2012 年是中国程序化广告发展的元年。互联网广告行业在经历了粗放型的 大曝光时代和搜索时代后不断发展完善，日趋成熟。在程序化广告生态圈中，无 论是媒体方、流量交易市场、采购方、广告代理公司还是广告主，在广告流量质 量控制、交易模式、技术基础设施搭建能力上都有显著提高。因此，程序化广告 行业逐渐成为互联网广告的主流模式，其交易方式由传统的人工采买排期，转向 程序化购买、精准投放。在程序化广告购买模式下，运营人员的能力要求、工作 内容、工作方式都发生了巨大的改变。该行业运营人员及团队的绩效考核体系如 何适应程序化广告的整体模式转变，能否依旧起到激励员工、提高组织绩效的作 用，仍然是值得关注的研究方向。 新疆爱奇新公司作为程序化广告中的广告代理商角色，其对广告运营人员的 考核上仍然采用基于 KPI 的绩效考核方式。这种考核方式对员工的绩效考核产 生了一定的积极影响和作用，但由于运营岗位的工作内容和方式转变等原因，无 法如实反映员工实际的工作绩效，甚至造成离职率居高不下的结果。此次研究的 主要目的是基于程序化广告的行业背景，深入了解广告运营人员的岗位职责和内 容，重点分析 OKR 绩效考核方式的实施方法、实施结果，为公司运营人员绩效 考核管理提出具有建设性的建议。 文章从结构上可以分为五部分内容。第一部分介绍 MBO，目标管理，OKR 等相关基础理论；第二部分梳理程序化广告行业的交易链路以及行业发展情况； 第三部分对公司进行业务和组织结构的介绍，了解运营岗位的职能，列出部门现 行 KPI 考核的相关指标和权重占比，针对当前的绩效考核体系设计调查问卷并 进行数据分析，找出当前绩效考核体系存在的不足并总结；第四部分，分析运营 岗位工作职能和工作内容，同时将 OKR 与 KPI 进行对比分析，指出需要构建基 于 OKR 的新绩效考核体系，从工作流程，日常运营能力提升等维度进行绩效考 核体系的重新设计；第五部分使用问卷调查并进行数据分析，验证新考核体系的 适用性，强调在程序化广告行业运营岗位中，应该以“人”为本，充分发挥人的 创造性，尊重技术，市场环境等因素在 OKR 中的作用和影响，为在同行业同类 型岗位中推行基于 OKR 的绩效考核体系提供借鉴，这也是此次研究的创新之处。 关键词，OKR；绩效考核；MBO；程序化广告；广告运营新疆大学硕士研究生学位论文 II Abstract 2012 is the first year of the development of procedural advertising in China. Internet advertising industry has experienced extensive exposure era and search era, and has been developing and perfecting, becoming more and more mature. In the procedural advertising ecosphere, whether media, traffic trading market, purchaser, advertising agency company or advertiser, the ability of quality control of advertising traffic, trading mode and technical infrastructure construction has been significantly improved. Therefore, the procedural advertising industry has gradually become the mainstream mode of Internet advertising. Under the purchasing mode of programmed advertisement, the ability requirement, work content and work mode of operators have changed dramatically. How to adapt the performance appraisal system of operators and teams in this industry to the change of the overall mode of procedural advertising and whether it can still play the role of motivating employees and improving organizational performance is still a research direction worthy of attention. As an advertising agent in procedural advertising, Xinjiang Aiqixin Company still adopts KPI-based performance appraisal method for its advertising operators. This assessment method has a positive impact on employee performance appraisal, but due to the change of job content and mode of operation post, it can not reflect the actual performance of employees, and even results in high turnover rate. Therefore, the main purpose of this study is based on the industry background of procedural advertising, in-depth understanding of the duties and contents of advertising operators, focusing on the analysis of the implementation methods and results of OKR performance appraisal, to put forward constructive suggestions for the performance appraisal management of company operators. The article can be divided into five parts in structure. The first part introduces MBO, target management, OKR and other related basic theories. The second part combs the transaction links and industry development of the procedural advertising industry. The third part introduces the basic business and personnel structure of Company , understands the functions of operation posts, lists the relevant indicators and weight proportion of the新疆大学硕士研究生学位论文 III current KPI assessment of operation departments, and designs the current performance appraisal system. Questionnaire and data analysis to identify the current performance appraisal system deficiencies and summarize. The fourth part analyses the functions and contents of the operation post, and compares OKR with KPI. It points out that it is necessary to build a new performance appraisal system based on OKR, and redesign the performance appraisal system from the aspects of workflow and daily operation ability improvement. The fifth part uses questionnaires and data analysis to verify the applicability of the new evaluation system. It emphasizes that in the operation of procedural advertising industry, the role and influence of human creativity, respect for technology, market environment and other factors in OKR should be given full play, which can provide reference for the implementation of OKR-based performance evaluation system in the same type of positions in the same industry. It is also the innovation of this research. Keywords: OKR; Performance Evaluation; MBO; Advertising operation新疆大学硕士研究生学位论文 IV 目 录 1 绪 论...................................................................... 1 1.1 研究背景 ............................................................. 1 1.2 选题意义 ............................................................. 2 1.2.1 理论意义 ....................................................... 2 1.2.2 实践意义 ....................................................... 2 1.3 国内外研究现状 ....................................................... 4 1.4 研究内容 ............................................................. 5 1.5 研究方法 ............................................................. 6 2 相关理论及文献综述 ......................................................... 7 2.1 相关理论 ............................................................. 7 2.1.1 MBO 理论...................................................... 7 2.1.2 目标设置理论 ................................................... 7 2.1.3 OKR 理论 ...................................................... 8 2.2 程序化广告的相关概念 ................................................ 10 2.2.1 程序化广告交易结算方式 ........................................ 10 2.2.2 程序化广告链路中的交易角色 .................................... 11 2.2.3 程序化广告的 RTB 交易过程 ..................................... 11 2.3 文献综述 ............................................................ 12 3 新疆爱奇新公司广告运营部门绩效考核体系.................................... 14 3.1 公司基本情况介绍 .................................................... 14 3.1.1 公司概况 ...................................................... 14 3.1.2 公司部门职能设置 .............................................. 15 3.2 广告运营部门绩效考核体系现状 ........................................ 16 3.3 基于 KPI 的绩效考核体系分析 .......................................... 17 3.3.1 问卷调查及结果分析 ............................................ 17 3.3.2 当前绩效考核体系存在的问题 .................................... 19 3.3.3 产生绩效考核问题的原因分析 .................................... 20 4 广告运营部门绩效考核体系优化设计.......................................... 22 4.1 绩效考核体系优化设计中的影响因素 .................................... 22 4.1.1 运营投放工作的复杂性 .......................................... 22 4.1.2 OKR 工具使用的策略 ........................................... 22 4.1.3 绩效考核中 OKR 的设计原则 ..................................... 24 4.2 基于 OKR 的运营部绩效考核体系设计 ................................... 28 4.2.1 工作流程的设计 ................................................ 28 4.2.2 工作培训计划的设计 ............................................ 30