I 摘要 “十三五”以来，国内快递行业一直呈现出稳定的发展态势，众多民营快递 物流企业凭借科技赋能、规模化发展、引战上市途径扩大发展规模，提高产品市 场份额。邮政寄递业务近年来也经历着种种变革，但同行业发展、全网最佳、客 户期待比，还有很大差距。C 转运中心作为中国邮政在四川地区最大的邮件分拣和 中转中心，近五年的生产模式上有了极大转变，在时限和质量上有了较大提高， 但转型之路仍任重道远，关键问题依然难以解决，其一是各项成本居高不下难以 形成规模效应，其二是时限同行业优秀企业相比不够快也不够稳定，其三是服务 意识淡薄，响应速度慢，客户体验改善不明显，其四是科技赋能不足，内部处理 和运输环节依然停留在依靠经验判断的阶段。企业改革归根结底依靠的是人，优 秀的人才、稳定的员工队伍、良好的上下级沟通。从 C 转运中心目前面临的压力 和困境看，通过改进绩效管理体系，以此推动人力资源管理和企业经营管理提升 已迫在眉睫。 基于 C 转运中心对绩效管理体系的改善需求，本研究首先通过对 BSC 理论国 内外众多研究成果和绩效管理相关理论梳理，对绩效管理进行了界定，理清了绩 效管理与绩效考核的区别，明确了论文的框架与主体结构，为深入分析研究打下 基础；其次，通过案例分析、问卷调查和访谈，梳理 C 转运中心现行人事管理情 况和绩效管理办法，深入了解 C 转运中心绩效管理存在的主要问题；最后，运用 BSC+KPI 相关理论，提出适合 C 转运中心目前情况的绩效管理改进建议和方案。 研究结果显示，C 转运中心绩效管理存在的问题是复杂且多样的，当务之急是 改进其绩效管理目标体系，建立绩效管理实施保障机制，确保将有效的绩效结果 运用于企业人力资源管理其他方面。BSC 的四个维度实际上是层层递进的关系， 与集团公司对寄递业务的改革思路非常匹配，本文研究结果说明 BSC 运用于快递 物流业绩效管理是可行的。基于 BSC 的 KPI 指标体系能使企业组织行为与集团战 略步调一致，也有利于 C 转运中心持续主动改善上下环节组网模式，促进其由成 本中心向利润中心转型，对邮政企业网运环节其他同级企业具有一定的参考价值。 关键词：寄递业务，绩效管理，平衡计分卡ABSTRACT II ABSTRACT Since the "Thirteenth Five-Year Plan", our country's express delivery industry has continued to maintain rapid growth. Many private express logistics companies have continued to expand their business segments and market shares by means of technology empowerment, large-scale development, and IPOs. The production model has undergone tremendous changes in the past five years, and the time limit and quality have been greatly improved, but the road to transformation is still a long way to go. As the largest mail sorting and transfer center of China Post in Sichuan, C Transshipment Center has undergone great changes in its production model in the past five years, and has greatly improved its time limit and quality. However, the road to transformation is still a long way to go. The problem is still difficult to solve. One is that various costs remain high and it is difficult to form a scale effect. The second is that the time frame is not fast enough or stable compared with excellent companies in the industry. The third is that the service awareness is weak, the response speed is slow, and the customer experience is not improved. Obviously, the fourth is the lack of technological empowerment, and the internal processing and transportation links are still at the stage of relying on empirical judgments. In the final analysis, enterprise reform relies on people, excellent talents, stable workforce, and good communication between superiors and superiors. For companies, improving their human resource management capabilities and strengthening their management level is a task to be carried out as soon as possible. Based on the C Transit Center’s demand for improvement of the performance management system, the research first defines performance management by combing through numerous domestic and foreign research results of BSC theory and performance management related theories, clarifying the difference between performance management and performance appraisal.The above theoretical basis lays the foundation for in-depth analysis and research. Secondly, through case analysis, questionnaire surveys and interviews, sort out the current personnel management situation and performance management methods of C transfer center, and have a deep understanding of C transfer center about the main problems of performance management. Finally, using BSC+KPI related theories, put forward performance management improvement suggestions and programs suitable for the current situationABSTRACT III of C transfer center. The research results show that the problems in performance management of C transfer center was complex and diverse. Companies need to pay attention to the update and improvement of the performance management system, and provide specific guarantee mechanisms in the implementation of performance management plans to achieve the scientific application of performance appraisal results, especially improving the level of corporate human resource management. Effect, the research results of this article show that it is feasible to apply BSC to the performance management of the express logistics industry. The BSC-based KPI indicator system can make the corporate organizational behavior consistent with the group strategy, and it is also conducive to the continuous improvement of the upper and lower link networking mode of the C transfer center, and promotes its transformation from a cost center to a profit center. Enterprises at the same level have certain reference value. Keywords: delivery business, performance management, balanced scorecard目 录 IV 目 录 第一章 绪论........................1 1.1 选题背景................1 1.2 研究意义................2 1.3 研究方法和框架....2 1.3.1 研究方法....2 1.3.2 研究框架....3 1.4 研究创新之处........4 1.5 本章小结................5 第二章 相关理论概述........6 2.1 绩效管理的相关理论...........................6 2.1.1 绩效管理的核心理念...............6 2.1.2 绩效管理与组织战略的关系...6 2.1.3 绩效管理体系...........................7 2.2 BSC 的相关理论....8 2.2.1 BSC 的概念.8 2.2.2 BSC 指标体系四个基本维度....9 2.2.3 复杂系统决策常用方法—层次分析法..................9 2.3 BSC 的研究现状....9 2.3.1 各行业基于 BSC 的应用现状.10 2.3.2 BSC 在物流企业的应用现状..11 2.4 本章小结..............12 第三章 C 转运中心绩效管理体系现状分析..13 3.1 C 转运中心基本情况介绍..................13 3.2 C 转运中心近五年生产模式重大变化.............................13 3.3 C 转运中心人事管理基本情况..........15 3.3.1 企业组织架构.........................15 3.3.2 人员结构..15 3.3.3 年龄结构..16 3.3.4 学历结构..17 3.4 绩效管理现状......17目 录 V 3.4.1 考核对象..17 3.4.2 考核周期..18 3.4.3 考核内容..18 3.4.4 对现行绩效管理体系的评述.20 3.5 问卷调研情况......20 3.5.1 调查说明..20 3.5.2 调查问卷的设计与实施.........20 3.5.3 描述统计分析.........................21 3.5.4 效度检验与信度检验.............23 3.6 访谈调研情况......25 3.7 当前绩效管理存在的问题.................29 3.7.1 绩效管理实施目标与战略不清晰........................29 3.7.2 绩效指标设计不科学.............29 3.7.3 绩效结果应用单一.................30 3.7.4 绩效管理体系配套保障不完善............................30 3.8 本章小结..............31 第四章 基于 BSC 的绩效管理体系改进方案32 4.1 改进思路..............32 4.1.1 C 转运中心推行 BSC 绩效管理体系的必要性和可行性分析...........32 4.1.2 改进方案思路.........................33 4.2 C 转运中心中长期战略制定..............33 4.2.1 集团战略目标分析.................33 4.2.2 战略目标分解.........................36 4.2.3 绘制战略地图.........................37 4.3 构建 C 转运中心 BSC 指标体系...... 38 4.3.1 C 转运中心战略绩效指标库...38 4.3.2 行动方案的设计.....................44 4.3.3 绩效指标的目标值.................45 4.4 C 转运中心绩效指标权重设计..........46 4.4.1 指标权重确定原则.................46 4.4.2 基于层次分析法的指标权重确定过程与结果....46 4.5 构建各部门 BSC 指标体系...............53 4.5.1 部门指标设计原则.................53目 录 VI 4.5.2 部门指标分解.........................54 4.5.3 部门 BSC 指标体系设计步骤54 4.6 岗位指标体系的设计思路.................55 4.7 绩效结果应用......56 4.7.1 运用于岗位调整和晋升.........56 4.7.2 运用于员工个性化培训.........57 4.8 绩效管理体系实施的保障措施.........