企业运行的最终目的是为了实现其战略目标，绩效管理作为人力资源管理的一个重 要的模块，对于组织战略目标的实现有着至关重要的作用。目前企业绩效管理水平差别 很大，绩效管理水平的提升也成了企业内部管理的重中之重。山东爱普电气公司专注于 电气设备的研发、制造、销售和服务，正在由资本密集型制造业向资本密集和知识密集 型制造业转变。随着网络化和个性化制造的出现，企业的生产经营管理越来越复杂，为 使企业适应多变的内外经营环境，建立完善的绩效管理体系是每个组织，包括非营利组 织发展成长的必然要求。 本文首先阐述和总结了国内外绩效管理的相关文献，并对 KPI 和平衡计分卡等企业 和理论界常用的绩效管理方法进行了综述，明确提出了战略绩效管理的概念和意义；然 后明晰了山东爱普电气公司的概况和公司的组织架构，从多个角度深度分析了山东爱普 电气绩效管理存在问题以及原因，为下一步找出解决方法提供基础；论文探索了改进山 东爱普电气公司原有的绩效管理体系，新的绩效管理体系包括合理的绩效指标和标准 包、严格的并具有可操作性的绩效管理流程、更严密的绩效管理过程控制体系，从而通 过员工的绩效改进提升整个企业的核心竞争力。 最后，论述了山东爱普电气公司绩效计划方案设计目标原则与思路，基于公司层面、 部门层面、员工个人层面绩效计划的制定等，在沟通与面谈管理、考核管理、反馈管理 以及个人发展规划等方面进行具体方案设计，并提出了本文研究的不足和将来的研究要 点。 关 键 词，绩效管理；绩效考核；平衡计分卡；关键绩效指标 研究类型，专题研究Subject : The research on improving performance management of Shandong Aipu Electrical Equipment Co.Ltd Specialty: Master Of Business Administration Name :G zhangyong （Signature） Instructor: chentiehua （Signature） ABSTRACT The ultimate purpose of enterprise operation is to achieve the strategic target of the enterprise. As an important module of human resource management, performance management plays an important role in achieving the organizational strategic target. Currently the level of enterprise performance management varies greatly, and improvement of the performance management level becomes priority of enterprise internal management. Shandong Aipu Electrical Company has focused on research and development, manufacturing, marketing and service of electrical equipment, and is being transformed to capital-intensive and knowledge-intensive manufacturing industry from capital-intensive manufacturing industry. With the appearance of networked manufacturing and personalized manufacturing, the production and operation management of the enterprise becomes increasingly complicated. To make the enterprise adapt to the changing internal and external management environment, establishment of a perfect performance management system becomes necessary for development and growth of every organization, including the non-profit organization. This thesis firstly explains and summarizes pertinent literature at home and abroad, generally introduces performance management methods commonly used by enterprises and theorists such as KPI and balanced score card (BSC), and clearly puts forward the concept and significance of strategic performance management; and then this thesis clarifies the general situation and organizational structure of Shandong Aipu Electrical Company, deeply analyzes problems existed in performance management of Shandong Aipu Electrical Company and the reasons from multiple views, and thus provides the basis for finding out the method in the next step; furthermore, this thesis explores improvement of the original performance management system of Shandong Aipu Electrical Company. The new performance management system includes reasonable performance indicators and standard packages, strict and practicable performance management process and stricter performancemanagement process controlling system, and thereby the core competence of the whole enterprise can be improved by performance improvement of employees. At last, this thesis discusses the target principle and idea of the project design for performance planning of Shandong Aipu Electrical Company, performance planning based on the company level, the department level and individual level, and the like. Specific project design is conducted regarding communication and interview management, assessment management, feedback management, individual development planning and the like. The deficiencies of this thesis and the key points of the future study are put forward. Keywords: performance management; performance appraisal; balanced scorecard; key performance indicators Type of study: Monographic study目录 I 目 录 1 绪论.........................................................................................................................................1 1.1 选题背景与研究意义......................................................................................................1 1.1.1 选题背景 ...............................................................................................................1 1.1.2 研究意义 ...............................................................................................................2 1.2 国内外研究现状..............................................................................................................3 1.2.1 国外研究现状 .................................................................................................................... 3 1.2.2 国内研究现状 .................................................................................................................... 4 1.2.3 研究现状综述...................................................................................................................... 5 1.3 研究方法与内容..............................................................................................................6 1.3.1 研究方法............................................................................................................................... 6 1.3.2 研究内容.............................................................................................................................. 7 2 绩效管理相关理论综述........................................................................................................10 2.1 绩效管理概述................................................................................................................10 2.1.1 绩效内涵............................................................................................................................ 10 2.1.2 绩效管理概述 .................................................................................................................. 10 2.1.3 绩效管理工具和方法....................................................................................................11 2.2 绩效管理相关理论........................................................................................................13 2.2.1 绩效考核相关理论 ......................................................................................................... 13 2.2.2 战略性绩效管理 ............................................................................................................... 13 3 山东爱普电气公司绩效管理现状及问题...........................................................................15 3.1 山东爱普电气公司情况简介.........................................................................................15 3.1.1 山东爱普电气公司简介 ................................................................................................. 15 3.1.2 山东爱普电气公司组织结构 ....................................................................................... 16 3.2 山东爱普电气公司绩效管理现状................................................................................16 3.3 山东爱普电气公司绩效管理存在的问题及成因分析................................................17 3.3.1 山东爱普电气公司绩效管理存在的问题 ................................................................ 17 3.3.2 山东爱普电气公司绩效管理存在问题成因分析................................................... 26 4 山东爱普电气公司绩效管理改进方案设计.......................................................................29 4.1 绩效管理改进方案