I 摘要 中层管理人员作为企业管理的中坚力量，既是企业重大决策的执行者，又是指导协 调本部门工作的领导者，其工作态度、工作能力、工作业绩对企业的运营管理和经济效 益具有深远影响。中层管理人员的绩效考核一直是企业管理的一个难点，尤其对于浙江 金温铁道开发有限公司这样一家有着20多年发展历史的国有铁路运输企业而言，由于 缺乏市场意识和竞争意识，管理理念和管理模式逐渐落后，企业的绩效考核不能发挥出 对中层管理人员应有的促进作用。因此，如何客观准确地评价中层管理人员工作实绩， 优化建立科学合理的中层管理人员绩效考核方案，激发其履职潜能，从而实现员工和企 业共同发展，是当前企业急需攻克的难题。 本文以国有铁路运输企业普遍面临的中层管理人员绩效考核问题为切入点，以浙江 金温铁道开发有限公司为研究样本，在查阅大量文献资料的基础上，通过走访、座谈、 调研等形式，调查分析公司中层管理人员绩效考核存在的问题与原因，结合公司战略目 标和人力资源规划，针对中层管理人员绩效考核工作中存在的考核结果不真实、考核标 准不清晰、考核方法单一化、考核指标不明确、沟通反馈不畅通等问题，运用KPI方法 构建了公司中层管理人员绩效考核优化方案，并提出了落实的三项保障措施，从而帮助 公司推动中层管理人员绩效考核朝着精简、务实、高效的方向发展。 基于上述研究，以期为同类国有铁路运输企业中层管理人员的绩效考核工作提供借 鉴意义：第一，高度重视中层管理人员绩效考核工作，通过科学、合理、认同度高的绩 效考核方式，促进中层管理人员高效完成个人工作目标，最终实现公司的战略目标。第 二，强化绩效考核结果的运用，让企业对中层管理人员产生足够的吸引力，为企业留住 有本领、有能力的中层管理人员，促进企业与员工共发展。 关键词：绩效考核；中层管理人员；铁路行业；关键绩效指标 Abstract II Abstract Asthecoreforceofenterprisemanagement,middle-levelmanagersarenotonlythe implementerofimportantcorporatedecisionsbutalsotheleaderguidingandcoordinating departmentalwork,theworkingattitude,workingcompetenceandworkachievementof whomhaveaprofoundinfluenceontheoperationmanagementandeconomicbenefitsof enterprises.Theperformanceappraisalofmiddle-levelmanagershasalwaysbeenadifficulty ofenterprisemanagement,especiallyforZhejiangJinwenRailwayDevelopmentCo.,Ltd.,a state-ownedrailwayenterprisewithahistoryofmorethan20years.Owingtolackofmarket consciousnessandcompetitionconsciousness,backwardmanagementconceptand managementmode,itsperformanceappraisalmethodfailstogiveplaytorequiredpromotion roleformiddle-levelmanagers.Therefore,howtoevaluatetheworkachievementof middle-levelmanagersobjectivelyandaccurately,optimizeandestablishascientificand reasonableperformanceappraisalschemeformiddle-levelmanagers,andstimulatetheir performancepotentialsoastorealizethecommondevelopmentofemployeesandenterprises isanurgentproblemneedingtobesolved. Basedontheproblemsfacedbystate-ownedenterprisesinperformanceappraisalof theirmiddle-levelmanagers,thispapertakesZhejiangJinwenRailwayDevelopmentCo.,Ltd. asresearchobjectandreferstoalargenumberofliteraturestoanalyzetheproblemsexisted inperformanceappraisalofmiddle-levelmanagersandcorrespondingreasonsbythemeans ofvisiting,paneldiscussionandinvestigation,combinedwiththecorporatestrategic objectiveandhumanresourceplanning,adoptsKPImethodtoestablishthekeyperformance indicatorsystemformiddle-levelmanagersaimingattheexistingproblemsinperformance appraisalofmiddle-levelmanagers,suchasimperfectappraisalstandards,non-objective appraisal,singlemethodandpoorcommunicationfeedback,andproposesthreeguarantee measuresinordertohelptheenterprisetorealizeprecise,practicalandefficientperformance appraisalofmiddle-levelmanagers. Basedontheaboveresearch,itishopedtoprovidecertainreferenceforperformance appraisalofmiddle-levelmanagersinsimilarrailwaytransportationenterprises:Firstly,pay highattentiontoperformanceappraisalofmiddle-levelmanagers,andpromotethe completionofpersonalworkobjectivesofmiddle-levelmanagersthroughscientific, reasonableandhighlyrecognizedperformanceappraisalmethodsoastofinallyachievethe corporatestrategicobjective;secondly,intensifytheapplicationoftheperformanceappraisal resulttoattractthemiddle-levelmanagersmoresoastoretainthecapableandcompetent middle-levelmanagersandpromotecommondevelopmentofenterprisesandemployees. KeyWords:performanceappraisal;middle-levelmanagers;railwayindustry;keyperformanceindicator 目录 III 目录 第1章绪论.............................................................................................................................1 1.1研究背景.....................................................................................................................1 1.2研究意义.....................................................................................................................1 1.3研究内容.....................................................................................................................2 1.4研究方法.....................................................................................................................3 第2章理论基础与文献综述.................................................................................................4 2.1相关概念.....................................................................................................................4 2.1.1绩效概念...........................................................................................................4 2.1.2绩效考核概念...................................................................................................4 2.2理论基础.....................................................................................................................6 2.2.1激励理论...........................................................................................................6 2.2.2目标管理理论...................................................................................................6 2.3关于绩效考核的相关研究.........................................................................................7 2.3.1对绩效考核方法的研究..................................................................................7 2.3.2对中层管理人员绩效考核的研究..................................................................9 2.4评述.............................................................................................................................10 第3章公司中层管理人员绩效考核现状及问题分析.......................................................11 3.1企业简介...................................................................................................................11 3.1.1企业概况.........................................................................................................11 3.1.2企业组织结构.................................................................................................11 3.1.3中层管理人员概况.........................................................................................13 3.2公司中层管理人员绩效考核现状调查...................................................................13 3.2.1问卷设计与调查.............................................................................................15 3.2.2问卷的回收整理.............................................................................................15 3.2.3问卷的数据分析.............................................................................................15 3.3公司中层管理人员绩效考核问题的成因分析.......................................................19 3.3.1企业性质导致绩效考核观念错误.................................................................19 3.3.2考核工作停留在传统人事管理水平.............................................................19 3.3.3缺乏关键性工作岗位分析.............................................................................19 3.3.4员工激励与考核结果脱钩.............................................................................20 第4章公司中层管理人员绩效考核优化方案...................................................................21 4.1绩效考核方案设计的指导思想...............................................................................21 目录 IV 4.1.1公司发展战略与人力资源规划.....................................................................21 4.1.2绩效考核方案设计原则..................