A服饰公司创建于1994年，是一家专业从事领带面料和领带服饰设计、生产、销售及服务 的现代化企业。经营范围包括：领带、服装、高档织物面料、服饰、皮革制品、床上用品、针 纺织品（限制类除外）的生产、服务和销售。在“互联网+”的背景下，其明显存在着很多不相 适应和影响企业运作效率的关键因素。 A服饰公司想要获得可持续性的发展，想在竞争激烈的传统服饰行业中立于不败之地，要提 炼自身的核心竞争力，就必须对现有的、一定程度固化的原生态民营企业的绩效管理体系进行 重新构建或彻底优化，并植入信息化手段和工具。 首先，本文通过分析A服饰企业的发展需求进行界定和分析以找到问题的根源。提出了本 文研究的总体目标为：进一步找到构建和优化A服饰有限公司明晰的、规范的，以组织结构为 保障、以绩效考核为核心、以合适的薪酬激励体系和培训体系作支持的高效企业绩效管理体系。 其次，本文优化构建了新型的分级薪酬激励体系和培训体系，以其提升员工的工作业务水 平和服务水平，提高工作积极性。 再次，本文通过对公司各个部门情况的了解和深入调研，提出适合A服饰公司的组织架构 和绩效考核方案，并对不同部门提供了不同的考核维度和考核方式，进一步将绩效管理从操作 性不强的华丽文字方案变成实际可操作的项目。 关键词：绩效管理，组织架构，薪酬激励，信息化手段 A服饰公司绩效管理体系优化研究 II ABSTRACT A clothing company was founded in early 1990s, It is a modern enterprise specializing in the production of necktie fabrics and necktie costumes. Business scope includes: Production, Service and Sale of Ties, Clothing, Top-grade Fabrics, Clothing, Leather Products, Beddings, Knitwear (Except Restricted Classes). Under the background of "Internet +", there are many key factors that are not suited to and affect the operation efficiency of enterprises. A clothing company wants to achieve sustainable development, want to be invincible in the competitive traditional clothing industry, and refine their core competitiveness. It is necessary to reconstruct or thoroughly optimize the existing performance management model of primitive private enterprises with a certain degree of solidification, and implanted information technology and tools. First of all, this paper defines and analyzes the development needs of A clothing enterprises through comprehensive management diagnosis to find the root of the problem. The overall objectives of this study are: Further find a clear and standardized, organizational structure as the guarantee, performance appraisal as the core, the appropriate salary incentive system and training system to support the efficient enterprise performance management system. Secondly, this paper optimizes the construction of a new salary incentive system and training system, to enhance the level of staff work and service, improve work enthusiasm. Thirdly, through the understanding and in-depth investigation of the various departments of the company, this paper puts forward the organizational structure and performance appraisal scheme suitable for A clothing company, and provides different appraisal dimensions and methods for different departments, and further changes the performance appraisal from the luxurious text scheme which is not easy to operate into practical and operable things. Finally, this paper puts forward the method and safeguard measures of how A clothing company implements the new performance management system, and suggests to adopt the "project management" means to implement it from top to bottom. Keywords: Performance management, organizational structure, Salary incentive, Information technology 南京航空航天大学硕士学位论文 III 目 录 第一章 绪论 ............................................................................................................................................ 1 1.1 研究背景 .................................................................................................................................. 1 1.2 研究内容 .................................................................................................................................. 1 1.3 国内外研究现状....................................................................................................................... 2 1.3.1国内的研究进展 .............................................................................................................. 2 1.3.2国外的研究历程 .............................................................................................................. 3 1.3.3绩效管理的发展趋势 ...................................................................................................... 3 1.4 研究方法与技术路线 ............................................................................................................... 4 1.4.1文献研究法 ...................................................................................................................... 4 1.4.2案例研究法 ...................................................................................................................... 4 1.4.3访谈法.............................................................................................................................. 4 1.4.4理论研究法 ...................................................................................................................... 4 1.4.5其他工具.......................................................................................................................... 5 第二章 绩效管理的基本理论 ................................................................................................................. 7 2.1 绩效管理体系的核心内涵 ....................................................................................................... 7 2.1.1绩效管理的核心内涵 ...................................................................................................... 7 2.1.2绩效管理的基本要素 ...................................................................................................... 8 2.1.3运用绩效管理理论探索企业存在的主要实际问题 ...................................................... 8 2.1.4运用绩效管理方法论解决同质性问题的主要策略 ...................................................... 9 2.2 平衡计分卡 ............................................................................................................................ 10 2.2.1平衡计分卡是一套综合评价系统 ................................................................................ 11 2.2.2平衡计分卡的关键优势 ................................................................................................ 12 2.2.3平衡计分卡的绩效指标 ................................................................................................ 13 2.2.4成功实施平衡计分卡的路径概述 ................................................................................ 14 2.3 企业关键业绩指标（KPI） .................................................................................................. 15 2.4 绩效激励方法论..................................................................................................................... 17 2.4.1打破常规体系，建立动态管理机制 ............................................................................ 17 2.4.2建设系统性合理的考评体系核 .................................................................................... 18 2.4.3塑造强大的企业文化，以文化和目标激励员工 ........................................................ 18 2.4.4激励方式需与经营管理协同发展 ................................................................................ 18 A服饰公司绩效管理体系优化研究 IV 2.4.5打造立体网状的精确激励机制 .................................................................................... 19 2.4.6管理者行为势必影响激励制度的成败 ........................................................................ 19 2.5 绩效管理理论下的方法论 ..................................................................................................... 19 2.5.1绩效管理强调全面沟通 ................................................................................................ 19 2.5.2建立360°绩效反馈制度 ...................................................................................