职工绩效考核不但是中煤一二九勘探队人力资源管理的重要内容，而且也是利 用资源、获取竞争优势的重要途径，以此来充分调动广大职工的工作热情和积极性。 虽然中煤一二九勘探队对所有职工实行了绩效考核，但是中煤一二九勘探队职工考 核是沿用传统的考核方法，经过多年实施后，其效果并不是很明显，而且阻碍了中 煤一二九勘探队的发展。因此，建立科学的职工绩效考核体系就显得非常必要了。 本文应用问卷调查法、层次分析、实证研究等方法来对中煤一二九勘探队职工 绩效考核体系进行研究。分析中煤一二九勘探队职工绩效考核存在的问题和原因， 并应用层次分析法建立中煤一二九勘探队职工绩效考核体系，然后提出相应的完善 对策及实施保障措施。 研究结论：（1）本文以中煤一二九勘探队职工绩效考核为例，通过对中煤一二 九勘探队职工绩效考核现状分析，发现其人力资源管理观念落后、绩效考核目的不 明确、体制不合理、绩效考核指标不科学、考核周期不合理以及缺乏绩效考核反馈 与沟通等问题，究其原因是缺乏科学的管理方法、管理者重视程度不够、缺乏良好 的企业文化引导、被考核者主观心理影响较大。（2）提出了应用AHP法建立新的 职工绩效考核体系。并将新的考核体系应用于中煤一二九勘探队职工的实际考核中， 考核结果表明，应用层次分析法对中煤一二九勘探队职工进行绩效考核，可以使得 考核结果更加公平合理。（3）针对中煤一二九勘探队职工绩效考核存在的不足，提 出了改善对策：转变人力资源管理观念、明确绩效考核目的、不断改进内部管理体 制、应用AHP法建立合理的考核指标体系、调整绩效考核周期、注重绩效考核结果 反馈作用。并且从组织、人员、文化以及制度四方面来保障执行新考核体系措施顺 利开展。 关键词 绩效考核；绩效考核体系；层次分析法；人力资源管理 III Abstract The China Coal Geology Yi'erjiu Exploration Team has carried out performance appraisal for all employees. The performance appraisal of employees is not only an important part of human resource management, but also an important way to utilize resources and gain competitive advantage, so as to fully mobilize the enthusiasm and enthusiasm of the employees to start their own businesses. Because the assessment of the staff of China Coal Geology Yi'erjiu Exploration Team is based on the traditional assessment method, after years of implementation, its effect is not very obvious, thus hindering the development of China Coal Geology Yi'erjiu Exploration Team. Therefore, it is very necessary to establish a scientific employee performance appraisal system. This paper uses the methods of questionnaire, analytic hierarchy process, and empirical research to study the performance appraisal system of China Coal Geology Yi'erjiu Exploration Team. This paper analyzes the problems and reasons of the performance appraisal of the employees of China Coal Geology Yi'erjiu Exploration Team. The analytic hierarchy process is used to establish the performance appraisal system for the employees of China Coal Geology Yi'erjiu Exploration Team, and then the corresponding safeguard measures is put forward. Conclusion: (1) This paper takes the performance appraisal of the staff of China Coal Geology Yi'erjiu Exploration Team as an example, and analyzes the current situation of the performance appraisal of the staff of China Coal Geology Yi'erjiu Exploration Team, finds out there are some problems, such as the backward concept of human resource managements, unclear purposes of performance appraisal, system problems, unscientific performance appraisal indicators, unreasonable appraisal cycle, and lack of feedback and communication. The reasons are the lack of scientific management methods, the lack of attention of managers, the lack of good corporate culture guidance, the subjective psychological impact of examinees. (2) A new employee performance appraisal system based on AHP is proposed. The new assessment system is applied to the actual assessment of the employees of China Coal Geology Yi'erjiu Exploration Team. The assessment results show that the application of AHP to the performance assessment of the employees of China Coal Geology Yi'erjiu Exploration Team can make the assessment results more fair and reasonable.(3) in view of the shortcomings of the performance appraisal of the staff of the exploration team, The countermeasures are put forward: changing the concept IV of human resource management, clarifying the purpose of performance appraisal, improving the internal management system, establishing a reasonable appraisal index system by AHP, adjusting the cycle of performance appraisal, and applying the feedback of performance appraisal results.And from the four aspects of organization, personnel, culture and system as the guarantee measures to implement the new assessment system. Key words Performance Appraisal; Performance Appraisal System; Analytic Hierarchy Process; Human Resource Management V 目 录 摘要 ········ I Abstract ····· III 第1章 绪 论 ············· 1 1.1 论文研究背景及意义 ··············· 1 1.2 研究意义 ············ 1 1.3 国内外研究现状综述 ··············· 2 1.3.1 国外研究现状 · 2 1.3.2 国内研究现状 · 5 1.3.3 研究述评 ······· 7 1.4 研究内容 ············ 7 1.5 研究方法 ············ 8 1.6 技术路线 ············ 8 第2章 绩效考核相关理论 ··············· 11 2.1 绩效与绩效考核的含义 ··········· 11 2.1.1 绩效的含义 ··· 11 2.1.2 绩效考核的含义 ··············· 11 2.1.3 绩效考核的内容 ··············· 12 2.1.4 绩效考核体系 12 2.2 绩效考核方法 ····· 13 2.2.1 层次分析法 ··· 13 2.2.2 德尔菲法 ······ 13 2.3 基本理论 ··········· 14 2.3.1 绩效考核理论 14 2.3.2 激励理论 ······ 14 第3章 中煤一二九勘探队职工绩效考核现状及存在问题分析 ········ 17 3.1 中煤一二九勘探队概况 ··········· 17 3.1.1 单位基本情况介绍 ············ 17 3.1.2 单位组织结构 18 3.2 中煤一二九勘探队职工绩效考核现状调查 ····· 18 3.2.1 人员构成情况调查 ············ 19 3.2.2 人力资管理观念的调查 ······ 19 VI 3.2.3 职工绩效考核目的调查 ······ 20 3.2.4 单位体制情况的调查 ········· 21 3.2.5 考核指标设置情况调查 ······ 22 3.2.6 考核周期合理性调查 ········· 22 3.2.7 绩效考核结果反馈的调查 ··· 23 3.3 存在的问题分析 ·· 23 3.3.1 人力资源管理观念落后 ······ 23 3.3.2 绩效考核目的不明确 ········· 24 3.3.3 单位体制的问题 ··············· 24 3.3.4 绩效考核指标不科学 ········· 24 3.3.5 绩效考核的周期不合理 ······ 24 3.3.6 绩效考核不注重反馈和沟通 24 3.4 影响绩效考核体系的成因分析 ·· 25 3.4.1 缺乏科学的管理方法 ········· 25 3.4.2 管理者重视程度不够 ········· 26 3.4.3 缺乏良好的企业文化的引导 26 3.4.4 受考核者主观心理影响较大 26 第4章 应用AHP法构建中煤一二九勘探队职工绩效考核体系 ····· 27 4.1 绩效考核体系优化设计的目标与思路 ··········· 27 4.1.1 预期目标 ······ 27 4.1.2 基本思路 ······ 27 4.2 绩效考核体系优化设计的原则 ·· 28 4.2.1 开放性原则 ··· 28 4.2.2 制度化原则 ··· 28 4.2.3 实用性原则 ··· 28 4.2.4 可改进性原则 29 4.3 绩效考核体系方案的优化设计 ·· 29 4.3.1 绩效考核主体选择 ············ 29 4.3.2 绩效考核周期的确定 ········· 29 4.3.3 绩效考核步骤设计 ············ 29 4.3.4 绩效考核指标设计 ············ 30 4.3.5 绩效考核方法的比较与选择 30 4.4 构建基于AHP法的绩效考核体系方案 ·········· 31 4.4.1 构建递阶层次结构 ············ 31 VII 4.4.2 构造判断矩阵 32 4.4.3 权重的计算 ··· 33 4.4.4 一致性检验 ··· 36 4.4.5 案例应用 ······ 37 第5章 中煤一二九勘探队职工绩效考核体系的建议和保障措施 ··· 41 5.1 完善的对策建议 ·· 41 5.1.1 转变人力资源管理观念 ······ 41 5.1.2 明确绩效考核目的 ············ 41 5.1.3 不断改进内部管理体制 ······ 41 5.1.4 应用AHP法建立合理的考核指标体系 ····· 41 5.1.5 调整绩效考核周期 ············ 42 5.1.6 注重绩效考核结果反馈作用 42 5.2 保障措施 ··········· 42 5.2.1 绩效考核组织保障 ············ 42 5.2.2 绩效考核人员保障 ············ 42 5.2.3 绩效考核文化保障 ·········