目前，随着劳务派遣这种用工方式在国内市场上的广泛应用，此种用工方式已 成为眼下国有企业一种普遍的用工方式。从根本上说，劳务派遣的用工方式既可以 降低国有企业的人工成本，同时又可以利用这种用工方式的自身特点来发展企业的 战略目标。但如何能够使劳务派遣员工在工作岗位上发挥自身的价值，如何通过有 效的绩效管理体系来激发员工的潜能，如何通过提高劳务派遣员工的个人效能来提 高企业的整体业绩已成为一个亟待解决的问题。 本文以Y公司劳务派遣员工为研究对象。首先,介绍研究的背景及意义；其次， 通过对国内外研究现状以及相关概念进行了梳理，为下文的实例论证奠定了理论基 矗之后，将Y公司的整体结构进行了介绍，包括公司概况、组织构成及人员结构 等情况，重点对Y公司劳务派遣员工的绩效管理体系现状进行介绍。在此基础之上， 通过选取Y公司一定数量的劳务派遣员工作为调查对象，运用问卷调查的方法了解 劳务派遣员工对于本公司绩效管理体系的认知程度，同时将问卷调查的结果进行收 集、整理、分析，找出Y公司劳务派遣员工绩效管理体系存在的问题，以便于下一 步的优化设计。 通过对劳务派遣员工调查问卷结果的分析得出，公司对于劳务派遣员工的绩效 管理体系存在绩效目标计划制定不全面、绩效考核指标较为单一、缺乏双向沟通机 制等问题。针对诸如此类的问题，文章主要通过主基二元考核的方法对Y公司劳务 派遣员工的绩效目标计划进行细分并重新设定。同时采用较为成熟的绩效管理方法 和措施，通过合理、高效的管理措施，不断优化和改进劳务派遣员工的绩效管理体 系。加强绩效考核结果的应用，将绩效考核结果与劳务派遣员工自身的发展联系起 来，同时增强公司管理人员与劳务派遣人员的沟通、交流，帮助企业吸引人才，也 帮助企业留住人才。 绩效管理的目的是为了能够帮助和辅助员工提高自身的工作能力，合理的绩效 管理体系的应用不仅可以起到激励员工的作用，还可以引导员工提升个人价值。优 化后的绩效管理体系将不同岗位的工作目标进行细分，根据不同岗位的工作特点将 绩效考核指标进行细化,加强领导层与劳务派遣员工的沟通及反馈机制，做到有问题 及时沟通，及时整改，争取新的绩效管理体系可以适用于每一位劳务派遣员工。同 时加强绩效管理体系的保障措施，确保优化后的绩效管理体系能够有效的提高劳务 派遣员工的个人绩效，提升劳务派遣员工的工作效能，提高劳务派遣员工的满意度 和忠诚度，增加劳务派遣员工的企业归属感和企业获得感，最大限度地发挥Y公司 劳务派遣员工的个人能力，通过个人效能的提升达到企业的整体业绩水平的提升， II 从而提高本企业在同行业企业之间的竞争力，增加企业利润，帮助企业实现战略目 标。 关键词：劳务派遣；绩效管理体系；绩效考核 III ResearchontheOptimizationofPerformanceManagementSystemof LaborDispatchedEmployeesofCompanyY Abstract Atpresent,withthewidespreaduseofthismethodoflabordispatchinginthe domesticmarket,thismethodoflaborhasbecomeacommonmethodoflaborfor state-ownedenterprises.Fundamentallyspeaking,theemploymentmethodoflabor dispatchingcannotonlyreducethelaborcostofstate-ownedenterprises,butalsousethe characteristicsofthisemploymentmethodtodevelopthestrategicgoalsofenterprises. However,howtoenablethedispatchedemployeestoexerttheirownvalueonthejob, howtostimulatethepotentialoftheemployeesthroughaneffectiveperformance managementsystem,andhowtoimprovetheoverallperformanceoftheenterpriseby improvingthepersonaleffectivenessofthedispatchedemployeeshavebecomeanurgent needtoberesolvedproblem. ThisarticletakescompanyY'slabordispatchedemployeesastheresearchobject. First,introducethebackgroundandsignificanceoftheresearch;secondly,bycombing theresearchstatusandrelatedconceptsathomeandabroad,ithaslaidatheoretical foundationforthefollowingexampledemonstration.Afterthat,theoverallstructureof CompanyYwasintroduced,includingthecompanyprofile,organizationalstructureand personnelstructure,etc.,withafocusonthestatusoftheperformancemanagement systemofcompanyY’slabordispatchedemployees.Onthisbasis,byselectingacertain numberoflabordispatchedemployeesofCompanyYasthesurveyobject,the questionnairesurveymethodisusedtounderstandthelabordispatchedemployees' awarenessofthecompany'sperformancemanagementsystem,andtheresultsofthe surveyarecollectedandsorted.Analyzeandfindouttheproblemsintheperformance managementsystemofthecompany'slabordispatchedemployees,soastofacilitatethe optimaldesignofthenextstep. Throughtheanalysisoftheresultsofthequestionnaireoflabordispatched employees,itisconcludedthatthecompany'sperformancemanagementsystemforlabor dispatchedemployeeshasproblemssuchasincompleteperformancetargetplanning, singleperformanceevaluationindicators,andlackoftwo-waycommunication mechanisms.Inresponsetosuchproblems,thearticlemainlysubdividesandresetsthe IV performancetargetplanofthecompany'slabordispatchedemployeesthroughthemain basebinaryassessmentmethod.Atthesametime,itadoptsmorematureperformance managementmethodsandmeasures,andcontinuouslyoptimizesandimprovesthe performancemanagementsystemoflabordispatchedemployeesthroughreasonableand efficientmanagementmeasures.Strengthentheapplicationofperformanceappraisal results,linktheperformanceappraisalresultswiththedevelopmentoflabordispatched employeesthemselves,andatthesametimeenhancethecommunicationandexchanges betweencompanymanagementpersonnelandlabordispatchedpersonneltohelp companiesattracttalentsandhelpthemretaintalents. Thepurposeofperformancemanagementistohelpandassistemployeestoimprove theirworkability.Theapplicationofareasonableperformancemanagementsystemcan notonlymotivateemployees,butalsoguideemployeestoenhancetheirpersonalvalue. Theoptimizedperformancemanagementsystemsubdividestheworkobjectivesof differentpositions,refinestheperformanceevaluationindicatorsaccordingtothework characteristicsofdifferentpositions,strengthensthecommunicationandfeedback mechanismbetweentheleadershipandthelabordispatchedemployees,andpromptly communicatesproblems.Maketimelycorrectionsandstriveforanewperformance managementsystemthatcanbeappliedtoeverylabordispatchedemployee.Atthesame time,strengthenthesafeguardsoftheperformancemanagementsystemtoensurethatthe optimizedperformancemanagementsystemcaneffectivelyimprovethepersonal performanceofthelabordispatchedemployees,improvetheworkefficiencyofthelabor dispatchedemployees,improvethesatisfactionandloyaltyofthelabordispatched employees,andincreasethelabordispatchedemployeesThesenseofbelongingand acquisitionofthecompanymaximizesthepersonalcapabilitiesofY’slabordispatching employees,andimprovestheoverallperformanceofthecompanythroughthe improvementofpersonalefficiency,therebyimprovingthecompetitivenessofthe companyamongcompaniesinthesameindustry.Increasecorporateprofitsandhelp companiesachievestrategicgoals. Keywords:labordispatch;performancesystem;performanceevaluation V 目录 第1章引言........................................................................................................................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..................................................................................................................1 1.2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 1.3研究内容及方法..........................................................................................................9 1.3.1研究内容..................................................................................................................9 1.3.2研究方法................................................................................................................10 1.4研究创新点................................................................................................................10 第2章概念界定及相关理论概述..................................................................................11 2.1概念界定....................................................................................................................11 2.1.1劳务派遣..............