I 摘要 2019年，西安欧亚学院以“价值观办学”理念和“质量！质量！质量！”为指导思 想，启动新一轮十年战略。2020年，围绕“国际化、应用型、课程体系重构与质量保障、 学生发展、组织变革与战略人力资源”五大工作重点，全面提升课程质量。二级分院作 为教学和学生发展工作的实施单位，其教师和行政人员是课程质量和学生发展质量的直 接保障者。如何能在新的战略要求下激发教师和行政人员的潜能，高质量完成工作，显 得尤为重要。绩效管理作为达成组织目标、激发员工潜能的方法被广泛应用，因此在新 的战略的要求下，在二级分院组织结构调整下，优化现有员工绩效管理方案，构建一套 科学的，顺应战略要求的绩效管理方案迫在眉睫。 本文调查研究了我国高校绩效管理的现状，深入研究了西安欧亚学院及XG学院的 发展目标和现行的绩效制度，寻找发展目标与绩效制度之间的偏差，结合最新的绩效管 理相关理论知识做了以下三方面的工作：第一，基于新形势下学校、教师、学生的特点， 深入剖析了现行绩效管理方案存在的问题：绩效考核存在认知误区；沟通辅导缺乏周期 有效性；评价方式、权重、结果分布不合理；专职教师绩效任务分配不均，评价标准不 够统一；行政人员绩效激励不足。分析了问题产生的原因，并进行了如下优化：纠正认 知误区，构建了三级宣讲培训计划；设定了三层绩效沟通机制；基于XG分院的组织结 构特点，增加了部门间的协同满意度反馈；在有限范围内公开绩效结果、优化了评价方 式及权重设置；结合工作内容和员工发展，提出了基于OKR和KPI共存的绩效评价办 法；提出了提升行政人员激励的思路。最后，给出了确保优化方案有效实施的保障措施。 此研究将有效激发员工内驱力，提升个人绩效，促进个人成长，实现分院及学校目 标。对欧亚学院的其他二级分院及其他民办院校，具有一定的借鉴作用。 关键词：绩效管理，KPI，OKR 西北大学硕士学位论文 II ABSTRACT In 2019, xi 'an Eurasia university launched a new ten-year strategy, and the concept of "value education" and ”Quality is everything” was regarded as the guiding ideology of the strategy. In 2020, in order to comprehensively improve the teaching quality, the university will focus on the five key tasks, which are "internationalization, application-oriented, curriculum system reconstruction and quality assurance, student development, organizational change and strategic human resources". Branch college is the implementation unit of teaching and student development, and the relevant teachers and administrators are the direct guarantee of curriculum quality and student development quality. It is of great significance to stimulate the potential of teachers and administrators and pushing them to do quality work. In recent years, performance management has been widely used to help achieve organizational goals and stimulate employees' potential. Therefore, it is necessary to optimize the existing employee performance management scheme and build a scientific performance management scheme that conforms to the strategic requirements. The current situation of performance management in Chinese universities has been investigated and studied in this paper, and the development goals and the current performance system of xi 'an Eurasia University and XG branch college have been thoroughly studied. The deviation between development goal and performance system is considered, and based on my latest theoretical knowledge of performance management the following three aspects of work were completed. Based on the characteristics of schools, teachers and students under the new situation, the existing problems in the current performance management scheme are analyzed in depth，they are: cognitive errors in performance appraisal; lack of cycle effectiveness in communication counseling; the irrationality of some factors, such as: evaluation method, weight, result distribution; teachers' performance tasks are unevenly distributed and evaluation standards are not uniform; insufficient performance incentive for administrative personnel. Secondly, the cause of the problem is analyzed and the corresponding optimization is carried out. They are: to correct the misunderstanding and construct the three-level propaganda training plan; set up a three-layer performance communication mechanism; based on the organizational structure characteristics of XG branch, the feedback of collaborative satisfaction between departments is increased; the performance results were disclosed in a limited range, and the evaluation method and weight setting were optimized; combined with ABSTRACT III the work content and staff development, a performance evaluation method based on the coexistence of OKR and KPI was proposed; put forward the idea of promoting the incentive of administrative personnel. Thirdly, some guarantee measures to ensure the effective implementation of the optimization scheme are given. This research will effectively stimulate employees' drive, improve personal performance, promote personal growth, and achieve the school and school goals. It can be used for reference to other secondary schools of Eurasia university and other private colleges and universities. Keywords: Performance management, KPI, OKR 西北大学硕士学位论文 IV 目 录 摘要 ................................................................................................................................... I ABSTRACT ....................................................................................................................... II 目 录 .............................................................................................................................. IV 第一章 绪论 ...................................................................................................................... 1 1.1研究背景与意义 ...................................................................................................... 1 1.2研究思路和方法 ...................................................................................................... 2 1.3研究内容和框架 ...................................................................................................... 2 1.4本文的主要贡献 ...................................................................................................... 3 第二章 研究现状与理论综述 .......................................................................................... 5 2.1文献综述 .................................................................................................................. 5 2.2绩效相关概念 .......................................................................................................... 8 2.2.1绩效的定义 ....................................................................................................... 8 2.2.2绩效的特点 ....................................................................................................... 8 2.2.3绩效的衡量方法 ............................................................................................... 8 2.3绩效管理的相关概念 .............................................................................................. 9 2.4绩效评价方法 ........................................................................................................ 10 2.4.1关键绩效指标 KPI ........................................................................................ 10 2.4.2 目标与关键成果法OKR ............................................................................... 11 2.4.3 绩效评价方法比较 ........................................................................................ 12 第三章 西安欧亚学院二级分院员工绩效管理现状与问题分析 ................................ 13 3.1西安欧亚学院XG分院基本情况 ........................................................................ 13 3.2 XG分院院员工构成和特点 ................................................................................. 14 3.3 XG分院现行员工绩效管理体系及分析 ............................................................. 17 3.3.1现行员工绩效管理体系 ................................................................................. 17 3.3.2员工绩效管理现状分析 ................................................................................. 21 3.4现行员工绩效管理存在的问题 .............................................