I 摘要 人力资源是企业极其重要的资源和能力，是企业提高和保持核心竞争力的 核心要素。为了能够更好地提高人力资源管理水平，企业需要重视绩效管理优化。 目前国内大部分企业都认识到绩效管理的重要性，也建立了相关的制度和规范， 但有些企业的绩效管理实施效果并不理想，甚至在一些企业之中，因为绩效管理 使用不合理，阻碍了企业的进一步发展。因此，如何正确地认识并运用绩效管理， 根据现有的绩效管理情况进行合理优化并落地实施，通过绩效管理有效地提高 员工的工作积极性，对于企业经营目标以及战略目标的实现，具有非常重要的理 论意义和现实意义。 本文以绩效管理理论作为指导，对国内外有关绩效管理的理论研究进行了 概述，并对已有的研究成果做出了评述，详细介绍了绩效管理的内容、绩效考核 的实施方法和所依据的理论基础等，为本文的研究提供了理论依据。在此基础上， 以LPSK公司绩效管理的实施情况为研究对象，从LPSK公司绩效管理运作的指 导思想、组织架构、绩效管理计划、实施、结果的应用、反馈、评估等方面深入 解析绩效管理的现状，并结合员工问卷调查，找出在绩效管理运作方面存在如下 几个问题：绩效管理计划过于简单、考核只关注个人和本部门绩效、绩效管理缺 乏战略引导、绩效考核设计不规范、考核指标设计重结果轻过程、忽略沟通与反 馈、考核结果应用面太窄等。之后，本文对LPSK公司的绩效管理体系设计、管 理流程进行了系统的优化，运用AHP法对LPSK公司绩效考评体系进行分析， 为指标体系的优化指明了方向。同时为保证LPSK公司绩效管理的有效运行，建 立了一些实施保障措施，以保障LPSK公司绩效管理有效运作，从而实现公司的 整体绩效目标，为公司的发展奠定基础。 关键词：绩效管理；绩效考核；人力资源；优化 ABSTRACT II ABSTRACT Human resources are the most important resources and capabilities of enterprises, and it is the core element of enterprises to improve and maintain their core competitiveness. In order to improve the level of human resources management, enterprises need to pay attention to performance management optimization. At present, most enterprises in China recognize the importance of performance management, but also the establishment of related systems and norms, but some enterprises performance management implementation effect is not ideal, even in some enterprises, because the use of performance management is unreasonable, hindering the further development of enterprises. Therefore, how to correctly understand and use performance management, according to the existing performance management situation to reasonably optimize and implement on the ground, through performance management to effectively improve the enthusiasm of employees, for business objectives and the realization of strategic objectives, has a very important theoretical and practical significance. Taking the performance management theory as the guidance, this paper gives an overview of the theoretical research on performance management at home and abroad, and makes a comment on the existing research results, and introduces in detail the content of performance management, the implementation method of performance appraisal and the theoretical basis on which it is based, which provides a theoretical basis for the research of this paper. On this basis, taking the implementation of LPSK Company's performance management as the research object, this paper analyzes the present situation of performance management from the aspects of the guiding ideology, organizational structure, performance management plan, implementation, application, feedback and evaluation of the performance management of LPSK company, and combines the Employee questionnaire survey, Find out the following problems in the operation of performance management: The performance management plan is too simple, the assessment only focuses on the individual and the performance of the Department, performance management lack of strategic guidance, performance ABSTRACT III appraisal design is not standardized, the evaluation index design heavy results light process, ignore communication and feedback, assessment results application surface is too narrow and so on. After that, this paper makes a systematic optimization of the performance management system design and management process of LPSK company, and uses AHP method to analyze the performance appraisal system of LPSK company, which points out the direction for the optimization of the index system. At the same time, in order to ensure the effective operation of LPSK company's performance management, some implementing safeguard measures have been established to ensure the effective operation of LPSK company's performance management, so as to achieve the company's overall performance goals and lay the foundation for the company's development. Key words: performance management; performance appraisal; human resources; optimization 目录 目录 摘要 ..................................................... 1 ABSTRACT ................................................ II 第一章 绪论 .............................................. 1 第一节 研究背景及意义 ........................................... 1 一、 研究背景 ........................................................... 1 二、 研究意义 ........................................................... 3 第二节 国内外文献综述 ...................................................................................... 4 一、 国外研究文献综述 ................................................... 4 二、 国内研究文献综述 ................................................... 5 第三节 研究内容、技术路线和研究方法 .......................................................... 7 一、 研究内容 ........................................................... 7 二、 技术路线 ........................................................... 8 三、 研究方法 ........................................................... 9 第四节 研究创新及不足 .................................................................................... 10 一、 研究的创新点 ...................................................... 10 三、 研究的不足 ........................................................ 10 第二章 绩效管理相关理论 ....................................................................11 第一节 绩效管理相关概念 ................................................................................ 11 第二节 绩效管理相关理论方法 ........................................................................ 12 一、 平衡计分卡 ........................................................ 13 二、 关键指标法 ........................................................ 14 三、 360度考核 ......................................................... 15 第三章 LPSK公司绩效管理现状和问题 .............................................. 16 第一节 LPSK公司概况 ....................................................................................... 16 一、 LPSK公司简介 ...................................................... 16 二、 LPSK公司的发展战略目标与思路 ...................................... 17 三、 LPSK公司组织框架结构 .............................................. 17 第二节 LPSK公司绩效管理现状分析 ............................................................... 19 一、 LPSK公司绩效管理的指导思想与组织架构 ............................... 20 二、 LPSK公司绩效管理的实施 ............................................ 20 目录 第三节 LPSK绩效管理存在的问题分析 ........................................................... 28 一、 绩效管理计划的过于简单 ............................................ 30 二、 考核只关注个人和本部门绩效 ........................................ 31 三、 绩效管理缺乏战略引导 .............................................. 31 四、 绩效考核设计不规范 ................................................ 32 五、 考核指标设计重结果轻过程 .......................................... 32 六、 绩效管理忽略沟通与反馈 ............................................ 33 七、 绩效考核结果应用面太窄 ............................................ 34 第四章 LPSK公司绩效管理优化方案 ......................... 35 第一节 LPSK公司绩效管理体系的设计思路 ................................................... 35 一、 设计思路 .......................................................... 35 二、 LPSK公司绩效管理层次结构建立 ...............