-I- 摘要 绩效考核也可以称之为绩效评价，不仅是国企改革的一项重要实践，而且是企 业管理学科以及现代经济学的一项重要研究课题。既是众多企业用以实施自我约束 和监督的一种手段，也是面对经济新常态推行战略化管理的一种有效工具。自国企 改革持续深化全面进入市场，与包括民企及外企在内的各种性质的企业上演了愈发 激烈的竞争，在此期间制约国营企业的最大劣势是高成本。行政管理中心是一个专 职负责后勤服务的部门，隶属于河北港口集团，其主要任务是以质优价廉的服务和 物资满足集团需求。因此，客观、准确、全面的对物资采购部门做出绩效评价，能 够促进企业工作效率及市场竞争力的提升。 首先, 本文从基本理论着手阐述绩效评价，并介绍了平衡计分卡的特征及应用 方法，为后续绩效评价的开展，从理论上进行铺垫。 其次,以河北港口集团下属的行政管理中心为对象，分别从概况、企业机构、现 行绩效评价的特点以及问题所在等一一介绍，详细的论述了该中心当前的绩效评价 状态，为后续绩效评价体系的构建奠定基石。 再次,本文从战略地图切入，并通过文献分析、问卷调查以及归纳法，筛选合格 的指标用于平衡计分卡，指标权重的计算借助Excel软件完成，最终构建了平衡计 分卡绩效体系，并对基于该体系得到的评价结果进行了分析。 最后,基于绩效评价体系具体应用表现，为保障绩效评价的顺利实施设计举措， 具体包括四个方面：其一为企业制度，其二为员工认知，其三为文化引导，其四为 信息平台。围绕该中心在开展物资采购中面临的问题，分别从四个角度提出意见和 建议：其一为配套制度，其二为企业员工，其三为采购流程，其四为渠道建设。。 以期帮助企业全面增强绩效与综合竞争力。 关键词:河北港口集团；层次分析法；平衡计分卡；绩效评价 燕山大学工商管理硕士学位论文 -II- Abstract Performance appraisal can also be called performance appraisal. It is not only an important practice in the reform of state-owned enterprises, but also an important research topic in the discipline of enterprise management and modern economics. It is not only a means used by many enterprises to implement self-restraint and supervision, but also an effective tool to implement strategic management in the face of the new normal economic situation. Since the continuous deepening of the reform of state-owned enterprises into the market in an all-round way, there has been an increasingly fierce competition with enterprises of all kinds, including private enterprises and foreign enterprises. The administrative management center is a full-time department responsible for logistics services, belonging to Hebei Port Group, its main task is to meet the needs of the group with high quality and low-cost services and materials. Therefore, objective, accurate and comprehensive performance evaluation of the material procurement department can promote the efficiency of enterprise work and enhance market competitiveness. First of all, the author expounds the performance evaluation from the basic theory, and introduces the characteristics and application methods of the balanced scorecard, paving the way for the follow-up performance evaluation in theory. Secondly, taking the administrative management center of Hebei Port Group as the object, this paper introduces the general situation, the enterprise organization, the characteristics and problems of the current performance evaluation, and discusses the current performance evaluation status of the center in detail, which lays the foundation for the follow-up performance evaluation system. Thirdly, with the help of literature analysis, questionnaire survey and induction, the author selects qualified indicators for the balanced scorecard, and calculates the weight of indicators by Excel software. Based on the requirements of evaluating the purchasing department, the performance body of the balanced scorecard is constructed. The evaluation results based on the system are also analyzed. Abstract -III- Finally, based on the performance evaluation system specific application performance, in order to ensure the smooth implementation of performance evaluation design measures, including four specific aspects: one is the enterprise system, the other is the workers awareness and involvement,the third is the culture leading and the forth is the information platform.Focusing on the problems faced by the center in material procurement, this paper puts forward countermeasures and suggestions from four perspectives:one is the supporting system, the second is the staff of the enterprise, the third is the purchasing process, the fourth is the channel building. With a view to helping enterprises to enhance their overall performance and competitiveness. Keywords: Hebei Port Group Company; performance evaluation; BSC; AHP 目 录 -V- 目 录 摘要 .................................................................................................................................. I Abstract .............................................................................................................................. II 目 录 ................................................................................................................................ V 第1章 绪 论 ................................................................................................................... 1 1.1 研究背景及意义 ..................................................................................................... 1 1.1.1 研究背景 ........................................................................................................... 1 1.1.2 研究意义 ........................................................................................................... 2 1.2 国内外研究现状 ..................................................................................................... 3 1.2.1 国外研究现状 ................................................................................................... 3 1.2.2 国内研究现状 ................................................................................................... 6 1.2.3 国内外研究现状评述 .................................................................................... 10 1.3 研究内容与研究方法........................................................................................... 10 1.3.1 研究内容 ......................................................................................................... 10 1.3.2 研究方法 ......................................................................................................... 11 第2章 相关理论 ............................................................................................................. 12 2.1 绩效评价的内容与方法 ...................................................................................... 12 2.1.1 绩效评价的基本内容 .................................................................................... 12 2.1.2 传统绩效评价方法 ........................................................................................ 13 2.2 平衡计分卡 ........................................................................................................... 14 2.2.1 平衡计分卡四个维度的内涵 ........................................................................ 14 2.2.2 平衡计分卡的优缺点分析 ............................................................................ 15 2.2.3 平衡计分卡的实施步骤 ................................................................................ 18 2.3 本章小结 ............................................................................................................... 21 第3章 物资采购部绩效评价现状分析 ........................................................................ 22 3.1 企业基本概况 ....................................................................................................... 22 3.1.1 企业简介 ......................................................................................................... 22 3.1.2 组织机构设置 ................................................................................................. 22 3.1.3 行政中心绩效评价现状 ................................................................................ 23 3.2 物资采购部绩效评价现状及存在问题 .............................................................. 24 3.2.1 物资采购