自上世纪九十年代以来，信息技术得到了快速的推广和广泛的应用，软件产 业已经成为促进产业升级转型，推动经济持续增长的重要动力。软件企业最重要 的资本就是软件的研发人员。优秀的研发人员掌握先进的科学前沿知识，不仅具 有勇于创新的精神,还具有创新的能力。这样高素质研发人员是软件企业竞争的焦 点。因而软件研发企业在管理过程中高度重视以人为本，对人力资源建设问题保 持高度的重视。YH公司是总公司下设的研发中心，从 2008年成立之后一直以软 件研发为主，研发人员对于公司绩效管理的满意度不高，对考核结果的公平性存 在质疑，YH公司研发人员绩效管理的优化迫在眉睫。 本文以案例研究法为主，对研发人员绩效管理研究的背景和意义进行了阐述, 梳理并归纳国内外绩效管理和研发人员绩效管理相关研究成果，简要说明绩效相 关的概念和理论，并对研发人员和工作的特点进行概括。 通过对YH公司研发人员绩效管理体系的研究，结合文献法、调研问卷及访谈 法对YH公司研发人员进行调查分析，整理出现行绩效管理不同环节的若干问题。 然后结合公司实际状况及绩效管理相关理论，对研发人员绩效管理体系的问题提 出相应的优化措施。针对绩效计划环节中计划制定缺乏沟通、考核项与实际工作 不符的问题,提出邀请研发人员参加计划制定并签订契约进行承诺、以岗位职责分 解绩效指标的措施。针对实施辅导环节中全员对实施指导环节重要性认识不足的 问题, 提出通过提供不同层面的培训强化全员绩效辅导认知及完善相关绩效管理 中相关工作职责的定义。针对评价反馈环节研发人员提出考核评价公平性欠缺和 考核后反馈不到位的问题，提出在现有的流程增加绩效申诉机制并在实践过程中 利用不同渠道进行改进目标的反馈。针对激励改进环节绩效激励措施单一、薪酬 激励力度弱和提升环节缺失的问题，提出增加多样化激励措施、适当加强不同方 式的薪酬激励和对绩效管理工作进行定期总结与诊断的优化措施。然后,提出实施 绩效管理优化的对应的组织、制度、文化、信息管理的保障措施。 关键词：绩效管理；研发人员；优化措施； 2 Abstract Since the 1990s, information technology has been rapidly promoted and widely applied; software industry has become an important driving force to promoting industrial upgrading and transformation, as well as to facilitate sustained economic growth. R&D personnel are the most important capital of Software Company. Excellent R&D personnel master advanced scientific knowledge, not only have the spirit, but also have the ability to innovate. Such high-quality R&D personnel are the focus of competition among software enterprises. Therefore, software companies pay great attention to employee and human resource management construction. YH Company is the Research & Development center under the head office, since its establishment in 2008, has always been focused on software development. However, software engineers are not satisfied with the performance management, and always question the fairness of performance appraisal, which makes it extremely urgent to optimize the R&D personnel performance management system in YH Company. Based on the case study method, this paper introduces the background and significance of R&D personnel performance management research, sort out relevant research of performance management and R&D personnel performance management at home and abroad, briefly explain the concepts and theories related to performance, and sum up the characteristics of R&D personnel and their work. This paper analyzes the performance management of R&D personnel in YH Company by combining literature review method, questionnaire and interview method, and sorts out the main problems in different stages of current performance management system, and then proposes corresponding measures for the problems based on the actual situation of the company and theories about performance management. In view of the lack of communication and the inconsistency between the assessment items and the actual work in the planning phase, the measures of inviting the R&D personnel to participate in to sign formal agreement, and decomposing indicators by job description were proposed. Aiming at the problem that most R&D personnel are not aware of the importance of the guidance in the implementation phase, this paper proposes to provide training at different levels for all and to define related responsibilities for related persons in performance management. Aiming at the problems of lack of fairness and insufficient post-evaluation feedback raised by the R&D personnel, this paper proposes to set up a performance appeal mechanism in the existing system and to enhance 3 objective feedback by different ways. In view of the problems of insufficient incentive measures, poor salary incentive measures and lack of improvement, this paper puts forward the optimization measures of increasing diversified incentive measures, appropriately strengthening salary incentive measures and regularly diagnosing the performance management system. In conclusion, this paper set forth safeguard measures for optimization of performance management, in respect of organization, system, culture and information management.。。。。。。以下内容略