傲基电子商务有限公司绩效管理体系设计 随着互连网行业日益发展以及大众消费模式的改变，近年来电子商务行业 发展迅猛。按经营区域分类，可分为本地电商及跨境电商；按经营模式可分为 B2B、B2C、 C2C 三大类型。据统计，中国大陆电商企业数量以每年 20%速度 递增，电商企业间竞争十分激烈。电商企业要想在竞争中胜出，必须具备一套 行之有效的企业管理办法及保障措施。 绩效管理这条线是以企业管理的中心轴，所有人力资源管理工作都应该且 必须围绕绩效管理来展开。比如招聘、培训、薪酬均是为了实现绩效管理这一 根本目标而存在的。只要牢牢把握绩效这一根线，就可以针对性地设计各项保 障型管理制度，接下来就是在绩效管理体系框架内有序地执行及执行中优化的 事情了。 傲基电子商务有限公司成立于 2003 年，是一家以 3C 类产品为主营销售的 跨境电商，现拥有员工五百余人。公司成立十余年来，虽然绩效管理始终贯穿 于企业管理全过程，但绩效管理并没有发挥企业战略导向及激励员工的作用。 绩效管理过程基本流于形式。本文通过对绩效工作问卷调查及绩效当前存在问 题客观分析，发现当前绩效管理存在一定问题。如各层级员工绩效意识淡薄、 对绩效工作认识的偏激、绩效考核体系不完善、缺乏保障机制、岗位绩效考核 指标设计不合理、缺乏量化考核指标等问题。考核指标设置基本依赖于部门管 理人员主观想法而设置，评价结果也因缺乏客观量化数据而完全由管理者主观 判断产生。绩效计划的制定过程主体是部门管理者，缺乏与岗位员工的一对一 的沟通，绩效结果及考核过程没有对员工进行及时反馈、辅导。同时绩效结果 的应用当前是与绩效奖金挂钩，可是因为各个岗位员工考核标准及评价得分非 常相近，同一岗位员工每月获得相同的绩效奖金没有差异工，天长日久大家对 绩效评价得分完全不关心。通过对公司所有参与绩效考核人员的一对一的调研，II 我们了解到当前绩效管理存在的问题的原因是多方面的，比如绩效计划制定的 不合理、绩效管理与战略目标的脱节、绩效考核过程缺乏监制和调节、绩效结 果应用比较单一。 本文按发现问题、分析问题、解决问题的思路来搭建公司的绩效管理体系， 共分为四个章节来阐述，第一章主要介绍本文的研究背景、意义及研究方法； 第二章对傲基电子商务有限公司公司绩效管理现状做出说明，找到绩效管理过 程中存在的问题，接下来是对绩效管理过程中出现问题进行分析，找到问题产 生的根本原因。第三章对绩效管理体系进行设计，首先制定计划，主要思路是 对公司战略目标进行分解，公司战略目标分解根据各部门职能分工将战略目标 分解到部门作为部门绩效目标，接下来根据部门绩效目标及各个岗位岗位职责 分解指标到各个岗位即落实到具体实现工作结果的员工层面。然后就是绩效计 划的实施，实施过程以及绩效结果的监控是重点环节。接下来就是绩效考评环 节，绩效考评周期、考评办法、考评标准等内容的确定。最后一环就是绩效反 馈与应用，绩效考评后就是考核人与被考核人之间的绩效反馈，目的在于提升 员工提升岗位绩效的能力，同时通过一系列激励手段：薪酬、晋升、调职、培 训促进绩效管理过程的有效实施。第四章是搭建绩效管理体系的实施保障性措 施。其中包括文化体系保障、制度保障、组织保障。 电子商务行业竞争日益激烈的今天，建立一套行之有效的绩效管理体系既 可以为实现企业战略目标奠定坚实的基础，同时也促使企业各岗位不断实现自 我价值，真正实现员工与公司双赢的结果。希望通过本文绩效管理体系的建立 可以为公司未来战略的实现增添一份力量，虽然前行过程中一定会存在困难或 者问题，但只要前行过程中不断修正、不断完善，我们的绩效管理之路就会越 加成熟和成功。 关键词： 绩效管理体系；绩效监控体系；绩效实施保障体系III Abstract The design of performance management system based Agel Ecommerce Ltd. As the Internet industry development as well as the change of mass consumption patterns, in recent years, the rapid development of e-commerce industry. According to the operating area classification, can be divided into the local electricity supplier and cross-border electricity supplier; according to the business model can be divided into B2B, B2C, C2C three types. According to statistics, the electricity supplier companies, China by every year 20% speed increases, the electricity supplier competition among enterprises is very fierce. The business enterprise want to win in the competition, aaaaamust have a set of effective management measures and safeguard measures. Performance management is the central axis of the line of business management, human resources management are all should and must be carried out around the performance. Such as recruitment, training, salary is in order to achieve the performance and the fundamental goal of existence. Only firmly grasp the performance of this line, can be targeted to design the security management system, followed by performance management system in the framework of orderly implementation and the implementation of the optimization of the things. Ao based Agel Ecommerce Ltd was founded in 2003, is a 3C class products for the main sales of cross-border electricity supplier, now has more than 500 employees. The company was founded in ten years, while the performance management in enterprise management throughout the entire process of performance management, but did not play the strategic orientation and the function of encouraging staff. TheIV process of the performance management become a mere formality. In this paper, through the analysis of questionnaire survey on the performance of the work and the performance of the current problems, there are some problems found in the current performance management. Such as all levels of employees performance consciousness, awareness of the extreme performance, performance appraisal system is not perfect, the lack of security mechanism, performance evaluation index design is not reasonable, lack of quantitative indicators and other issues. The assessment criteria set depends on the subjective idea of management department and set up, the evaluation results are due to the lack of objective and quantitative data and subjective judgment by managers. Performance planning process is the main department managers and employees, lack of communication, performance results and the evaluation process is not timely feedback, coaching staff. At the same time the application of the results of the performance of current is linked to performance bonuses, but because each job evaluation standard and evaluation staff scored very similar, with the same staff monthly performance bonus did not work, after a considerable period of time for performance evaluation score without a care. The company all staff to participate in the performance appraisal of the research, we know that the reason for the existence of the current performance management problem are in many aspects: performance planning, performance management is not reasonable and the strategic objectives of the disjointed, lack of supervision and regulation of the process of performance appraisal, performance results application is single. In this paper, in order to find the problems, analyze problems, problem-solving ideas to build the company's performance management system, is divided into four chapters to elaborate the research background, significance, and research methods of the first chapter of the paper; the second chapter explains the current situation of performance management. Based Agel Ecommerce Ltd, has found problems in theV process of performance management next, in the process of performance management is to analyze, find out root causes of problems. The third chapter carries on the design to the performance management system, to make a plan first, the main idea is to decompose the strategic objectives of the company, the company's strategic objectives decomposition according to the division of functions of various departments to decompose the strategic target to the Department as the department performance goals, and then according to department performance goals and each job responsibilities decomposition index to each position is to implement specific implementation the results of the work of the staff level. Then there is the implementation of performance plan, monitor the implementation and performance results of the key link. The next step is to determine the process of performance evaluation, performance evaluation, evaluation methods, evaluation standard cycle etc.. The last part is the performance appraisal performance feedback and application, after examination and appraisal is between performance feedback, to enhance the ability of staff to e