A 煤矿公司属于内蒙古鄂尔多斯煤炭企业，人才的不足限制了企业的发展。本 文以关键绩效指标法、360 度考核法、双因素激励理论和公平理论为基础，通过实 地考察、访谈和问卷调查等方法对 A 煤矿公司绩效考核现状进行深入分析，发现 了该企业绩效考核体系存在的问题，结合 KPI 和 360 等考核方法提出了优化方案。 A 煤矿公司目前已有初步的绩效考核方案，公司虽能正常运行，但依然存在以 下问题，一是考核指标不合理，指标设置过于笼统；二是考核主体单一，无法全 面客观评价被考核者的业绩；三是考核结果运用忽视激励和公平因素，表现在考 核结果仅限于奖金的分配上，忽视了带薪休假、进修和培训等方面的激励；四是 考核沟通不畅，考核制度形同虚设，员工不重视。 针对以上存在的问题，基于 A 煤矿公司人员结构的综合特征，提出了改进措 施。一是确立了绩效考核的原则。二是从考核指标、主体、实施流程和结果运用 方面进行了优化。三是从沟通、培训、考核结果的合理运用及公司文化等方面提 出了配套措施确保优化后的方案能有效执行。 关键词，A 煤矿公司，基层员工，绩效考核，方案设计II Abstract A coal mine belongs to Inner Mongolia Erdos coal enterprise. The shortage of talents restricts the development of enterprises. Based on the key performance index method, 360 degree assessment method, double factor incentive theory and fair theory, this paper makes an in-depth analysis on the performance assessment status of A coal mining company through field investigation, interview and questionnaire survey, and finds out the problems existing in the enterprise performance appraisal system, and puts forward the evaluation methods of KPI and 360 optimization scheme is proposed. A coal mine company has a preliminary performance assessment program, although the company can operate normally, but there are still the following problems: first, the evaluation index is unreasonable, the index setting is too general; two is the single assessment subject, can not comprehensively and objectively evaluate the performance of the examiner; the three is the application of the examination of the results of the neglect of incentive and equity factors, The performance of the assessment is limited to the allocation of bonus, ignoring the incentive of paid vacation, training and training, and four is the poor assessment of communication, the deficiency of the assessment system and the lack of attention of the staff. In view of the above problems, the improvement measures are put forward based on the comprehensive characteristics of the personnel structure of A coal mine company. First, the principle of performance assessment has been established. The two is to optimize the evaluation index, main body, implementation process and result application. The three is to provide supporting measures from the aspects of communication, training, the rational use of examination results and company culture, so as to ensure that the optimized scheme can be effectively implemented. Key words:A coal mine company, grass-roots employees, performance appraisal, scheme designIII 目 录 第一章 绪论 .. 1 1.1 研究背景 ..... 1 1.2 研究意义 ..... 1 1.3 研究内容与框架 ..... 2 1.4 研究方法 ..... 4 1.4.1 文献检索法 ... 4 1.4.2 访谈法 . 4 1.4.3 调查问卷法 ... 4 第二章 绩效考核管理相关理论 .... 5 2.1 考核方法及运用 ..... 5 2.1.1 关键绩效指标考核理论(KPI） ..... 5 2.1.2 360 度绩效考核管理理论 .... 6 2.1.3 考核方法在 A 煤矿公司的运用 ..... 7 2.2 激励理论及运用 ..... 7 2.2.1 双因素理论 ... 7 2.2.2 公平理论 ..... 8 2.2.3 激励理论在 A 煤矿公司的运用 ..... 9 第三章 A 煤矿公司绩效考核现状分析.... 10 3.1 煤矿基本情况 10 3.1.1 集团概况 .... 10 3.1.2 公司情况 .... 10 3.1.3 人员配置情况 12 3.2 A 煤矿公司绩效考核现状... 13 3.2.1 绩效考核指标 13 3.2.2 绩效考核主体和周期 14 3.2.3 绩效考核结果运用 .. 15 3.2.4 调查问卷的设计 .... 15 3.2.5 调查问卷结果分析 .. 16 3.3 绩效考核存在的主要问题 .. 22IV 3.3.1 绩效考核指标不合理 22 3.3.2 考核主体设置单一 .. 23 3.3.3 绩效考核结果运用忽视激励和公平因素 .. 23 3.3.4 绩效考核的沟通存在不足 .. 24 第四章 A 煤矿公司绩效考核方案设计.... 25 4.1 绩效考核设计原则和目的 .. 25 4.1.1 设计原则 .... 25 4.1.2 设计目的 .... 26 4.2 考核指标改进设计 .. 27 4.2.1 设计方法 .... 27 4.2.2 对部门的考核 29 4.2.3 对员工的考核 32 4.3 考核主体改进设计 .. 37 4.4 考核工作流程 38 4.4.1 考核目的 .... 38 4.4.2 考核组织和职责 .... 38 4.4.3 考核周期 .... 39 4.4.4 考核方式 .... 39 4.4.5 考核要求 .... 39 4.5 考核结果改进及运用 40 第五章 A 煤矿公司绩效考核方案配套措施 42 5.1 通过沟通发挥绩效考核的作用 .... 42 5.2 建立完善的培训机制，提高员工的工作技能 .... 43 5.3 充分利用绩效结果，合理分配薪酬奖金 .. 44 5.4 加强企业的文化软建设，丰富职工的精神生活 .. 45 第六章 结论 . 46