当前，我国经济正逐渐进入高质量发展阶段，国企改革背景下，建筑企业纷 纷转型升级，竞争日益激烈。人力资源是企业最珍贵的无形资产之一，绩效考核 作为人力资源管理的关键环节，在建筑企业经营管理和升级发展中发挥着至关重 要的作用。符合企业特质的绩效考核可加快员工的自我发展，促使企业在市场竞 争中保持重要的战略地位。制定成功的绩效考核方案对企业和员工的长远发展都 有着至关重要的作用。 在建立具有中国特色的国有企业绩效考核和评价机制的新形势下，企业应根 据自身实际情况，不断推进国企改革，完善和充实绩效考核内容，取得新的进步。 但在企业绩效考核机制建立与绩效考核工作开展过程中，仍存在一系列问题，有 共性问题，也有不同行业、不同发展阶段企业的个性问题。 对于建筑企业Z公司而言，两级机关管理人员处于集团高层管理人员与分 公司、子公司项目部之间，在高层管理人员和各分子公司项目部之间传递战略目 标和生产经营、日常管理服务等信息，作用不可忽视。两级机关管理人员绩效考 核是否合理，直接关系员工权益实现、公司战略落地与企业可持续发展。 本文以Z公司为研究对象，立足国企改革及转型升级背景下公司两级机关 绩效考核现状并结合研究生学科要求、本人工作经历，对公司两级机关管理人员 绩效考核工作进行改进和优化。两级机关管理人员作为企业战略引领的关键力量， 承担着上传下达、统筹管理的重要作用，必须以绩效考核优化为核心，通过调研 问卷的汇总整理，以及走访调研，分析并解决当前Z公司两级机关管理人员绩 效考核方面存在问题，包括重视程度、指标设定、人员选择、过程沟通等方面， 从而塑造Z公司两级机关适用的绩效考核优化方案，在分析建筑单位绩效考评 发展现状及存在问题的基础上，提出转型升级背景下优化建筑单位绩效考核方案 的遵循原则、具体策略及相关保障。 Z公司两级机关管理人员绩效考核优化方案也可为同行业企业进行绩效考 核提供借鉴，促进新形势下国有企业建立以各层级组织、各岗位为应用对象的绩 效考核架构，确保关键指标“人性化设计、刚性化执行”，不断改善和提高国企绩 效考核水平和整体业绩提升。 关键词：国有企业；建筑行业；人力资源；绩效考核 山东建筑大学硕士学位论文 II ResearchontheOptimizationofZCompanyPerformance EvaluationundertheBackgroundofState-owned EnterpriseReform —— Takethemanagementoftwolevelsofinstitutionsasan example WangYoubiao（BusinessManagement） ABSTRACT Atpresent,China'seconomyisgraduallyenteringastageofhigh-quality development.Underthebackgroundofthereformofstate-ownedenterprises, constructionenterpriseshavetransformedandupgradedoneafteranother,andthe competitionisbecomingincreasinglyfierce.Humanresourceisoneofthemost preciousintangibleassetsofanenterprise.Asakeylinkofhumanresource management,performanceappraisalplaysavitalroleinthemanagementand upgradingofconstructionenterprises.Performanceappraisalinlinewiththe characteristicsofenterprisescanacceleratetheself-developmentofemployeesand promoteenterprisestomaintainanimportantstrategicpositioninthemarket competition.Successfulperformanceappraisalprogramsplayavitalroleinthe long-termdevelopmentofenterprisesandemployees. Underthenewsituationofestablishingtheperformanceappraisalandevaluation mechanismofstate-ownedenterpriseswithChinesecharacteristics,enterprisesshould continuouslyimproveandenrichthecontentsofperformanceappraisalaccordingto theirownactualconditions,andachievecertainachievements.However,thereare stillaseriesofproblemsintheestablishmentofenterpriseperformanceappraisal mechanismandthedevelopmentofperformanceappraisalwork,whichhavecommon problems,aswellaspersonalityproblemsofenterprisesindifferentindustriesand differentstagesofdevelopment. ForZcompanyofconstructionenterprise,thetwolevelsofadministrative personnelarebetweenthegroup'stopmanagersandtheprojectdepartmentsofbranch 山东建筑大学硕士学位论文 III companiesandsubsidiaries.Theroleoftransmittingstrategicobjectives,production andoperation,dailymanagementservicesandotherinformationbetweensenior managersandprojectdepartmentsofvariousmolecularcompaniescannotbeignored. Whethertheperformanceappraisalofmanagersattwolevelsisreasonableornotis directlyrelatedtothestrategiclandingofthecompanyandthesustainable developmentoftheenterprise. ThispapertakesZCompanyastheresearchobject,basedonthecurrent situationofperformanceappraisaloftwolevelsofgovernmentorgansunderthe backgroundofstate-ownedenterprisereformandtransformationandupgrading,and combinestherequirementsofgraduatestudentsandtheauthor'sownworkexperience, toimproveandoptimizetheperformanceappraisalofthetwolevelsofgovernment administrators.Throughthesurveyquestionnaire,summarizeandsortout,analyze andsolvetheproblemsexistingintheperformanceappraisalofthemanagement personnelofthetwolevelsofZcompany,andshapetheoptimizationschemeof performanceappraisalapplicabletothetwolevelsofZcompany.Asthekeyforce leadingtheenterprisestrategy,themanagersoftwolevelsofgovernmentdepartments playanimportantroleinuploading,transmittingandoverallmanagement.Theymust taketheoptimizationofperformanceappraisalasthecore.Basedontheanalysisof thecurrentsituationandexistingproblemsofperformanceappraisalinconstruction units,theprinciplesandspecificstrategiesforoptimizingperformanceappraisal schemesinconstructionunitsunderthebackgroundoftransformationandupgrading areputforward. Theoptimizationschemeofperformanceappraisalformanagersattwolevelsof Zcompanyprovidesreferencefortheperformanceappraisalofenterprisesinthe sameindustry,promotestheestablishmentofperformanceappraisalframeworkfor state-ownedenterprisesunderthenewsituation,whichtakesalllevelsof organizationsandpositionsasapplicationobjects,ensuresthekeyindicatorsof "humanizeddesign,rigidimplementation",andconstantlyimprovesandimprovesthe performanceappraisallevelandoverallperformanceofstate-ownedenterprises. 山东建筑大学硕士学位论文 IV KeyWords ：State-ownedenterprises，Constructionindustry，Humanresources， Performanceappraisal 山东建筑大学硕士学位论文 1 目录 摘要..........................................................................................................I ABSTRACT...................................................................................................II 第1章绪论 1.1研究背景及意义.....................................................................................................4 1.2相关文献论述.........................................................................................................6 1.2.1国外相关文献论述.........................................................................................6 1.2.2国内相关文献论述.........................................................................................6 1.3研究思路及内容.....................................................................................................9 1.3.1研究思路.........................................................................................................9 1.3.2研究内容.......................................................................................................10 1.4研究方法与创新点..............................................................................................12 1.4.1研究方法.......................................................................................................12 1.4.2创新点...........................................................................................................12 1.5研究成果...............................................................................................................12 第2章概念界定及理论方法 2.1相关概念界定.......................................................................................................14 2.1.1绩效及绩效考核定义...................................................................................14 2.1.2绩效管理定义...............................................................................................15 2.2绩效考核方法论述...............................................................................................16 2.2.1目标管理法...................................................................................................16 2.2.2关键绩效指标法...........................................................................................17 2.2.3360度绩效评价法.......................................................................................17 2.3绩效考核指标体系论述.......................