放眼国内外各大企业，在经营管理的过程中，建立健全完善的考核体系，全面、客 观、准确地评价员工绩效，科学、合理地运用考核结果，以调动和发挥员工的积极性和 创造性，提高企业的绩效水平，是众多企业面临的一个重要课题，有鉴于此，本论文以 陕西省高速公路建设集团公司西宝分公司为例，进行高速公路收费人员绩效考核体系的 研究，以期提升陕西省高速公路建设集团公司西宝分公司（简称西宝分公司）的运营效 率。 首先，本文使用了文献分析法、访谈调研法、问卷调查法、案例实证法、比较分析 法等方法。先对绩效考核的概念、原则、目的、工具、方法和跟绩效考核相关的理论进 行了梳理汇总，为下一步优化绩效考核体系提供理论依据。其次，对西宝分公司现有的 绩效考体系状况进行了介绍，归纳整理出来了原有绩效考核体系中存在的问题及成因， 针对这些问题，利用关键绩效指标法重新优化了原有的绩效考评体系，形成新的收费员 星级绩效考评体系，并利用德尔菲加权法对七大指标的权重进行了设定，最后，对优化 后的星级绩效考核体系的实施效果从服务投诉、文明服务、司乘满意度、收费差错率四 个方面进行了实践评价，以期对后续绩效考核体系的建设和优化提供一定的参考依据。 关键词：高速公路，绩效考核，收费员III ABSTRACT In the process of management, the establishment of a sound and perfect assessment system, a comprehensive, objective and accurate evaluation of employee performance, the scientific and rational use of assessment results, to mobilize and play the enthusiasm and creativity of the employees and improve the performance level of the enterprises, is one of the most important issues facing many enterprises. In view of this, in view of this, this paper takes the Shaanxi expressway construction group company Xi Bao branch as an example to study the performance appraisal system of expressway toll collection personnel, in order to improve the operation efficiency of Shaanxi expressway construction group company Xi Bao branch (hereinafter referred to as the West treasure branch). First of all, this paper uses the methods of literature analysis, interview research, questionnaire survey, case analysis, comparative analysis and so on. First, the concept, principles, objectives, tools, methods and theories related to performance assessment are summarized to provide a theoretical basis for the next optimization of performance assessment system. Secondly, the existing performance examination system of Xi Bao branch is introduced, the existing problems and causes in the original performance appraisal system are summed up. In view of these problems, the original performance appraisal system is re optimized by using the key performance index method to form a new rating system for star performance of the toll collector and profit. The weight of the seven indicators is set by the Delphi weighting method. Finally, the implementation effect of the optimized star performance evaluation system is evaluated from four aspects: service complaint, civilized service, degree of satisfaction and charge error rate, in order to provide a certain reference for the construction and optimization of the follow-up performance evaluation system. Test the basis. Keywords: Freeway, performance assessment, toll collector ABSTRACT西北大学硕士学位论文 IV 目 录 摘要...................................................................................................................... I ABSTRACT............................................................................................................ III 第一章 绪论.......................................................................................................... 1 1.1 研究的背景和意义................................................................................. 1 1.2 研究思路与方法..................................................................................... 2 1.3 研究内容与框架..................................................................................... 3 1.4 本文的主要贡献..................................................................................... 4 第二章 绩效考核相关理论.................................................................................. 5 2.1 绩效及绩效考核的概念与定义............................................................. 5 2.1.1 绩效与绩效管理......................................................................... 5 2.1.2 绩效考核.................................................................................... 6 2.2 绩效考核的基本原则............................................................................. 7 2.3 绩效考核的目的..................................................................................... 7 2.4 绩效考核相关理论基础......................................................................... 8 2.4.1 组织行为学理论......................................................................... 8 2.4.2 人本管理理论............................................................................. 9 2.4.3 激励理论.................................................................................. 10 2.5 绩效管理的工具和方法....................................................................... 11 2.5.1 平衡计分卡（BSC）................................................................. 11 2.5.2 关键绩效指标（KPI）............................................................. 12 2.5.3 目标导向绩效管理（MBO）..................................................... 13 2.5.4 全方位绩效管理法（360 度考核法）.................................... 13 2.6 绩效考核的主要过程和方法................................................................. 14 2.7 国内外绩效考核研究综述................................................................... 15 2.7.1 国外绩效考核研究综述.......................................................... 15 2.7.2 国内绩效考核研究综述........................................................... 16 2.8 本章小结................................................................................................. 17V 第三章 西宝分公司收费人员原有绩效考核体系的问题及成因...................... 18 3.1 西宝分公司情况简介........................................................................... 18 3.2 西宝高速收费人员原有绩效考核体系状况....................................... 18 3.3 西宝分公司收费人员原有绩效考核体系问卷调查情况................... 19 3.3.1 问卷调查设计........................................................................... 19 3.3.2 问卷调查开展情况................................................................... 19 3.4 原有绩效考核体系存在的问题及成因分析....................................... 23 3.4.1 管理层对绩效考核作用的认识不够....................24 3.4.2 员工对绩效考核的目的不能正确理解................................... 24 3.4.3 绩效考核指标标准设置不够科学......................25 3.4.4 绩效考评和绩效评价缺乏互信平等公正的机制和氛围........24 3.4.5 绩效考核体系中沟通机制不够健全........................................25 3.4.6 对绩效考核结果的运用不足..........................26 3.5 本章小结............................................................................................... 26 第四章 西宝分公司收费员绩效考核体系的优化设计.....................28 4.1 收费员星级绩效考核体系概述............................................................... 27 4.1.1 收费员星级绩效考核体系设计的基本原则............................29 4.1.2 收费员星级绩效考核体系设计的基本目标............................29 4.2 营造员工愿意以绩效作为工作评价的组织氛围................................. 29 4.2.1 建立互信机制............................................................................29 4.2.2 建立平等机制............................................................................29 4.3 收费人员星级绩效考核体系优化设计方案......................................... 30 4.3.1 收费员星级考核体系的组织与领导........................................31 4.3.2 明确收费员的工作职责............................................................30 4.3.3 收费员星级绩效考核的指标设置及原因分析........................32 4.4 收费员星级绩效评定办法..................................................................... 35 4.4.1 考核人员的选用及考核工作的导向宣传...................