全面建成小康社会，是促进文化、教育、科学、卫生、发展的关键时期，疾病预防 控制中心作为公益性事业单位面临着挑战和机遇，一方面，国家对于事业单位的改革下 达了综合改革配套方案，为公益性事业单位提供了良好的外部条件。另一方面，作为公 益性事业单位的疾病预防控制机构来说，面临的是体制内的管理技术和管理理念落伍的 情况。平衡计分卡法从多维度将组织战略目标到日常管理工作，发挥着卓越的管理作用。 这种管理理念能够激励和发现疾病预防控制机构作为公益性事业单位的活力，促进疾病 预防控制机构更快更好的发展。 本文从组织战略出发，以 S 疾病预防控制中心为研究对象，结合平衡计分卡来探索 如何优化 S 疾病预防控制中心绩效考核体系，首先，本文对绩效考核与平衡计分卡相关 的文献进行整理，对文章中的理论进行归纳和总结；然后对 S 疾病预防控制中心现行绩 效考核体系进行描述，分析目前绩效考核存在的问题，包括，绩效考核的指标不完善、 科室职工绩效考核指标与中心组织向导缺乏联系、职工考核标准不完善，随后指出该问 题存在的原因，其次阐述引入平衡计分卡在 S 疾病预防控制中心考核方案改进优化的必 要性和可行性。按照“中心-科室-个人”的分解顺序，将中心战略结合到科室和职工本 人的工作目标当中去的优化设想，结合平衡计分卡的优势来优化绩效考核的指标，从而 解决中心现存绩效考核覆盖面不全、沟通不畅等问题，最后补充说明实施优化方案需要 采取的保障措施和注意事项。 关键词，绩效考核；指标体系；平衡计分卡- II - Research on Optimization of Performance Appraisal Program of Centers for S Disease Control and Prevention Abstract This period is the crucial stage of building a well-off society in an all-round way, and it is also a critical stage for promoting culture, education, science, health and development. As a public welfare institution, the CDC faces challenges as well as opportunities at the same time. On one hand, a comprehensive reform program for public welfare institutions has been issued, which has provided a good external condition. On the other hand, as public welfare institutions the CDC faces outdated management techniques and management concepts. The balanced scorecard approaches from the multi-dimensional organization of strategic objectives to the daily management work, play an excellent management role. This management concept can inspire the vitality and promote development. In this paper starts from the organizational strategy, put S CDC as the object of study, combined with the balanced scorecard to explore how to optimize its performance appraisal system. First of all, the writer collected and summarize related literature of performance appraisal and balanced scorecard; then describe the current performance appraisal system, and analyze the problems exist: including the imperfection index of performance appraisal system; lack of relations between the index of the performance appraisal system and the center organization; the imperfection of assessment standards. Then, the writer point out the reasons for the existence of the problem, and then the necessity and feasibility to introduce the balanced scorecard system. According to the order of “center - department – individual”, and the idea of integrating central strategy to the individual’s objectives, use the advantages of the scorecard to optimize the performance appraisal index, so as to solve the existing performance appraisal problems, and finally explain the safeguards and precautions needed to implement the program. Key Words，Performance appraisal; Index system; The Balanced Score card- III - 目 录 摘要.............................................................................................................................I Abstract ..............................................................................................................................II 1 绪论................................................................................................................................ 1 1.1 研究的背景、目的和意义............................................................................... 1 1.1.1 研究的背景............................................................................................ 1 1.1.2 研究的目的............................................................................................ 3 1.1.3 研究的意义............................................................................................ 3 1.2 相关概念界定...................................................................................................... 4 1.2.1 疾病预防控制中心................................................................................ 4 1.2.2 绩效、绩效管理、绩效考核................................................................ 4 1.2.3 绩效考核方法........................................................................................ 5 1.3 文献综述........................................................................................................... 7 1.3.1 国外文献综述........................................................................................ 7 1.3.2 国内文献综述........................................................................................ 8 1.3.3 国内外文献评析.................................................................................. 11 1.4 研究的内容、方法与技术路线........................................................................ 11 1.4.1 研究内容.............................................................................................. 11 1.4.2 研究的方法.......................................................................................... 12 1.4.3 研究技术路线...................................................................................... 12 2． S 疾病预防控制中心绩效考核的现状分析及问题............................................... 15 2.1 绩效考核的现状分析....................................................................................... 15 2.1.1 S 疾控中心概况................................................................................... 15 2.1.2 绩效考核内容...................................................................................... 15 2.1.3 绩效考核体系的运作过程.................................................................. 16 2.2 S 疾控中心绩效考核存在的问题和不足...................................................... 17 2.2.1 考核指标与疾控发展战略有一定差距.............................................. 17 2.2.2 绩效考核技术手段落后...................................................................... 23 2.2.3 绩效考核周期过长.............................................................................. 23 2.2.4 绩效考评形式单一.............................................................................. 23 3 S 疾控中心绩效考核优化方案设计........................................................................ 24 3.1 平衡计分卡在国内外的实施......................................................................... 24- IV - 3.1.1 平衡计分卡在美国德克萨斯州审计处的应用.................................. 24 3.1.2 平衡计分卡在青岛政府机关的应用.................................................. 25 3.1.3 案例启示及平衡计分卡的适用性...................................................... 26 3.2 S 疾控中心绩效考核优化的思路和原则...................................................... 27 3.2.1 绩效考核理论...................................................................................... 27 3.2.2 绩效考核优化思路.............................................................................. 28 3.2.3 绩效考核优化设计原则...................................................................... 29 3.3 S 疾控中心绩效考核目标............................................................................. 30 3.3.1 改变管理现状...................................................................................... 30 3.3.2 完善绩效考核体系.............................................................................. 30 3.4 S 疾控中心绩效考核体系优化设计步骤......................................................... 31 3.4.1 制定平衡计分卡战略地图.................................................................. 31 3.4.2 平衡计分卡各维度指标选择..........................