I 摘要 我国经济正处在转变发展方式、优化经济结构、转变增长动力的攻关期。 对企业而言，依宏观环境的变化适时调整战略目标是自然合理的举措。这种战 略目标的动态调整对企业的相对工作重心动态变化的局面，这对企业静态的绩 效管理工作提出了新的挑战。如何通过绩效管理的优化调整，有效地激发公司 员工围绕公司战略目标主动开展工作，有效提升企业在动态的高度竞争的环境 之中的竞争力，是企业管理层非常关注的问题。本项研究，从适应公司战略目 标的角度，对GAK公司(海斯坦普汽车组件昆山有限公司)现行绩效考核体系进 行了深入系统的分析，对该体系中存在的一些重要问题进行了分析梳理，在此 基础之上，结合相关的管理理论和国内外相关的研究成果，选择了以KPI为核 心的绩效考核体系为基本框架，并依对该体系的构成因数、设计流程、和实施 绩效考核的配套保障性措施等方面的进一步分析和考量，对现有绩效考评体系 进行了重新构建，对相关的配套保障性措施也进行了分析。最后，通过案例， 讲述了如何使用KPI绩效考核体系，真正解决现有制度的种种不足。特别，新 体系更好地将员工从无足轻重的工作中把精力解放出来,使其更加注重公司的整 体主要绩效指标,从而保证公司整体战略目标的实现。 本文为GAK公司重建了的以KPI为核心的绩效评价体系，较为有效地改进 了原体系中考核体系与公司战略目标脱节，可操作性差，考核目标不合理导致 管理层和基层员工都对考核体系不满意等重要缺陷，特别新的绩效体系更有效 地激发了公司员工围绕公司战略目标主动开展工作的积极性。可以预见的是， 本项目研究所获得的启示，对于在同样的宏观大环境之下，处于转型期的其它 企业的绩效管理工作也将具有一定的借鉴意义。 关键词：绩效考核体系；KPI， 企业升级转型； Chinese economy is in a period of tackling the development mode, optimizing the economic structure, and transforming the growth momentum. For enterprises, adjusting strategic goals in a timely manner according to changes in the macro environment is a natural and reasonable measure. The dynamic adjustment of this strategic goal has brought about a new situation in the dynamic performance management of the company's relative work. How to optimize the performance 摘要 II management to effectively stimulate the company's employees to actively carry out work around the company's strategic goals, and effectively enhance the competitiveness of enterprises in a dynamic and highly competitive environment is a matter of great concern to the management of the company. This study, from the perspective of adapting to the company's strategic objectives, conducted an in-depth and systematic analysis of the current performance appraisal system of GAK (Gstamp Automotive Components KunShan Co., Ltd.), and analyzed some important issues in the system. On this basis, combined with relevant management theory and relevant research results at home and abroad, the KPI-based performance appraisal system was selected as the basic framework, and the composition factor, design process, and performance appraisal of the system were evaluated. Further analysis and considerations on supporting safeguard measures, etc., re-constructed the existing performance appraisal system, and analyzed relevant supporting safeguard measures. Finally, through the case, it describes how to use the KPI performance appraisal system to truly solve the various deficiencies of the existing system. In particular, the new system better liberates employees from insignificant work, making them more focused on the company's overall key performance indicators, thus ensuring the company's overall strategic goals. This paper rebuilds a KPI-based performance evaluation system for GAK, which effectively improves the disconnection between the assessment system and the company's strategic objectives in the original system, the poor operability and the unreasonable assessment objectives, the unsatisfactory from both management and grassroots employees resulted in the assessment system. In particularly, the new performance system has more effectively stimulated the enthusiasm of the company's employees to actively carry out work around the company's strategic goals. It is foreseeable that the enlightenment obtained by our research will have certain reference significance for the performance management of other enterprises in the transition period under the same macro environment. Key words： performance appraisal system，KPI，enterprise transformation and upgrading 目录 III 目 录 第一章 绪论 ...................................... 1 第一节 研究背景及意义 .................................................................................................................... 1 一、研究背景...................................................................................................................................... 2 二、研究意义...................................................................................................................................... 2 第二节 国内外文献综述 .................................................................................................................... 2 一、绩效考核起源 .............................................................................................................................. 3 二、绩效考核的发展阶段 .................................................................................................................. 3 三、国内企业绩效研究简述 .............................................................................................................. 5 第三节 研究的方法和内容 ................................................................................................................ 7 一、研究方法...................................................................................................................................... 7 二、本论文研究内容和结构 .............................................................................................................. 9 第四节 研究创新 .............................................................................................................................. 10 第二章 企业绩效考核基础理论 ..................... 11 第一节 企业绩效考核概述 .............................................................................................................. 11 一、企业绩效考核和绩效管理 ........................................................................................................ 11 二、企业绩效考核的要素 ................................................................................................................ 11 第二节 绩效考核的主要理论 .......................................................................................................... 12 一、关键绩效指标（KPI）理论 ..................................................................................................... 12 二、平衡计分卡相关理论 ................................................................................................................ 16 三、头脑风暴和鱼骨图分析法 ........................................................................................................ 18 第三章 GAK公司绩效考核的现状及分析 ............. 23 第一节GAK公司绩效考核现状 ........................................................................................................ 23 一、GAK简介 .................................................................................................................................. 23 二、GAK公司现有绩效考核体系的设计 ...................................................................................... 23 第二节GAK公司绩效考核体系的不足及原因分析 ........................................................................ 25 一、GAK公司的绩效考核与亚太总部的整体战略结合不够 ...................................................... 25 二、绩效考核定位不明确，绩效管理体系不完整 ........................................................................ 25 三、绩效考核指标设置缺乏科学性 ................................................................................................ 26 四、考核指标不全面 ........................................................................................................................ 26 五、缺乏绩效反馈 ..............................