I 摘要 企业的目标是为客户创造价值并实现自身商业成功，中层管理者的使命与责任就 是分解组织战略，制定任务目标，带领团队持续为客户创造价值，最终实现公司商业 成功和长期生存。XK公司在新的竞争环境下，勇于创新，积极变革，寻求先进管理 方法，力争创建高绩效管理团队，以在激烈的商业竞争环境中，高效发展实现企业经 营目标。但是，在变革与发展中，企业中层管理者原有的绩效管理现状无法支撑变革 与创新落地，并助企业在日益竞争激烈的商业环境中实现商业成功。主要表现在：绩 效目标未有能效支撑企业战略与经营目标、以责任结果为导向的价值评价体系作用未 充分发挥、关键指标未有效实质分解、绩效结果未深入应用、激励措施不明确、管理 变革效果不明显、企业经营效益逐步下滑等等。针对存在的问题，笔者对XK公司中 层管理者绩效考核实践研究具有较大的现实意义。 本文回顾了绩效考核相关理论和绩效考核方法。运用调查问卷、文献分析、数据 分析、人员访谈等方法，结合对XK公司中层管理者绩效考核调查分析的结果，总结 出提升XK公司中层管理者绩效管理水平的具体路径为；一是深入理解企业经营目标 及文化价值观；二是明确中层管理者绩效考核的目标与基本原则；三是进行各中层管 理岗位分析，明确岗位职责、工作目标与任职条件；四是进行绩效考核方案设计，包 括确定关键绩效指标、建立绩效指标库、设定考核权重、明确考核关系及各方职责、 建立评价标准及文化价值观评价等；五是设计绩效考核周期及适用组织；六是明确考 核结果的反馈与申诉路径；七是改善绩效考核结果的应用方向。通过优化XK公司中 层管理者的绩效考核体系，激发中层干部的潜能，使得“能者上，庸者下”，建立高绩 效团队，带领团队实现组织目标。 中层管理者是企业的脊梁，在团队运作中扮演着重要的执行角色，如果这个层级 的管理者战略目标不清晰、任务目标不明确、岗位职责界定不清、素质能力不足，就 不可能创建高绩效团队，并带领团队实现组织目标，最终影响企业经营目标的实现。 企业间的竞争已升华至管理的竞争。通过绩效考核结果的运用，激发中层管理者的活 力，使其有效发挥管理职能，是提升组织效率、经营效率、促进企业成功的有效手段。 关键词：中层管理者，绩效考核，改进研究 ABSTRACT III ABSTRACT The goal of an enterprise is to create value forcustomers and achieve its own business success. The mission and responsibility of middle managers is to decompose organizational strategies, formulate mission objectives, and lead the team to create value for customers continuously, so as to realize the company's business success and long-term survival. XK company is brave to innovate and active to reform, seeking advanced management methodsand strive to create a high-performance management team in the new competitive environment, in order to achieve high-efficient development and business objectives in the fierce business competition. However, the original performance management status of middle-level managers can not support revolution and innovationand help enterprises achieve business success in an increasingly fierce competitive business environmentin the process of revolution and development. It manifests as follows: the performance objectives fail to effectively support the enterprise's strategic and operational objectives, the value evaluation system oriented by responsibility results is not fully played, the key indicators are not effectively and substantially decomposed, the performance results are not thoroughly applied, incentive measures are not clear, the effect of management innovation is not obvious, and the enterprise's operating efficiency is gradually declining,etc. In view of the existing problems, it has great practical significance to the research on the performance appraisal practice of middle-level managers in XK Company. This article reviews the relevant theories and methods of performance appraisal. By means of questionnaires, literature analysis, data analysis and personnel interviews, combined with the results of the investigation and analysis of the performance appraisal of middle-level managers in XK Company, the specific ways to improve the performance appraisal level of middle-level managers in XK Company are summarized as follows: firstly, to deeply understand the business objectives and cultural values of the enterprises; secondly, to clarify the objectives and basic principles of the middle-level managers'performance appraisal, thirdly, to analysethe post of each middle-level manager,to clarifythe job responsibilities, objectives and qualifications, fourthly, to design the performance appraisal scheme, including the determination of key performance indicators, the establishment of performance indicators database, the setting of appraisal 西安电子科技大学硕士学位论文 IV weights, the clarification of appraisal relations and responsibilities of all parties, and the establishmentof evaluation criteria and cultural values evaluation,fifthly, to design performance appraisal cycle and applicable organization,sixthly, to clarify the feedback and appeal path of assessment results,seventhly, to improve the application direction of performance appraisal results. By optimizing the performance appraisal system of middle-level managers in XK Company, stimulating the potential of middle-level managers, using the capable ones and reliefing the incapable ones, to establish high-performance teamand lead the team to achieve organizational goals. Middle-level managers are the backbone of the enterprise and play an important executive role in team operation. If the strategic objectives of the managers at this level are not clear, the task objectives are not clear, the job responsibilities are not clearly defined, and the quality and ability are insufficient, it is impossible to create a high-performance team and lead the team to achieve organizational goals, which will ultimately affect the realization of business objectives. Competition among the enterprises has been sublimated to management competition. Through the application of performance appraisal results, stimulating the vitality of middle-level managers and making them effectively play their management functions is an effective means to improve organizational efficiency, operational efficiency and promote the success of enterprises. Keywords: middle-level managers, performance appraisal, omprovement research 插图索引 V 插图索引 图1. 1 论文结构框架图 ......... 8 图3. 1 XK公司组织架构示意图 ........................ 16 图3. 2 XK公司人员结构图 . 17 图3. 3 XK公司人员学历分布图 ........................ 17 图3. 4 XK公司人员工作成熟度分布图 ............ 18 图3. 5 XK公司敏捷组织敬业度分析图 ............ 19 图3. 6 XK公司绩管理认可度分析图 ................ 19 图3. 7 XK公司中层管理者性别比例图 ............ 20 图3. 8 XK公司中层管理人员年龄分布图 ........ 21 图3. 9 XK公司中层管理者受教育程度分布图 21 图3. 10 XK公司中层管理人员专业技能水平分布图 ..................... 22 图3. 11 XK公司中层管理团队360评估分析图.............................. 22 图3. 12 XK公司人力资源战略规划 .................. 26 图3. 13 中层管理者对绩效管理了解程度 ........ 35 图3. 14 中层管理者对绩效管理培训认知情况 36 图3. 15 中层管理者对公司绩效满意度 ............ 36 图3. 16 中层管理者对激励作用认知情况 ........ 37 图3. 17 中层管理者对公司现行绩效评价维度及结果客观性评价 .............................. 37 图3. 18 中层管理者对绩效结果反馈希望获取信息需求 ............... 38 图3. 19 中层管理者对战略目标与绩效考核切合度认知 ............... 39 图3. 20 中层管理者对绩效制度传递战略目标是否发挥作用 ....... 39 图3. 21 中层管理者对绩效考核目标的理解 .... 40 图3. 22 中层管理者对绩效考核周期的满意度 41 图4. 1 绩效结果应用 ........... 70 表格索引 VII 表格索引 表3. 1 XK公司十三五战略规划 ......................... 24 表3. 2 XK公司十三五人工成本测算表 ............. 25 表3. 3 XK公司十三五人才结构配置计划表 ..... 26 表3. 4 XK公司内部关系项考核标准 ................. 29 表3. 5 XK公司绩效沟通表 .. 31 表3. 6 XK公司绩效考评标准表 ......................... 32 表3. 7 XK公司绩效访谈统计表 ......................... 33 表3. 8 XK公司样本统计表 .. 34 表4. 1 XK公司中层管理岗位设置计划表 ......... 48 表4. 2 XK公司中层管理者岗位说明模板 ......... 49 表4. 3 区域总监岗位说明书 51 表4. 4 XK公司2019年KPI指标表 .................. 54 表4. 5 销售与服务管理中心指标分解矩阵 ....... 55 表4. 6 产品方案解决中心指标分解矩阵 ........... 5