摘要：在现代企业管理中，绩效考核是人力资源管理的一项重要内容。绩效考核 需要与企业实际发展需求和发展战略定位相呼应。如何有效的制定符合企业的绩 效管理方案已经成为现代企业亟需解决的课题。 陇星集团成立于 1998 年，陇星公司的主要业务包括总部经济园区开发和新 能源研发利用制造，并实施多元化发展。企业旗下拥有两大产业园区，即兰州新 区新能源和陇星总部经济示范园区。公司员工现有绩效考核体系自 1998 年沿用 至今，在体系结构和考核指标等方面存在不足，无法对员工绩效做出科学合理的 考核与评估，造成了工作流于形式，考核结果运用程度低，影响到员工积极性。 因此，如何优化陇星集团员工绩效考核方案成为亟需解决的现实问题。 本文依托绩效考核的相关理论基础，首先对国内外企业关于绩效考核的研究 进行了概括和总结分析，并以陇星集团绩效考核为研究对象，借助于各种研究方 法对该集团绩效考核开展全面研究发现，随着陇星集团不断发展壮大，业务结构 多元化，人员及工作结构不断发生着变化，因此，公司加强了对绩效考核工作的 探索与研究，创造性地开展工作并取得了一定成效。但是，由于此项工作起步较 晚，公司发展速度较快，员工绩效考核中各种问题开始凸显，主要有：对绩效考 核目的认识不清、绩效考核中客观性较差、绩效考核指标体系不够完善、考核标 准不科学、绩效考核周期设置不合理、缺乏有效的绩效沟通等等。针对存在的问 题，本文设计并对陇星集团其战略目标进行划分，分成各个互相平衡的绩效考核 指标体系，并专门就该指标的具体情况开展相应考核，最终给出一套较为完善的 绩效考核体系模型，给企业战略目标的实现带来重要基础。 关键词：绩效考核 绩效优化MBA 学位论文 作者：黄岩 兰州陇星集团员工绩效考核方案优化研究 II Abstract Abstract: in modern enterprise management, performance appraisal is an important content of human resource management. Performance appraisal needs to correspond with the actual development needs and strategic positioning of the enterprise. How to effectively formulate performance management plans in line with corporate performance has become an urgent problem for modern enterprises. Longxing group was established in 1988. The main business of longxing company includes headquarter economic park development, new energy r&d, utilization and manufacturing, and implementation of diversified development. The enterprise owns two major industrial parks, namely lanzhou new area new energy and longxing headquarters economic demonstration park. The current performance appraisal system of the company's employees has been in use since 1998, and there are deficiencies in the system structure, assessment indicators and other aspects, which cannot make scientific and reasonable assessment and assessment of the employee's performance, resulting in the formalism of work, low application of the assessment results, and affect the employee's enthusiasm. Therefore, how to optimize the employee performance appraisal program of longxing group has become an urgent practical problem to be solved. In this paper, based on the related theories of performance evaluation, first of all enterprises at home and abroad have been summarized research on performance evaluation and summary analysis, and (3) star group performance appraisal as the research object, by using various research methods on the group performance appraisal to carry out comprehensive study found that with the two star group is growing stronger, diversified business structure, personnel and work structure is constantly changing, so the company to strengthen the exploration and research of performance appraisal work, creative work and achieved certain results. However, due to the work starts late, the company fast development, employee performance appraisal in all sorts of problems began to highlight, mainly include: understanding of performance appraisal purpose is not clear, performance appraisal of objectivity is poorer, the imperfection of the performance evaluation index system, evaluation standard is not scientific and the performance appraisal cycle is not reasonable, the lack of effective performance communication and so on. In view of the existing problems, this paper designed and its strategic target of gansu star group division, into the balanced performance appraisal index system, and specifically on the specific conditions to carryMBA 学位论文 作者：黄岩 兰州陇星集团员工绩效考核方案优化研究 III out the corresponding assessment indicators and eventually given a set of relatively perfect performance appraisal system model, and an important foundation brings to the enterprise strategic target realization. Key words: performance appraisal, performance optimizationMBA 学位论文 作者：黄岩 兰州陇星集团员工绩效考核方案优化研究 目 录 中文摘要.................................................I ABSTRACT ................................................ II 一、绪论.................................................1 （一）研究背景与意义..............................................1 （二）研究思路与框架..............................................2 （三）研究工具和方法..............................................4 1、研究方法 .....................................................4 2、研究工具 .....................................................4 二、绩效考核相关理论基础 ................................. 6 （一）绩效考核的内涵..............................................6 （二）国内外关于绩效考核的研究现状................................8 1、国内现状研究 .................................................8 2、国外研究现状 .................................................8 （三）国内外主要的绩效考核方法....................................9 1、360 度考评....................................................9 2、关键绩效指标(KPI) ...........................................10 3、平衡记分卡(BSC) .............................................10 4、MBO 导向的绩效管理...........................................10 （四）绩效考核的相关理论.........................................10 1、绩效管理理论 ................................................10 2、激励理论 ....................................................11 3、目标管理理论 ................................................14 三、陇星集团员工绩效考核现状分析 ........................ 16 （一）公司概况...................................................16MBA 学位论文 作者：黄岩 兰州陇星集团员工绩效考核方案优化研究 1、陇星集团简况 ................................................16 2、陇星集团人力资源现状 ........................................16 （二） 陇星集团现有绩效考核方案存在的问题 ........................18 1、现有绩效考核方案的问卷调查 ..................................18 2、绩效考核方案的员工访谈 ......................................22 （三）现有绩效考核方案存在的问题总结.............................23 1、考核对象是针对部门而非个人 ..................................23 2、考核模式单调，评分准则不够清晰 ..............................23 3、考核指标不完善，设定随意性大 ................................24 4、考核周期不统一 ..............................................24 5、结果反馈与运用不合理 ........................................25 （四）问题的成因分析.............................................25 1、考核定位不尽合理 ............................................25 2、考核指标设定依据不够明确与规范 ..............................25 四、陇星集团员工绩效考核优化方案设计 .................... 27 （一）绩效考核优化的思路和原则...................................27 1、将目标实现为主要原则，需要满足的内容如下： ..................28 2、公开、公平、公正的原则 ......................................28 3、在目标导向考核下重视员工个人发展的原则 ......................28 4、反馈原则 ....................................................28 5、差异化原则 ..................................................29 （二）绩效考核优化的目标.........................................29 （三）绩效考核优化设计的基本流程.................................29 （四）绩效考核优化方案的内容.....................................30 1、细化和完善岗位职责和任务 ....................................30 2、员工绩效结构优化设计 ........................................31 3、MBO 考核的实施...............................................31 4、员工绩效考核指标优化设计 ........................