随着科技和物流行业的迅速发展，医药行业领域供给侧结构性调整，医药物流企 业利润的减少，相对落后的经营管理模式和理念，人才结构中高素质人才外流等一系 列困难挑战，中小型民营医药物流企业该如何通过建立顺应企业发展、独具自身特色 的科学化绩效考核体系，让企业做好产品、管好人、干好服务的同时，能够在这充满 了机遇和挑战的时代改革进程中立于不败之地，利用激励手段提升企业发展水平，成 为众多中小型民营医药物流企业亟待破解的难题。 本研究以赤峰市最为典型的中小型民营医药物流企业的代表，JT 医药公司为研究 对象，通过对企业员工发放调查问卷的形式，利用人力资源平衡计分卡等相关理论知 识，在分析国内外现有文献资料基础上，结合公司人力资源管理现状，剖析企业内部 人力资源管控和考核过程中存在的不足，认真梳理管理漏洞，找到存在问题的主要原 因。采用平衡计分卡（BSC）立足企业长远发展战略角度，基于企业管理重要考核维 度，结合关键绩效指标(KPI)，按照公司、部门和个人三个层面划分主要职责范围，设 计与各个层面相对应的考核标准，然后根据各部门和各成员对既定目标的完成情况来 作出客观的评价；结合目标管理理论（MBO）相关原理，充分发挥绩效考核反馈和申 诉机制，提供完善的制度保障措施，帮助企业建立一套凸显企业特色、公平、透明、 符合全员利益、实现企业战略目的的科学绩效考核体系，使企业发展水平更上一层楼。 关键词，医药物流企业；中小型民营企业；人力资源管理；绩效考核体系I Abstract With the rapid development of science and technology and logistics industry, the structural adjustment of supply side in pharmaceutical industry, the decrease of profits of pharmaceutical logistics enterprises, the relatively backward management mode and concept, and the outflow of high-quality talents in the talent structure, a series of difficult challenges have arisen. How should small and medium-sized private pharmaceutical logistics enterprises establish scientific performance tests that conform to the development of enterprises and have their own characteristicsAt the same time, the nuclear system enables enterprises to do a good job in product, management and service. It is an invincible position in the reform process of the era full of opportunities and challenges. Using incentives to improve the level of enterprise development has become a difficult problem for many small and medium-sized private medical logistics enterprises to solve urgently. In this study, JT Pharmaceutical Company, the most typical representative of small and medium-sized private pharmaceutical logistics enterprises in Chifeng City, is taken as the research object. Through the form of questionnaires issued by employees of enterprises, using relevant theoretical knowledge such as human resources balanced scorecard, based on the analysis of existing literature at home and abroad, combined with the current situation of human resources management, the internal human resources management and control of enterprises are analyzed. The shortcomings in the assessment process should be carefully combed to find out the main reasons for the existing problems. Based on the long-term development strategy of enterprises and the important evaluation dimensions of enterprise management, BSC is used to divide the main responsibility areas according to the three levels of company, department and individual, and to design the corresponding evaluation criteria at each level. Then, the objective evaluation is made according to the accomplishment of the established goals by various departments and members. Combining with the relevant principles of MBO, giving full play to the feedback and appeal mechanism of performance appraisal, providing perfect system safeguard measures, helping enterprises to establish a scientific performance appraisal system that highlights the characteristics of enterprises, is fair, transparent, conforms to the interests of all staff, and achieves the strategic objectives of enterprises, so as to improve the level of enterprise development. Key Words: pharmaceutical logistics enterprises; small and medium-sized private enterprises; human resources management; performance appraisal systemI 目 录 摘要 .........................................................................................................III Abstract..............................................................................................................I 目 录 ............................................................................................................I 第 1 章 绪论 ..................................................................................................... 1 1.1 研究的目的和意义.................................................................................................. 1 1.2 国内外研究现状....................................................................................................... 2 1.2.1 国外研究现状 ................................................................................................ 2 1.2.2 国内研究现状 ................................................................................................ 3 1.3 研究内容及研究方法.............................................................................................. 4 第 2 章 绩效考核相关理论............................................................................. 6 2.1 绩效考核概述.......................................................................................................... 6 2.1.1 绩效考核和绩效考核体系的定义 ................................................................ 6 2.1.2 绩效考核的特征 ............................................................................................ 6 2.1.3 绩效考核的流程 ............................................................................................ 7 2.2 绩效考核的作用...................................................................................................... 7 2.3 绩效考核的工具...................................................................................................... 8 2.3.1 目标管理 ........................................................................................................ 8 2.3.2 平衡计分卡 .................................................................................................... 8 2.3.3 关键绩效指标 ................................................................................................ 8 第 3 章 JT 医药公司基本情况及绩效考核现状分析................................... 9 3.1 医药物流行业特征.................................................................................................. 9 3.2 JT 医药公司简介 ..................................................................................................... 9 3.3 JT 医药公司组织结构 ........................................................................................... 10 3.3.1 组织架构 ...................................................................................................... 10 3.3.2 人力资源状况 .............................................................................................. 10 3.4 JT 医药公司绩效考核现状分析 ........................................................................... 12 3.4.1 绩效考核体系 .............................................................................................. 12 3.4.2 绩效考核内容 .............................................................................................. 12 3.4.3 绩效考核流程 .............................................................................................. 14 3.4.4 绩效考核结果运用 ...................................................................................... 15 3.4.5 绩效考核存在的问题及原因 ...................................................................... 15 第 4 章 JT 医药公司绩效考核体系优化设计............................................. 17II 4.1 绩效考核体系优化目标和原则............................................................................ 17 4.1.1 绩效考核体系优化目标 .............................................................................. 17 4.1.2 绩效考核体系优化原则 .............................................................................. 17 4.1.3 绩效考核实