A 公司绩效考核方案研究 电信行业是国家基础产业，具有至关重要的地位。它是国民经济不可分割的部分， 而且对国民经济的发展起着先导的作用。随着信息化在世界范围内的超高速的发展， 以及经济对信息化元素的需要，FDD 和 TDD 两种制式的 4G 牌照均已发放，物联网、 云计算、大数据等新事物的崛起，掀起了有线网络和无线网络的又一次发展高潮。国 内的通信市场完全转型为以技术为导向并且将技术作为改革的主要生产力的新时代。 公司内部的所有员工是企业内部的主要力量，员工的业务素质、工作能力直接对公司 的服务质量、绩效工作和企业核心竞争力产生重大影响。因此对公司员工建立科学有 效的绩效管理体系、客观公正公平的绩效考核方案，对于优化公司内员工岗位结构， 提高员工工作效率和增强企业核心竞争力起着决定性的作用。 绩效考核作为人力资源重要的管理手段和工具为现代企业的健康、稳步发展提供 了重要的保障。企业当中员工工作绩效是否提高直接关系到整个企业的绩效，因此， 对员工进行有效的系统的绩效管理成为每个企业所必须要面临的重要问题。在电信市 场竞争日益激烈的环境下，单一的绩效管理模式和滞后的管理体系已经不能适应当前 竞争的需要，面临战略的转型 A 公司迫切需要建立一个有效的绩效管理体系来推动战 略转型的实现，绩效管理在电信企业中的地位就显得尤为重要，并成为组织中必不可 少的一项管理活动。然而在我国国有企业当中由于对绩效管理的认识不够充分导致绩 效管理的实施效果不够明显。因此，我们应该认真学习绩效管理方面的知识和技能， 再结合企业自身的实际情况，来重新构建完整系统的绩效管理体系，促使企业在未来 能够有战略性的发展。在这个瞬息万变的竞争时代，效仿其他企业的成功管理经验固 然重要，但只能作为一个借鉴和参考，电信企业应该更多的重视自身的实际特点进行 吸收、消化和创新。建立一套符合自身发展的绩效管理系统。 本文结合 A 公司在绩效考核方案上存在的一些主要问题，运用绩效考核的相关理 论知识，结合 A 公司绩效考核的现状从公司部门、员工绩效考核两个层次进行了全面、 系统的分析，找出了 A 公司在绩效管方面的根本问题是把绩效考核作为是整个绩效管 理体系，忽略了其他环节，绩效考核指标设计不合理，部门之间缺少沟通，绩效缺乏 反馈环节，对于绩效考核的结果没有得到足够的重视和利用，致使整个绩效考核体系II 没有得到实际的应用只是流于形式。 针对 A 公司绩效管理方面存在的主要问题，本文分析了其主要原因，并结合 A 公 司的战略目标进一步引进平衡计分卡和 KPI 的绩效考核方法，使平衡积分卡的四方面 要素与 A 公司的绩效评价指标相结合，通过关键绩效指标 KPI 确定了公司、部门和员 工的绩效指标体系，确定考核重点，达到了企业与员工共同发展的绩效目标，为推动 A 企业健康、快速的发展提供了保障。 为保障 A 公司绩效考核体系的有效实施和建设，本文对绩效考核体系实施的要点 和实施注意的问题等方面提出了具体的保障措施和改进方向。 关键词， 人力资源，绩效考核，方案研究III Abstract Research on the Performance evaluation scheme of A Company The telecommunications industry is the basic industry, plays a crucial role. It is an integral part of the national economy, and plays a leading role in the development of national economy. With the development of information technology in the world within the scope of the ultra high speed development of information and economic elements, FDD and TDD two standard for 4G licenses have been issued, the rise of new things, the Internet of things, cloud computing, big data, a wired network and a wireless network and a development climax. China's telecom market completely transformed into technology oriented and technology as a new era of reform and the productivity. The industry may be to include resources, business and market perspectives. All employees within the company is a major force in the enterprise, the professional quality of employees, the ability to work directly exert a great influence on the quality of service, performance and the core competitiveness of enterprises ltd.. So the company staff to establish a scientific and effective performance management system, fair and objective evaluation system for the optimization of the enterprise staff, has a vital role to enhance the core competitiveness of enterprises and work efficiency. Performance management as an important human resource management tool for modern enterprises to the healthy and steady development provides an important safeguard. The enterprise employees' job performance is directly related to whether to improve the enterprise performance, therefore, effective performance management system for employees has become an important problem which must be faced by each enterprise. In the increasingly competitive telecommunications market environment, a single mode of performance management and the lag of the management system has been unable to meet the needs of competition, facing the strategic transformation of A company urgently needs to establish an effective performance management system to promote the implementation of the strategic transformation of the status of performance management in Telecom Enterprise is particularly important. And become an indispensable management activities of the organization. However, in China's state-owned enterprises due to the insufficient understanding of performance management to performance management implementation effect is not obvious. Therefore, we should seriously study the performance managementIV knowledge and skills, combined with the actual situation of enterprises, to build a complete system of the performance management system, promote enterprise strategic development in the future. In this rapidly changing era of competition, to follow the lead of other enterprises successful management experience is important, but only as a reference, telecom enterprises should pay more attention to its own actual characteristics of absorption, digestion and innovation. To establish a set of performance management system in line with their own development. In this paper, combined with the telecommunications company A existing in the performance management system, the basic theory of performance appraisal, combined with the present situation of A company's performance appraisal from the company's overall performance, Department, employee performance appraisal three aspects of a comprehensive and systematic analysis, find out the fundamental problem of A company in terms of performance is the performance appraisal is mistaken as the whole performance management system, performance ignoring management, performance appraisal index design is not reasonable, lack of communication between departments, performance feedback, performance results have not been applied fully and reasonably, the whole performance management system a mere formality. In view of the main problems existing in the performance management of A company is analyzed in this paper. And the main reasons, the performance assessment method combined with A's strategic objectives to further the introduction of the Balanced Scorecard and KPI, so that the performance evaluation index system of balanced score card of the four elements and A combined with the performance index system of company, departments and employees. Was determined by the KPI key performance indicators to determine the focus of the assessment, and achieve common development of enterprise and employee performance objectives. In order to promote the healthy and rapid development of enterprises, A has provided a guarantee. For the effective implementation of the performance appraisal system and construction of security company A, key points of the implementation of the performance evaluation system and implementation problems and put forward concrete measures and improvement direction. Keywords: Human resources, Performance appraisal, Study of the schemeV 目 录 第 1 章 绪论......................................................................................................1 1.1 研究背景.目的和意义..........................................................................1 1.1.1 研究背景......................................................................................1 1.1.2 研究目的......................................................................................2 1.1.3 研究意义......................................................................................2 1.2 研究主要内容............................