I 摘要 近些年来，我国的钢铁企业对内经历着国家供给侧结构性改革和去产能、调 结构政策的制约，对外面临着国际贸易壁垒、产品竞争力小的外部挑战。钢铁企 业若想在未来激烈的行业竞争中站稳脚跟，稳操胜券，最行之有效的途径就是提 升自身的绩效管理水平，凭借科学、高效的绩效考核措施进而优化企业的管理， 最终促进经济效益的稳步增长。本文将邯郸市武安地区最大的钢铁企业--PY钢铁 作为研究对象，对其绩效管理体系进行了优化设计。 本文研究立足于PY钢铁生产经营现状，在研读国内外相关理论方法的基础 上，利用实地走访调研、问卷调查、员工访谈等方式，找出PY钢铁目前绩效管理 中存在的问题：对基层员工培训的忽略、缺乏科学的绩效管理体系、没有畅通的 沟通申诉渠道等。运用关键绩效指标法、权值因子分析表法从企业、部门、员工 三个层面对绩效管理体系进行优化设计并确定权重，设计出绩效管理的优化方案， 提升PY钢铁整体绩效管理水平，促进企业科学健康发展。最后，通过对绩效管理 流程的优化设计、组织、文化、监督保障措施的提出确保最终优化后的绩效管理 体系可以有效实施。 关键词：绩效管理；钢铁企业；关键绩效指标；优化设计 Abstract II Abstract Inrecentyears,China'sironandsteelenterpriseshaveexperiencedtheconstraints ofthenationalsupplysideinstitutionalreform,decapacityandstructuraladjustment policies,andarefacingtheexternalchallengesofinternationaltradebarriersandlow productcompetitiveness.Ifironandsteelenterpriseswanttowininthefierce competitioninthefuture,themosteffectivewayistoimprovetheirownperformance managementlevel,withscientificandefficientperformanceappraisalmeasuresto optimizeenterprisemanagement,andultimatelypromotethesteadygrowthof economicbenefits.Inthispaper,PYsteel,thelargestironandsteelenterpriseinWu'an areaofHanDanCity,istakenastheresearchobject,anditsperformancemanagement systemisoptimized. BasedonthecurrentsituationofPYironandsteelproductionandoperation,onthe basisofstudyingtherelevanttheoriesandmethodsathomeandabroad,thispaperfinds outtheproblemsexistinginthecurrentperformancemanagementofPYironandsteel bymeansofon-the-spotinvestigation,questionnairesurveyandemployeeinterview: theneglectofgrass-rootsstafftraining,thelackofscientificperformancemanagement system,andthelackofsmoothcommunicationandappealchannels.Byusingthe methodofkeyperformanceindicatorsandweightfactoranalysistable,theperformance managementsystemisoptimizedfromthreelevelsofenterprise,departmentand employee,andtheweightisdetermined.Theoptimizationschemeofperformance managementisdesignedtoimprovetheoverallperformancemanagementlevelofPY steelandpromotethescientificandhealthydevelopmentoftheenterprise.Finally, throughtheoptimizationoftheperformancemanagementprocessdesign,organization, culture,supervisionandsafeguardmeasurestoensurethatthefinaloptimized performancemanagementsystemcanbeeffectivelyimplemented. Keywords:performancemanagement;ironandsteelenterprises;keyperformance indicators;optimaldesign 目录 III 目录 摘要·········I Abstract····II 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2 1.2.1国外研究现状··············2 1.2.2国内研究现状··············5 1.2.3文献评述··6 1.3研究内容及方法7 1.3.1研究内容··7 1.3.2研究方法··8 1.3.3技术路线··8 第2章相关理论及方法9 2.1绩效管理体系概述···············9 2.1.1绩效········9 2.1.2绩效管理10 2.2绩效管理的常用方法···········11 2.2.1关键绩效指标法·········11 2.2.1.1关键绩效指标建立流程···········12 2.2.1.2关键绩效指标优缺点··············12 2.2.2目标管理法···············13 2.2.3平衡计分卡法············14 2.3本章小结········14 第3章PY钢铁绩效管理现状及问题分析············15 3.1PY钢铁概况····15 3.1.1PY钢铁简介···············15 3.1.2PY钢铁主要产品及销售范围···········15 目录 IV 3.1.3PY钢铁的组织架构·····16 3.1.4人力资源情况············16 3.2PY钢铁现行绩效管理体系···18 3.2.1现有绩效管理体系······18 3.2.2现有绩效考核具体指标20 3.2.3现有绩效管理流程······24 3.3企业绩效管理问卷及访谈数据分析···········24 3.3.1访谈数据分析············24 3.3.2问卷调查数据分析······25 3.4PY钢铁绩效管理存在问题分析················31 3.4.1培训人员结构单一······31 3.4.2绩效管理没有全员参与31 3.4.3绩效沟通缺失············31 3.4.4绩效管理设计缺乏科学性···············32 3.5本章小结········32 第4章PY钢铁绩效管理体系优化设计···············33 4.1PY绩效管理优化设计目标····33 4.2优化设计原则和方法···········33 4.2.1设计原则33 4.2.2设计方法34 4.3绩效考核指标优化设计········35 4.3.1PY钢铁目前企业愿景··35 4.3.2PY钢铁战略目标确定··35 4.3.3企业战略目标分解······36 4.3.4企业级KPI················37 4.3.5部门级KPI················41 4.3.6员工级KPI················42 4.4绩效管理流程优化设计········45 4.4.1绩效管理流程优化······45 4.4.2绩效计划45 4.4.3绩效实施46 4.4.4绩效评估47 4.4.5绩效反馈48 4.4.6绩效结果应用············49 目录 V 4.5新旧绩效管理体系对比········51 4.5.1优化后体系更具有科学性···············51 4.5.2优化后体系实现了全员参与和培训结构多元化······51 4.5.3优化后体系更注重沟通反馈············52 4.6本章小结········52 第5章PY钢铁绩效管理体系实施保障···············53 5.1组织保障········53 5.2文化保障········53 5.3监督保障········54 5.4本章小结········54 结论·······55