随着大数据及共享经济的来临，建筑施工企业所面临的竞争也越来越激烈。高效， 便捷，共享信息的融入，不得不让建筑行业从繁琐的人工操作中逐步脱离，信息传递的 便捷与企业决策的准确性密切相关。对于建筑行业，特别是像高速公路基建行业，存在 周期长，跨度较大，人员较多且分散等特征，而项目部作为一个独立的团体在施工企业 管理中占据重要地位，对项目部的考核成为评价企业整体经营状况不可或缺的一部分。 绩效考核本身是企业管理的一种途径，科学有效的绩效考核体系对一个企业至关重 要。通过绩效考核可以使企业战略目标与员工目标、部门目标和组织目标之间相互协调； 通过绩效考核可以发现企业内部管理中的不足和缺陷，及时改进并提高；绩效考核也是 员工晋升的一种途径，通过了既定的考核指标，可以获得相应的奖励，对员工、部门和 组织成员也是一种激励；绩效考核在一定程度上也能够帮助企业在激烈的市场竞争中脱 颖而出。但是，就目前情况看，绩效考核在 A 公路工程集团有限公司中并没有发挥出其 最大价值，作为大型国有企业且面临近几年来较大转型与变革，绩效考核在企业战略规 划中是不可或缺一部分。 项目部是施工企业管理的重要组成部分，特别是 A 公路工程集团有限公司现有的管 控模式，项目部作为整个集团企业的成本管控中心，是整个企业成本及利润的主要来源， 在企业发展中的地位不可替代。 本论文以 A 公路工程集团有限公司 Z 项目部为例，通过分析建筑行业特有的管理特 征以及 A 公路工程集团有限公司对项目部绩效考核现状的分析，以关键指标法为导向， 层层分析项目部绩效考核体系、执行情况等。通过调查、访问、数据收集等方式，从 Z 项目的绩效考核过程当中，发现问题，提出问题，并设计出相应的优化措施，不仅仅对 A 公路工程集团有限公司的绩效考核起到推进作用，同时对整个公路建筑行业的绩效考 核研究和战略转型也是有重要意义的。 关键词，项目部，绩效考核，优化III ABSTRACT With the advent of big data and the sharing economy, the competition faced by construction companies is becoming more and more fierce. Efficient, convenient, and the integration of shared information has forced the construction industry to gradually detach from the cumbersome manual operations. The convenience of information transmission is closely related to the accuracy of corporate decision-making. For the construction industry, especially the highway infrastructure industry, there are long-term, long-span, large and dispersed personnel, and the project department as an independent group plays an important role in the management of construction enterprises. It becomes an indispensable part of evaluating the overall business situation of the company. Performance appraisal itself is a way of enterprise management, and a scientific and effective performance appraisal system is very important for a company. Through performance appraisal, the strategic objectives of the enterprise can be coordinated with the employee's goals, departmental goals and organizational goals. Through performance appraisal, the shortcomings and defects in the internal management of the enterprise can be found and improved and improved in time; performance appraisal is also a way for employees to be promoted. Through the established assessment indicators, the corresponding rewards can be obtained, which is also an incentive for employees, departments and organizational members; performance appraisal can also help enterprises to stand out in the fierce market competition to a certain extent. However, as far as the current situation is concerned, performance appraisal has not exerted its greatest value in A Highway Engineering Group Co., Ltd. As a large state-owned enterprise, it has undergone major transformation and transformation in the past few years. Performance appraisal is not in the strategic planning of enterprises. Missing part. The project department is an important part of the construction enterprise management, especially the existing management and control mode of A Highway Engineering Group Co., Ltd. The project department is the cost control center of the whole group enterprise, which is the main source of cost and profit of the whole enterprise. The status is irreplaceable. This paper takes the Z Project Department of A Highway Engineering Group Co., Ltd. as anIV example. By analyzing the unique management characteristics of the construction industry and the analysis of the current status of the performance evaluation of the project department by A Highway Engineering Group Co., Ltd., it is guided by the key indicator method and the layer analysis project. Department performance appraisal system, implementation status, etc. Through investigation, interview, data collection, etc., from the performance appraisal process of Z project, discover problems, ask questions, and design corresponding optimization measures, not only to promote the performance appraisal of A Highway Engineering Group Co., Ltd. At the same time, it is also of great significance to the performance appraisal research and strategic transformation of the entire highway construction industry. KEY WORDS，Project department, Performance appraisal, OptimizationV 目 录 摘要...........................................................................................................................................I ABSTRACT ............................................................................................................................ III 1 绪论........................................................................................................................................ 1 1.1 研究背景和研究意义 ...................................................................................................... 1 1.1.1 研究背景.................................................................................................................... 1 1.1.2 研究意义.................................................................................................................... 1 1.2 国内外文献综述 .............................................................................................................. 2 1.2.1 国外研究现状............................................................................................................ 2 1.2.2 国内研究现状............................................................................................................ 4 1.2.3 文献评述.................................................................................................................... 5 1.3 研究内容与方法 .............................................................................................................. 6 1.3.1 研究内容.................................................................................................................... 6 1.3.2 研究方法.................................................................................................................... 6 1.4 创新点 .............................................................................................................................. 7 2 相关理论基础........................................................................................................................ 9 2.1 绩效考核的相关概念 ...................................................................................................... 9 2.1.1 绩效管理理论............................................................................................................ 9 2.1.2 绩效考核.................................................................................................................... 9 2.2 绩效考核方法及比较分析 ............................................................................................ 10 2.2.1 目标管理法.............................................................................................................. 10 2.2.2 平衡计分卡（BSC） .............................................................................................. 12 2.2.3 关键绩效指标法（KPI） ....................................................................................... 15 2.2.4 三种绩效考核方法的比较...................................................................................... 16 3 A 公路工程集团有限公司 Z 项目部绩效考核现状........................................................... 19VI