I 摘要 改革开放四十年来，随着市场经济体制的逐步完善，在经历“放权让利”、 “制度创新”和“国资发展”三个阶段后，国家宏观调控在国有经济发展中的 成果显著,在改革“深水区”，国民经济步入“新常态”，要提高国有企业的效 率，就必须完善企业绩效管理体系，切实发挥各部门职能。 绩效管理是企业管理的核心环节,同时也是实现企业战略、提升企业工作效 率、激发员工潜力的重要手段。然而在管理过程当中，考核指标难以量化、部 门之间沟通衔接之间存在壁垒、机关考核无法落实等问题，虽然学术界对于绩 效管理、国有企业行政管理方面的研究己经较为深入,本文将进一步研究国有企 本文以企业绩效管理绩效理论为基础，以 G 冶炼厂为研究对象,分析 G 冶炼 厂绩效管理的现状、问题，并提出优化的建议。第一章，从当前国有企业特定 背景出发，着重论述研究国有企业绩效管理的背景和意义，并概述了研究的主 要内容和思路。第二章，从理论研究入手，对绩效管理相关概念进行描述，首 先对绩效管理的一些基本概念进行描述，从理论的角度对比分析了绩效管理和 绩效考核的异同，再次介绍了几种主流的考核方式。第三章，是首先介绍了江 铜 G 冶炼厂组织架构特点，通过对 G 冶炼厂过去十几年的绩效管理的梳理，找 出该公司绩效管理方面存在的问题。第四章，是针对 G 冶炼厂绩效管理现状， 利用 KPI 绩效管理模式进行分析，对该单位现有的绩效管理体系进行优化改进。 第五章是总结收尾部分，展望了未来国有企业在绩效管理方面可以挖掘的更大 潜能。 探索 G 冶炼厂绩效管理方式，提出合理化建议，锻造新时期国有企业新的 核心竞争力，具有以下几点意义。第一，帮助 G 冶炼厂梳理绩效管理过程中存 在的问题，为 G 冶炼厂提升整体绩效管理水平提供有力探索；第二，帮助 G 冶 炼厂建立 KPI 为导向的战略绩效管理体系；第三，帮助员工融入企业发展提升 综合能力。本文通过 G 冶炼厂绩效管理优化，以考核挂钩薪酬的方式激发员工 融入到企业发展，以主人翁意识投身企业的热情，提升企业在国际同行业的核 心竞争力；第四，为其他企业提供有益的借鉴。 关键词：国有企业；绩效管理；KPI；优化方案；建议Abstract II ABSTRACT In the past 40 years of reform and opening up, with the gradual improvement of the market economy system, after going through the three stages of devolution of power and profit, institutional innovation and development of state capital, the achievements of the state's macro-control in the development of the state-owned economy have been remarkable. In order to improve the efficiency of state-owned enterprises, it is necessary to perfect the performance management system of enterprises and give full play to the functions of various departments in the reform of deep water areas and the entry into the new normal of the national economy. Performance management is not only the core link of enterprise management, but also an important means to realize enterprise strategy, improve the efficiency of enterprise work and stimulate the potential of employees. However, in the process of management, the assessment index is difficult to quantify, there are barriers between communication and convergence between departments, and so on, and so on. Although the academic circles are concerned about performance management, The research on the administration of state-owned enterprises has been more in-depth, this paper will further study the characteristic performance management model of state-owned enterprises. Based on the performance theory of enterprise performance management and taking G smelter as the research object, this paper analyzes the present situation and problems of performance management in G smelter, and puts forward some suggestions for optimization. The first chapter, from the specific background of the current state-owned enterprises, focuses on the background and significance of the research on the performance management of state-owned enterprises, and outlines the main contents and ideas of the research. The second chapter, starting with the theoretical research, describes the related concepts of performance management. Firstly, it describes some basic concepts of performance management, and analyzes the similarities and differences between performance management and performance appraisal from the perspective of theory. Again introduced several mainstreamAbstract III assessment methods. Chapter three is the first This paper introduces the organizational structure characteristics of Jiangcun G smelter, and through combing the performance management of G smelter in the past ten years, finds out the problems existing in the performance management of the company. In the fourth chapter, according to the current situation of performance management in G smelter, the KPI performance management model is used to optimize and improve the existing performance management system of this unit. The fifth chapter is the conclusion, looking forward to the future state-owned enterprises in the performance management can tap the greater potential. It is of the following significance to explore the performance management mode of G smelter, to put forward rational suggestions and to forge the new core competitiveness of state-owned enterprises in the new period. First, to help G smelter comb the existing problems in the process of performance management, to provide a strong exploration for G smelter to improve the overall level of performance management; second, to help G smelter establish KPI oriented strategic performance management system. Third, to help employees integrate into the enterprise to develop and enhance their comprehensive capabilities. Through the optimization of performance management in G smelter, this paper stimulates the employees to integrate into the development of the enterprise by the way of examination and linked pay, and takes part in the enthusiasm of the enterprise with the sense of master, and promotes the enterprise in the international community. The core competitiveness of the industry; fourth, for other enterprises to provide useful reference. Keywords: State-owned enterprises; performance management; To optimize a plan; suggest.目 录 IV 目 录 第 1 章 绪论.................................................................................................................1 1.1 研究背景及意义 .............................................................................................1 1.1.1 研究背景 ...............................................................................................1 1.1.2 选题意义 ...............................................................................................1 1.2 文献综述 .........................................................................................................2 1.2.1 国外相关研究综述 ...............................................................................2 1.2.2 国内相关研究综述 ...............................................................................3 1.3 研究目的与方法 .............................................................................................5 1.3.1 研究目的 ...............................................................................................5 1.3.2 研究方法 ...............................................................................................5 1.4 研究内容与思路 .............................................................................................6 1.4.1 研究思路 ...............................................................................................6 1.4.2 研究内容 ...............................................................................................7 1.5 研究创新点 .....................................................................................................7 第 2 章 研究的相关理论.............................................................................................8 2.1 相关概念 .........................................................................................................8 2.2 绩效管理与绩效考核 .....................................................................................9 2.2.1 绩效管理与绩效考核的区别 ...............................................................9 2.2.2 绩效管理与绩效考核的联系 .............................................................10 2.3.2 主要定量绩效考核方法 ...........................................