随着科技进步和信息技术的发展，通信行业迎来了更广阔的发展前景，由于通 信行业对人才的特殊需求，使得人才竞争变的更加激烈，人力资源的竞争逐渐转变 为企业之间最主要的竞争。如何通过合理的绩效管理帮助企业做好吸引人才、培养 人才的工作，提高企业整体效能，进而增强企业核心价值及竞争优势变得十分重要。 通过运用文献法、问卷调查法等方法，对 YD 通信公司华北区员工绩效考核体 系中存在的问题进行分析。在公司内部对员工展开问卷调查，分析得出绩效存在的 考核指标单一，大多数员工采取相同指标考核，缺乏多样性；量化程度低，绩效未 具体到员工个人，考核标准模糊；多项绩效标准制定后并未有效执行，绩效反馈效 果差；考核结果没有有效运用，没能促进员工长期发展，只体现在了工资奖金方面 等问题。采用平衡记分卡法对现有绩效进行改进优化，将绩效考核同企业战略目标 结合起来，通过绘制战略地图对公司战略目标进行分解，对华北区员工制定岗位说 明书，划分员工工作职能，参考员工岗位说明书并结合公司战略，对绩效考核中缺 少的考核项进行重新设计，将战略目标体现在员工绩效考核指标中，制定新的员工 绩效考核指标。在实施过程中增加绩效反馈环节，使公司绩效管理体系形成一个完 整的循环；加强对绩效结果的应用，将绩效考评结果联系到员工的自身发展，帮助 企业实现人才留用。 优化改善后的绩效管理体系能够有效提高员工绩效，提升员工满意度及忠诚度， 使员工在公司中个人能力得到最大的发挥，最终提升企业整体绩效水平，从而增强 企业在同行业中的竞争力及适应力，增加公司盈利，帮助公司战略目标的实现。 关键词 通信公司；绩效管理；平衡记分卡III Abstract With the progress of science and technology and the development of information technology, the communication industry has ushered a broader development. Due to the special requirements of the communication industry for talents, the competition for talents has become more intense. The competition for human resource has gradually become the most important competition between companies. How to help companies to attract talents and cultivate talents through performance management so as to improve the overall efficiency of companies and enhance core values and competition advantages of companies, which becomes very important. There is an analysis for the problems exist in the performance appraisal system of YD Communication Company’s employees in North China through literature methods, questionnaires and other methods. In the company, a questionnaires survey is conducted for employees. It is concluded that the performance is a single index for examination. Most employees adopt the same performance indicators that lack of diversity. The degree of performance is low, the performance is not available to individual employees and the examination criteria is vague. After many performance standards are formulated, they are not effectively implemented, and the performance feedback is poor. The results of assessment are not effectively used and the long-term development of employees are not promoted. It is only reflect the problems in salary and bonus. The balanced scorecard method is used to promote and optimize the existing performance system, combine the performance appraisal with the strategic goals of company, decomposing the strategic goals of the company by drawing a strategic map, formulating job descriptions for employees in North China and dividing their work functions, referring to the job descriptions of employees and combining the company strategy, redesign the missing appraisal items in performance appraisal, and formulate a new employees performance appraisal indicators. In the implementation process, the performance feedback is added to make the company’s performance management system become a complete cycle. Strengthen the application of the performance results and link the performance evaluation results to the employees own development to help company achieve talent retention. The optimized and improved performance management system can effectively improve employees’ performance, promote employees’ satisfaction and loyalty, enableIV employees to maximize their abilities in the company and finally enhance the overall performance level of the company, so as to strengthen the adaptability and competitive power of the company, increase company profit and help the company to achieve it strategic goals. Key words Communication company；Performance management；Balanced scorecardV 目 录 摘要I AbstractIII 第 1章 绪 论 1 1.1 研究背景与意义 1 1.1.1 研究背景 1 1.1.2 选题意义 1 1.2 国内外研究现状 1 1.2.1 国外研究现状 1 1.2.2 国内研究现状 2 1.3 研究内容与研究方法 3 1.3.1 研究内容 3 1.3.2 研究方法 3 1.4 本章小结 4 第 2章 相关理论方法 5 2.1 绩效管理概念 5 2.2 绩效管理方法 5 2.2.1 目标管理法 5 2.2.2 平衡记分卡 7 2.2.3 关键绩效指标 7 2.3 本章小结 8 第 3章 华北区员工绩效考核体系现状 9 3.1 YD 通信公司及华北区概况 9 3.2 绩效管理体系现状 9 3.2.1 人力资源配置情况 9 3.2.2 薪酬体系介绍 12 3.2.3 绩效体系介绍 13 3.2.4 绩效管理存在问题 17 3.3 本章小结17 第 4章 华北区绩效考核体系问题分析19 4.1 绩效存在问题数据收集19 4.1.1 数据搜集方法 19VI 4.1.2 调查问卷设计 20 4.1.3 调查问卷回收及结果统计分析 20 4.2 绩效体系问题分析28 4.3 本章小结29 第 5章 华北区员工绩效考核体系优化设计31 5.1 设计原则及方法31 5.1.1 绩效管理体系设计目标 31 5.1.2 设计原则 31 5.1.3 设计方法 32 5.2 绩效考核部门职责划分32 5.3 绩效考核周期设定32 5.4 华北区员工岗位说明书制定 33 5.5 平衡记分卡体系建立36 5.5.1 战略地图构建 37 5.5.2 企业绩效考核指标建立 37 5.5.3 部门绩效考核指标建立 38 5.5.4 员工绩效考核指标建立 40 5.5.5 员工绩效考核权重划分 50 5.6 本章小结55 第 6章 华北区员工绩效实施管理57 6.1 绩效实施过程管理57 6.2 绩效反馈体系建立58 6.3 绩效考核结果应用58 6.4 本章小结59 结 论 61 附 录 63 附录 A63 附录 B68 附录 C70 附录 D72 附录 E 74 附录 F 76 附录 G78 附录 H80VII 附录 I82 附录 J84 附录 K86 附录 L 88 附录 M 90 附录 N92 附录 O94 附录 P 96 附录 Q98 附录 R 100 附录 S 103 附录 T 104