加强企业在整个行业中的地位一定程度上需要加强员工的整体绩效水平。为 了有效提升企业的生产效益，加快其生产目标的完成，企业将关注点放在了怎样 加强员工的绩效上。所以，可以采取理论与实际结合的方法，认真学习现代的人 力资源管理相关知识，选择出评估绩效的一整套措施，并且这些措施应该建立在 企业的实际情况上。 随着我国高铁行业以及轨道交通业的不断成长，克诺尔公司在行业内的竞争 加剧、压力倍增。压力不止源于行业内，也存在于企业中。主要是对公司内员工 的管理在公司不断发展的过程中被逐渐疏忽导致的。在整个公司的管理系统下， 负责公司产品的售后服务工作的工程师常常被忽略，管理不足。但是，其能够连 接市场与公司，对其的管理效果一定程度上决定了公司的市场发展。并且，对其 的管理措施中起关键作用的是绩效管理。所以，为了避免由于缺乏绩效管理而导 致的工程师工作积极性不高、责任意识不足，以及公司客户对售后服务不满意等 情况，公司应该尽早制定一套完整的售后服务工程师绩效管理制度。 所以，原有的对售后服务工程师的绩效考核方案，并没有对克诺尔公司的现 状进行完整和清晰的分析。应该了解售后工程师的自我预定目标，熟悉公司阶段 性的发展目标。进而在能够实现公司目前的发展要求、满足员工自我发展的基础 上，确定用来评估绩效的各个项目。认真学习现代的绩效管理相关知识，掌握关 键点，并与公司的实际情况进行联系，使公司的绩效评估水平得到提升，使公司 能够高效发展。 在清晰了克诺尔公司现阶段的战略目标的基础上，结合售后服务工程师的岗 位职责要求，才是制定绩效考核指标的重要基础和来源。本文从原有的绩效考核 方案存在的问题分析，得出了现有考核方案的不足之处，通过分析找到了存在上 述不足的原因。在优化原有的绩效考核方案的设计中，从公司的战略目标出发， 结合现代的绩效考核管理相关理论，通过使用平衡计分卡工具来分析和分解公司 战略目标，再从平衡计分卡的几个维度进行过渡，引出符合售后服务工程师的关 键绩效指标，最后通过公司内部高层领导的权值因子打分，确定了关键绩效指标 的权重系数，结合克诺尔公司的实际情况设计了新的考核周期和评分原则。通过 全面的分析和优化措施，能够清晰明了的看到基层的售后服务工程师的关键绩效 指标考核体系流程，更系统化的绩效考核管理体系能让员工和企业共同发展。本 文的最后对新的绩效考核方案提出了一些保障措施，能使得新的方案有效施行。兰州大学硕士学位论文 克诺尔公司售后服务工程师绩效考核方案优化研究 II 关健词：克诺尔公司；售后服务工程师；绩效考核兰州大学硕士学位论文 克诺尔公司售后服务工程师绩效考核方案优化研究 III STUDY ON EVALUATION PROGRAM OF SERVICE ENGINEERS OF KNORR COMPANY Abstract To strengthen enterprise position in the whole industry will need to improve the overall level of the employee's performance. In order to effectively improve the production efficiency of enterprises and accelerate the completion of their production goals, enterprises need to focus on how to strengthen the performance of employees. Therefore, we can combine theory with practice. Studying the modern human resource management related knowledge carefully, and choose a set of measures to evaluate the performance these measures should be based on the actual situation of the enterprise. China's high-speed rail industry and fast growing of rail transportation, Knorr company carry on bigger competition and pressure in the industry.Those pressure not onlycomes from the industry, but also exists in the enterprise.It is mainlycaused bythe gradual negligence of the management of employees in the company in the process of the company's continuous development. Under the management system of the whole company, engineers who are responsible for the after-market service of the company's products are often neglected and lack of management. However, its ability to connect the market and the company, effective management a certain extent determines the company's market development. In addition, performance management plays a keyrole in its management measures. Therefore, in order to avoid the situation that engineers' working enthusiasm is not high due to lack of performance management, lack of sense of responsibility, and customers' dissatisfaction with after-sales service, the company should develop a complete performance management system for after-market service engineers as soon as possible. Therefore, a complete and clear study of the current situation of knorr company should be carried out before making a plan. Understand the self-set goal of service engineer, familiar with the stage development goal of the company. Then, on the basis of realizing the current development requirements of the company and satisfying the self-development of employees, each project used to evaluate performance is determined. Learning modern knowledge of performance management, master key points, and connect with the actual situation of the company, so as to improve the performance evaluation level of the company and enable the company to develop兰州大学硕士学位论文 克诺尔公司售后服务工程师绩效考核方案优化研究 IV efficiently. On the basis of clarifying the current strategic objectives of Knoll company and combining with the post responsibility requirements of after-sales service engineers, it is the important basis and source of the development of performance appraisal indicators. Based on the analysis of the existing problems of the original performance appraisal scheme, this paper concludes the deficiencies of the existing appraisal scheme and finds the reasons for the above deficiencies through analysis. In optimizing the design of the original performance evaluation scheme, starting from the strategic goals of the company, combined with modern performance appraisal management related theory,throughtheuseof theBSCtooltoanalyzeanddecomposethecompanystrategic target, and then from the dimensions of the BSC transition, raises conforms to the after- salesserviceengineerof keyperformanceindicators,andfinallybytheweightingfactor top leaders within the company, determine the weight coefficient of the key performance indicators, in combination with the practical situation of knorr company design a new examination cycle and evaluation principles. Through comprehensive analysis and optimization measures, we can clearly see the process of key performance indicator assessment system of grass-roots after-sales service engineers, and a more systematic performance assessment management system can make employees and enterprises develop together.At the end of this paper, some guarantee measures are put forward for the new performance appraisal scheme, which can effectively implement the new scheme. Keywords:Knorr Company;After Market Service Engineer;Performance Evaluation兰州大学硕士学位论文 克诺尔公司售后服务工程师绩效考核方案优化研究 V 目录 中文摘要................................................Ⅰ Abstract................................................Ⅲ 第一章 绪论.............................................. 1 1.1 研究的背景和意义............................................1 1.1.1 研究背景................................................1 1.1.2 研究意义................................................1 1.2 研究内容与思路..............................................2 1.2.1 研究内容.................................................2 1.2.2 研究思路.................................................3 第二章 相关理论 .......................................... 5 2.1 绩效考核理论................................................5 2.1.1 绩效考核................................................5 2.1.2 绩效管理................................................6 2.2 考核方案组成................................................8 2.2.1 考核指标................................................8 2 2.2 考核者..................................................8 2.2.3 分值....................................................8 2.2.4 权数....................................................8 2.3 绩效考核方法................................................9 2.3.1 平衡计分卡..............................................9 2.3.2 关键绩效指标法.........................................11 2.3.3 360 度绩效评价 .........................................13 第三章 克诺尔公司售后服务工程师绩效考核方案现状 .........14 3.1 克诺尔公司概述.............................................14 3.1.1 克诺尔公司