I 摘要 KH 公司是戒毒所企业。戒毒所企业是具有特殊性质和特定场所的国有独资企 业，谋求企业经济效益发展和社会效益提高。目前来看，由于绩效考核管理薄弱， 存在着企业管理人员消极懒惰、工作循规蹈矩的现象。企业如何通过加强绩效考核 相关管理来提高管理人员的积极性，推动企业发展有序，是引起关注和探讨的问题。 本文针对 KH 公司管理人员绩效考核体系优化进行研究。首先，将绩效考核理 论作为依据，对绩效考核基本概念、绩效考核方法、绩效考核内容及原则等方面进 行概念阐述。其次，深入 KH 公司的绩效考核现状，通过实际调研并邀请专家设计 调查问卷，填写、收集并汇总调查问卷的方式，分析 KH 公司管理人员绩效考核存 在的漏洞及不足。再次，提出绩效考核优化新思路，综合运用关键绩效指标法、360 度考核法、层次分析法、专家调查法等方法对 KH 公司绩效考核进行优化设计，在 “德”、“能”、“勤”、“绩”、“廉”的基础上优化设计指标体系、考核标准、 考核结果应用等。最后，制定可行有效的绩效考核优化方案实施的保障措施。 研究建立科学实用的绩效考核优化设计，为实现戒毒所企业战略目标、创造企 业价值、维护社会稳定奠定基础，为同类型戒毒所企业提供真实的参考依据和借鉴 意义。 关键词 管理人员；绩效考核优化；戒毒所企业；指标设计；层次分析法Abstract II Abstract KH corporation is a drug rehabilitation center enterprise. Drug rehabilitation center enterprises are state-owned enterprises with special nature and specific places, which seek to develop their economic benefits and improve social results. At present, due to the weak performance appraisal management, there are phenomenon that enterprise managers being passive and working according to the rules. How to improve the enthusiasm of managers and promote the orderly development of enterprises through strengthening the relevant management of performance appraisal is a problem drawing concern and discussion. This paper studies the optimization of the performance appraisal system for managers in KH Company. To begin with, based on the theory of performance appraisal, the basic concept, method, content and principles of performance appraisal are elaborated. Next, by going into the current situation of the performance appraisal in KH Company, the loopholes and shortcomings of that would be analyzed, by means of actual investigation and inviting experts to design the questionnaire, filling in, collecting and summarizing the questionnaires. Thirdly, a new idea of performance assessment optimization would be put forward. Methods, including key performance indicator method, 360-degree assessment method, hierarchically analytic method, expert investigation method, were comprehensively used to optimize the performance assessment in KH Company. Based on the concepts of ‘virtue’, ‘ability’, ‘diligence’, ‘performance’, ‘cost-effective’, the index system, assessment standards and the application of assessment results are optimized. Finally, feasible and effective guarantee measures for the implementation of performance appraisal optimization scheme are formulated. Studying and establishing a scientific and practical optimization of performance assessment lays a foundation for realizing the strategic objectives of drug rehabilitation center enterprises, creating enterprise value, and maintaining social stability. It provides real references for the same type of drug rehabilitation center enterprises. Key words Managers; Optimization of performance appraisal; Drug rehabilitation center enterprises; Index design;Analytic hierarchy process目 录 III 目 录 摘要........I Abstract.....II 第 1 章 绪 论......................1 1.1 研究背景和意义.........1 1.1.1 研究背景..............1 1.1.2 研究意义..............1 1.1.3 应用前景..............2 1.2 国内外研究现状.........3 1.2.1 国外研究综述......3 1.2.2 国内研究综述......4 1.2.3 现状评述..............5 1.3 研究方法与研究思路.6 1.3.1 研究方法..............6 1.3.2 研究思路..............6 1.3.3 技术路线..............7 1.4 本章小结.....................8 第 2 章 绩效考核的基本理论.............................9 2.1 相关概念.....................9 2.1.1 绩效......................9 2.1.2 绩效考核..............9 2.2 绩效考核内容及作用..............................10 2.2.1 绩效考核的考核内容.......................10 2.2.2 绩效考核目的....10 2.2.3 绩效考核的作用10 2.3 绩效考核的程序及原则..........................10 2.3.1 绩效考核的程序10 2.3.2 绩效考核的原则11 2.4 绩效考核的常用方法..............................11 2.4.1 关键绩效指标法11 2.4.2 360 度考核法.....11 2.4.3 层次分析法........12河北科技大学硕士学位论文 IV 2.5 本章小结...................12 第 3 章 KH 公司管理人员绩效考核现状........13 3.1 KH 公司单位概况....13 3.1.1 戒毒所企业的特征和性质...............13 3.1.2 KH 公司的职能.13 3.1.3 KH 公司的组织结构........................14 3.1.4 KH 公司人力资源现状....................15 3.2 现行绩效考核的现状..............................16 3.2.1 绩效考核的内容17 3.2.2 绩效考核的指标18 3.2.3 绩效考核的标准18 3.2.4 绩效考核的应用18 3.3 KH 公司管理人员绩效考核体系效果分析..........................19 3.3.1 调查内容设计....19 3.3.2 设计问卷调查结果分析...................19 3.3.3 信度与效度........22 3.4 现行绩效考核方案存在的问题..............24 3.4.1 绩效考核主体单一...........................24 3.4.2 绩效考核指标设计与工作岗位脱节..............................24 3.4.3 绩效考核指标与标准不严谨...........25 3.4.4 绩效考核指标设计权重不明确.......25 3.4.5 绩效考核缺乏沟通与反馈...............26 3.5 本章小结...................26 第 4 章 KH 公司管理人员绩效考核优化设计27 4.1 绩效考核优化设计的总体思路..............27 4.1.1 优化目标............27 4.1.2 优化原则............27 4.1.3 优化层次............28 4.1.4 优化内容............29 4.2 制订绩效目标工作计划..........................30 4.3 管理人员岗位分类职责..........................30 4.4 绩效考核主体优化...31 4.5 绩效考核指标体系优化..........................32 4.5.1 绩效考核指标内容优化...................32目 录 V 4.5.2 绩效考核权重优化...........................35 4.5.3 与原绩效考核指标比较...................39 4.6 绩效考核标准优化...40 4.6.1 绩效考核表设计40 4.6.2 考核周期与考核方法.......................48 4.7 绩效考核结果应用...50 4.7.1 人事优化............50 4.7.2 教育培训............50 4.7.3 绩效考评............50 4.7.4 交流反馈............51 4.8 优化后的实证效果分析..........................51 4.9 本章小结...................53 第 5 章 KH 公司管理人员绩效考核优化方案的保障措施...........55 5.1 提供组织保障...........55 5.2 提供制度保障...........55 5.3 提供人力保障...........56 5.4 本章小结...................56 结 论.....57 附 录.....59 附录 A............................59 附录 B............................ 60 附录 C............................ 61。。。。。。以下内容略