“十三五”时期，是我国转变经济发展方式的关键期，企业为适应新形势新挑战， 就需要全面部署，不断深化改革，激发企业活力，而这一系列都离不开人才队伍，对 人才的有效激励，才会给企业带来源源不断的动力。而在人才激励方面，如何构建科 学健全的绩效考核体系，又成为很多企业的难题。 在全国推动国企深化改革的大浪潮下，Q公司在实际管理工作中遇到了很多棘手 问题，其中，原有绩效考核体系已经名存实亡，基本就是走过场，大家绩效都差不多， 一团和气。这样一来，对于真正努力工作的或者有技术本领的员工而言有失公允，对 于工作懈怠的员工来说也不用承受很多的压力，所以人才流失、员工怠工等问题越来 越凸显。本文针对Q公司存在的绩效考核体系问题，通过采取查看资料和公司内部访 谈等收集了Q公司绩效考核相关信息，最后采用关键绩效指标法、360度绩效考核法 等方法对Q公司绩效考核体系进行了深入分析并加以改善，以帮助Q公司更好地管理 人才，提升竞争力。 通过分析发现Q公司现行的绩效考核体系存在考核主体相对单一、考核对象不够 明确、考核指标设置粗糙、考核方式太过主观、考核结果差距不大和趋于形式等问题。 本文从解构Q公司战略目标入手，进行层层分解，再结合Q公司的组织架构和内外环 境分析得出，目前Q公司需要优先达成经济目标和提高员工积极性。基于此，本文重 新构建了Q公司指标体系，突出了业务部门的经济指标，对不同部门、不同层级的员 工实行差异化策略。比如提高业务部门的关键绩效指标权重；在中高层领导不仅要考 核关键绩效指标，还加入了行为绩效指标和计划绩效指标。本文最终形成了针对职能 部室、分公司、项目部、中层领导、基层员工不同的绩效考核体系，明确了各考核对 象的考核方式、考核周期、考核内容及权重、考核人、核算方式等内容，从而形成了 Q公司的绩效考核方案。通过绩效考核，公司可以发现员工在工作方面的不足之处并 针对性的解决问题，还可以用于员工的薪酬调整，提高绩效的调节能力。另外，部门 和员工的绩效考核结果还可以对人事调整、职位晋升提供一定的参考依据。 本文提出的绩效考核体系在Q公司施行一段时间后，收到了良好反馈，在该绩效 考核体系的推动下，现在公司各部门、员工个体、分公司之间目标趋于统一，形成了 较强烈的目标导向，在很大程度上提升了公司内部凝聚力，员工积极性明显提升。另 外，公司的营业额也稳中有升。所以，Q公司利用本文所提绩效考核体系基本达到了 激励员工和提升经济效益的目的。但是由于作者研究能力和理论水平有限，Q公司实 际情况也复杂多变，本文所提绩效考核体系也不尽完善，很多地方还需要在日后的应 用中根据实际情况加以调整。 关键词：绩效考核指标体系；KPI；PPI；BPI；绩效考核方案 Abstract The "Thirteenth Five-Year Plan" period is a crucial period for China to transform its economic development mode. In order to adapt to the new situation and new challenges, enterprises need to fully deploy, continuously deepen reforms, and stimulate the vitality of enterprises. This series is inseparable from the talent team. The effective encouragement of talents will bring continuous motivation to enterprises. In terms of talent incentives, how to build a sound performance appraisal mechanism has become a problem for many enterprises. Under the great tide of promoting the deepening reform of state-owned enterprises across the country, Q Company encountered many thorny problems in the actual management work. Among them, the original performance appraisal system has existed in name only, basically the performance is gone, everyone's performance is similar. In this way, it is unfair to employees who are really hard working or have technical skills. For those who are lax in work, they do not have to bear a lot of pressure. So the problems of brain drain and employee absenteeism are becoming more and more prominent. In view of the performance appraisal system of Q company, this paper collects relevant information by means of viewing data and internal interviews. Finally, it uses the key performance indicator method and 360-degree performance appraisal method to analyze and analyze Q company performance appraisal system. Improve to help Q companies better manage talent and enhance competitiveness. Through analysis, it is found that the current performance appraisal system of Q company has the problems that the appraisal subject is relatively single, the appraisal object is not clear, the appraisal index is rough, the appraisal method is too subjective, the appraisal result is not big and tends to form. This paper starts with the deconstruction of Q company's strategic goals, and decomposes at different levels. Combined with Q's organizational structure and internal and external environmental analysis, Q company needs to prioritize economic goals and improve employee enthusiasm. Based on this, this paper reconstructs the Q company index system, highlights the economic indicators of the business department, and implements differentiated strategies for employees in different departments and different levels, such as increasing the weight of key performance indicators of the business department. For example, middle and high-level leaders must not only assess key performance indicators but also include behavioral performance indicators and program performance indicators. This paper finally forms a different performance appraisal system for functional departments, branches, project departments, middle-level leaders, and grassroots employees, and clarifies the assessment methods, assessment cycles, assessment contents and weights, appraisers, accounting methods, etc. At the same time, the application suggestions of performance appraisal results under the performance appraisal system are put forward. Through performance appraisal, the company can find the inadequacies of employees in the work and solve problems in a targeted manner. It can also be used for employee salary adjustment and improve performance adjustment. In addition, the results of performance appraisal also provide a certain reference for personnel adjustment, job promotion. The performance appraisal system proposed in this paper received good feedback after the implementation of Q company for a period of time. Under the impetus of the performance appraisal system, the goals of various departments, employees and branches of the company tend to be unified. The goal orientation has greatly enhanced the internal cohesiveness of the company, and the enthusiasm of employees has been significantly improved. In addition, the company's turnover has also increased steadily. Q Company has used the performance appraisal system proposed in this article to basically motivate employees and improve economic benefits. However, due to the limited research ability and theoretical level of the author, the actual situation of Q company is also complex and changeable. The performance appraisal system proposed in this paper is not perfect. The performance appraisal is need to be adjusted according to the actual situation in future applications. Key words: Performance Appraisal Indicator System, Key Performance Indicators， Plan Performance Indicators, Behavioral Performance Indicators, Performance Appraisal I 目 录 摘要 ......... I ABSTRACT ............................ III 第一章 绪 论 ....................... 1 1.1 研究背景和研究意义 ........ 1 1.1.1 研究背景 ......................... 1 1.1.2 研究意义 ......................... 1 1.2 文献综述 ............................ 1 1.2.1 绩效考核体系研究 ......... 2 1.2.2 绩效考核方法研究 ......... 3 1.2.3 文献综述总结 ................. 5 1.3 研究方法和思路 ................ 5 1.3.1 研究方法 ......................... 5 1.3.2 研究思路 ......................... 6 1.4 本文创新和不足之处 ........ 8 第二章 绩效考核理论基础 ... 9 2.1 绩效指标和考核体系 ........ 9 2.1.1 绩效的含义 ..................... 9 2.1.2 绩效考核指标 ................. 9 2.1.3 绩效考核体系 ............... 10 2.2 绩效考核方法 .................. 11 2.2.1 关键绩效指标法 ........... 11 2.2.2 360度考核法 ................. 13 第三章 Q公司绩效考核体系诊断 .................... 14 3.1 Q公司概况 ....................... 14 3.1.1 Q公司简介 .................... 14 3.1.2 整体现状 ....................... 14 3.2 Q公司绩效考核现状 ....... 15 3.2.1 Q公司绩效考核调研 .... 15 3.2.2 Q公司绩效考核现状分析 ........................... 16 3.3 Q公司绩效考核体系问题诊断 ...................... 16 第四章 Q公司绩效考核指标体系优化 ........