进入 21 世纪开始，经济全球化步伐越来越快，信息知识爆炸的时代到来。酒店作 为人力资源密集型行业在这样严峻的大环境中要得到长期持续发展，对于人力资源的 开发和管理愈加重要，而绩效管理又是人力资源管理的基础，通过建立科学有效的绩 效管理体系，可以帮助企业实现其战略目标，促进企业绩效水平的提高，进而增强企 业核心竞争力。 酒店是为顾客提供服务产品的场所，有其鲜明的特性，如酒店服务产品的无形性 和生产消费同时性，并且酒店员工参与服务生产过程，向顾客提供面对面、高接触的 服务。科学合理的人力资源管理，将有效激发员工工作的积极性，提高酒店的整体服 务水平，增加客户认可程度，从而带来酒店经营效益的提升，同时还增强了酒店的核 心竞争力。有效的管理将充分调动员工在工作中的积极性，激发他们的创新创造能力， 同时始终坚持与企业项目目标的高度一致，自觉维护公司利益，减少资源浪费，降低 不必要的损失。这样的管理将实现资源的最高效运用，同时还可以降低员工的流失比 例，为酒店的可持续发展奠定基础，并帮助酒店实现利益最大化的终极目标。 本文以 XL 酒店为研究对象，分析探讨了 XL 酒店在绩效管理中存在着的不足及 原因，并以绩效管理的相关理论为指导，对 XL 酒店现行的绩效管理工作进行分析。 通过对绩效管理中存在的问题进行调查研究，发现 XL 酒店存在绩效考核指标设置不 合理、考核体系不严谨、考评反馈不及时、考评结果运用不科学的问题。并找出相关 的对策，包括成立项目小组及反馈途径、加强绩效管理培训的力度、加强酒店内部绩 效管理制度建设、建立与战略相匹配的企业文化保障等等。本文通过对 XL 酒店的实 证研究，对同类型的酒店中绩效管理体系的建设也具有一定的参考价值及实际应用价 值。 关键词：酒店管理；绩效管理；BSC-KPI-PDCA 法；XL 酒店III Abstract At the beginning of the 21st century, the pace of economic globalization is getting faster and faster, and the era of information knowledge explosion is coming. Hotel as a human resource intensive industries in such a tough environment for long-term sustainable development, more and more important for human resources development and management, and performance management is the foundation of human resources management, through the establishment of scientific and effective performance management system, can help enterprises to realize its strategic target, promote the improvement of enterprise performance, and enhance enterprise core competitiveness. Hotel is the place to provide service products for customers, with its distinctive characteristics, such as intangible hotel service products and production and consumption at the same time, and the hotel staff to participate in the service production process, to provide customers with face-to-face, high-contact services. Scientific and reasonable human resource management will effectively stimulate the enthusiasm of employees, improve the overall service level of the hotel, increase customer recognition, so as to bring about the improvement of the hotel's operating efficiency, but also enhance the core competitiveness of the hotel. Effective management will fully mobilize the enthusiasm of employees in the work, stimulate their innovation and creativity, and always adhere to a high degree of consistency with the enterprise project goals, consciously safeguard the interests of the company, reduce the waste of resources, reduce unnecessary losses. Such management will achieve the most efficient use of resources, at the same time can reduce the proportion of staff turnover, lay the foundation for the sustainable development of the hotel, and help the hotel to achieve the ultimate goal of profit maximization. In this paper, through literature research method, questionnaire method, interview method and inductive analysis and other research methods, to XL hotel as the research object, this paper analyzed the faults of XL hotel in performance management and the reasons, and guided by the relevant theories of performance management, analyze the XL hotel's current performance management work. Through the investigation and research on the problems existing in performance management, this paper found that XL hotel has problems such as unreasonable setting of performance appraisal indicators, imprecise appraisal system, untimely feedback of appraisal and unscientific application of appraisal results. And find out the relevant countermeasures, including the establishment of project team and feedback ways, strengthening the performance management training, strengthening the hotel internal performance management systemIV construction, and establishing the corporate culture guarantee matching with the strategy, etc. Through the empirical study of XL hotel, this paper also has certain reference value and practical application value for the construction of performance management system in the same type of hotels. Key words：Hotel Management; Performance Management; BSC-KPI-PDCA Method; XL HotelV 目 录 第一章 绪论..............................................................................................................................1 1.1 研究背景..........................................................................................................................1 1.2 研究意义..........................................................................................................................1 1.3 国内外研究现状..............................................................................................................2 1.3.1 国外研究现状...........................................................................................................2 1.3.2 国内研究现状...........................................................................................................3 1.4 研究内容及方法..............................................................................................................4 第二章 相关理论概述..............................................................................................................7 2.1 绩效管理..........................................................................................................................7 2.2 绩效管理的主要内容......................................................................................................8 2.2.1 绩效计划阶段...........................................................................................................8 2.2.2 绩效实施管理...........................................................................................................8 2.2.3 绩效考核评估...........................................................................................................8 2.2.4 绩效反馈...................................................................................................................9 2.2.5 绩效考核结果的运用...............................................................................................9 2.3 绩效管理的方法..............................................................................................................9 2.3.1 关键绩效指标法.....................................................................................................10 2.3.2 平衡积分卡.............................................................................................................10 2.3.3 平衡积分卡和关键业绩指标法综合应用............................................................11 第三章 XL 酒店绩效管理现状及问题分析.........................................................................12 3.1XL 酒店基本情况.......................................................................................................... 12 3.1.1 XL 酒店简介.......................................................................................................... 12 3.1.2 XL 酒店组织结构..................................................................................................14 3.2XL 酒店绩效考核现状..................................................................................................15 3.2.1 员工绩效考核指标.................................................................................................15 3.2.2 员工绩效考核方法.................................................................................................17 3.3 员工对于绩