由于社会的快速发展，经济全球化进程日益加快，人力资源在企 业竞争中的重要地位也日益凸显出来。当前经济形势对企业人力资源 管理的要求不断提升，越来越多的企业把目光聚焦于实行绩效考核， 提升企业管理水平上来。 中层管理人员是保证一个企业能够正常运转的管理者、组织协调 者、贯彻者，是处于企业高层领导和基层职工间的管理人员。因此， 中层管理人员是否能够认真、及时、有效地做好自己的本职工作，直 接影响着企业决策是否能够真正做到上通下达 ，而中层管理人员表 现出来的业务素质的高低和工作业绩的好坏，也对企业组织的管理效 率和经济效益的好坏产生着直接影响。中层管理人员的绩效考核是企 业发展过程中必须具备的一项重要工作，因此，需要进一步调动中层 管理人员的对待工作的热情和对待自身工作岗位的责任感，充分发挥 绩效考核作用，提高人力资源管理水平，是目前许多企业在人力资源 管理工作中最需要解决的问题之一。 本文以湖南W公司为研究对象，探讨其中层管理人员绩效考核体 系优化方案。首先，本文充分查阅了有关理论文献和绩效考核及中层 管理人员绩效考核相关知识和方法，为全文研究做了理论铺垫；接着 本文分析了湖南W公司中层管理人员的现状，通过相应的方法以及问 卷调查，对目前公司中层管理人员绩效考核存在的问题进行细致的研 究；然后，在问题分析的基础上，本文采用KPI和BSC两种方法，从 II 绩效考核指标设计、绩效考核指标权重设计、绩效考核标准设计、绩 效考核主体明确、绩效考核结果反馈和应用等方面对湖南W公司中层 管理人员绩效考核方案进行了优化设计；最后，本文从加强高层领导 的重视、建设绩效考核文化、加强员工绩效考核培训、建立健全激励 机制等方面为中层管理人员绩效考核优化方案提出保障措施。 关键词：中层管理人员，绩效考核体系，优化设计 III ABSTRACT Due to the rapid development of society and the accelerating process of economic globalization, the important position of human resources in enterprise competition has become increasingly prominent.The current economic situation is constantly improving the requirements of enterprise human resource management. More and more enterprises are focusing on implementing performance appraisal and improving corporate management. The middle management is the manager, organization coordinator and implementer who can ensure the normal operation of an enterprise. It is the management personnel between the senior leadership of the enterprise and the grassroots employees. Therefore, whether the middle management personnel can do their own work in a serious, timely and effective manner directly affects whether the enterprise decision-making can be truly delivered, and the middle-level management personnel show the quality of the business and the good work performance. Bad, it also has a direct impact on the management efficiency and economic benefits of enterprise organizations.The performance appraisal of middle management personnel is an important task that must be possessed in the process of enterprise development. Therefore, it is necessary to further mobilize the enthusiasm of middle management personnel to treat work IV and the sense of responsibility for their own work positions, give full play to the performance appraisal role, and improve human resource management. Level is one of the most problematic problems that many enterprises need to solve in human resource management. This paper takes Hunan WH Company as the research object and discusses the optimization plan of performance evaluation of middle management personnel.First of all, this paper has fully reviewed the relevant knowledge and methods related to theoretical literature and performance appraisal and performance appraisal of middle managers, and made a theoretical foundation for the full text research.Then this paper analyzes the status quo of the middle management personnel of Hunan WH Company, and conducts detailed research on the problems existing in the performance evaluation of the middle management personnel of the company through corresponding methods and questionnaires.Then, based on the problem analysis, this paper adopts KPI and BSC methods, from performance appraisal index design, performance appraisal index weight design, performance appraisal standard design, performance appraisal subject clear, performance appraisal result feedback and application to Hunan. The optimization design of the performance evaluation plan for the middle management of WH company was carried out.Finally, this paper proposes safeguard measures for the performance appraisal optimization plan of the V middle-level managers of Hunan WH Company from four aspects: strengthening the attention of senior leaders, building a performance appraisal culture, strengthening employee performance appraisal training, and establishing a sound incentive mechanism. Keywords: Middle management，Performance Evaluation system， Optimized design VI 目 录 摘要.............................................................. I ABSTRACT.......................................................... III 第1章 绪论......................................................... 1 1.1研究背景..................................................... 1 1.2研究目的与意义............................................... 2 1.2.1研究目的 ............................................... 2 1.2.2研究意义 ............................................... 2 1.3国内外研究现状............................................... 3 1.3.1国外研究现状 ........................................... 3 1.3.2国内研究现状 ........................................... 5 1.3.3国内外研究综述 ......................................... 8 1.4研究方法与内容............................................... 8 1.4.1研究方法 ............................................... 8 1.4.2研究内容 ............................................... 9 第2章 相关概念界定与理论基础...................................... 10 2.1绩效........................................................ 10 2.1.1绩效的概念 ............................................ 10 2.1.2绩效的特征 ............................................ 10 2.2绩效考核.................................................... 11 2.2.1绩效考核的概念 ........................................ 11 2.2.2绩效考核要素 .......................................... 12 2.2.3绩效考核方法 .......................................... 13 2.2.3.1关键绩效指标法（KPI）............................ 13 2.2.3.2平衡计分卡（BSC）................................ 14 2.3中层管理人员................................................ 15 2.3.1中层管理人员的概念 .................................... 15 2.3.2中层管理人员的地位作用 ................................ 16 2.3.3中层管理人员绩效特征 .................................. 16 2.4相关理论.................................................... 17 2.4.1期望理论 .............................................. 17 2.4.2公平理论 .............................................. 18 2.4.3成就需求理论 .......................................... 18 第3章 湖南W公司中层管理人员绩效考核现状及问题分析................ 19 3.1湖南W公司基本情况.......................................... 19 3.1.1公司简介 .............................................. 19 3.1.2公司的组织架构 ........................................ 20 3.1.3公司中层管理人员构成 .................................. 20 3.2湖南W公司中层管理人员绩效考核现状.......................... 23 3.3湖南W公司中层管理人员绩效考核满意度调查.................... 26 VII 3.3.1问卷设计、发放和回收 .................................. 26 3.3.2调查结果分析 .......................................... 26 3.4湖南W公司中层管理人员绩效考核存在的问题.................... 27 3.4.1季度绩效目标与年度战略目标结合不紧密 .................. 27 3.4.2绩效指标、权重和标准设计不合理 ........................ 28 3.4.3组织绩效和个人绩效未有效地结合 ........................ 28 3.4.4绩效考核执行不到位 .................................... 29 3.4.5绩效结果反馈和应用不充分 .............................. 29 3.5湖南W公司中层管理人员绩效考核存在问题的原因................ 30 3.5.1缺少对绩效考核工作的理解和认识 ........................ 30 3.5.2缺乏对绩效考核参与者的管理和培训 ...................... 30 3.5.3缺乏绩效考核公平公正的意识 ............................ 31 4.1中层管理人员绩效考核体系优化目的、原则和思路...