随着我国社会的高速发展,市场竞争的日益激烈，怎样提升企业竞争力成为企业管 理者重点关注的问题。人力资源作为企业战略管理中的一部分，发挥着不可替代的突出 作用。绩效考核作为人力资源管理体系中不可缺少的一部分，是企业管理以及人资管理 系统中的管理活动之一。基于对企业的各项经营、生产以及管理活动进行分解，具体到 各个岗位，就能够形成岗位权力责任体系。当前需要把绩效管理考核体系和基层管理实 际进行结合，才可以有效的发挥出考核的作用，让绩效考核得到全面的落实。 基层管理人员是企业生存以及发展的基础力量，运用科学规范的方法对其进行绩效 考核，能够促进基层管理人员作用的发挥。本文为T投资公司提升绩效管理水平提供具 体的指导建议，也给其他的类似企业提供借鉴和参考。以T投资公司的基层管理人员为 研究对象，大量参考前人关于绩效考核的相关研究，阅读公司已有的文档资料，分析目 前公司的绩效考核现状，结合对基层的满意度调查，发现绩效考核工作中存在问题及原 因，并以此为基础，以企业的自身特征为立足点，优化当前的考核体系。 本篇文章通过分析T投资公司绩效考核工作中存在的问题及原因，有针对性的制定 优化方案，从前期准备工作到制定KPI体系，围绕指标确定、实施绩效考核评价、结果 反馈与应用全过程来设计优化绩效考核体系，最后提出保障优化方案实施的系列举措 等。 关键词：投资公司；基层管理人员；绩效考核 II THECURRENTSITUATIONANDOPTIMIZATIONANALYSISOFTHE PERFORMANCEAPPRAISALOFTHEBASICMANAGERSINTINVESTMENT COMPANY ABSTRACT WiththerapiddevelopmentofChina'ssocietyandtheincreasinglyfiercemarket competition,howtoimprovethecompetitivenessofenterpriseshasbecomethefocusof enterprisemanagers.Asapartofenterprisestrategicmanagement,humanresourcesplayan irreplaceablerole.Basedonthedecompositionoftheenterprise'svariousoperations, productionandmanagementactivities,specifictoeachpost,thepostpowerandresponsibility systemcanbeformed.Atpresent,itisnecessarytocombinetheperformancemanagement assessmentsystemwiththeactualmanagementatthegrassrootslevel,soastoeffectively playtheroleofassessmentandmakeperformanceassessmentfullyimplemented. Grass-rootsmanagersarethebasicforceforthesurvivalanddevelopmentofenterprises. Scientificandreasonableperformanceappraisalcanpromotetheroleofgrassrootsmanagers. ThispaperprovidesspecificguidanceandSuggestionsforTinvestmentcompanytoimprove theperformancemanagementlevel,andalsoprovidesreferenceforothersimilarenterprises. TakingthegrassrootsmanagersofTinvestmentcompanyastheresearchobject,makingalot ofreferencetothepreviousresearchonperformanceappraisal,readingtheexisting documentsofthecompany,analyzingthecurrentsituationofthecompany'sperformance appraisal,andcombiningwiththesatisfactionsurveyofthegrassroots,findingtheproblems andreasonsintheperformanceappraisalwork,andtakingthecharacteristicsofthecompany asthefoothold,optimizingtheexistingperformanceappraisalmanagementsystem. ByanalyzingtheproblemsandcausesintheperformanceappraisalworkofT investmentcompany,thispapermakestargetedoptimizationplans,fromthepreparatorywork tothedevelopmentofKPIsystem,designsandoptimizestheperformanceappraisalsystem III basedonthewholeprocessofindicatordetermination,performanceappraisalimplementation, resultfeedbackandapplication,andfinallyproposesaseriesofmeasurestoensurethe implementationoftheoptimizationplan. KEYWORDS:Investmentcompany;Basicmanagementpersonnel;Performance appraisal IV 目录 摘要.........................................................................................................................................I ABSTRACT...................................................................................................................................II 第一章绪论...............................................................................................................................1 1.1选题背景和研究意义.........................................................................................................1 1.1.1选题背景.........................................................................................................................1 1.1.2研究目的和意义.............................................................................................................1 1.2国内外研究综述.................................................................................................................2 1.2.1国外研究综述.................................................................................................................2 1.2.2国内研究综述.................................................................................................................3 1.3研究内容及方法.................................................................................................................4 1.3.1研究内容.........................................................................................................................4 1.3.2研究方法.........................................................................................................................4 第二章T投资公司基层管理人员绩效考核现状...................................................................6 2.1绩效考核及相关术语的概念.............................................................................................6 2.1.1绩效考核.........................................................................................................................6 2.1.2任务绩效指标.................................................................................................................6 2.1.3周边绩效指标.................................................................................................................6 2.1.4绩效结果应用.................................................................................................................6 2.2T投资公司概况..................................................................................................................6 2.2.1T投资公司组织架构......................................................................................................7 2.2.2T投资公司基层管理人员现状......................................................................................8 2.3T投资公司基层管理人员绩效考核现状..........................................................................8 2.3.1绩效考核目的.................................................................................................................8 2.3.2职责与权限.....................................................................................................................8 2.3.3绩效考核周期.................................................................................................................9 V 2.3.4月度绩效考核.................................................................................................................9 2.3.5年度绩效考核...............................................................................................................10 2.3.6绩效考核等级评定.......................................................................................................12 2.3.7员工绩效考核结果审批...............................................................................................13 2.3.8绩效沟通与辅导...........................................................................................................14 2.3.9绩效申诉.......................................................................................................................14 2.3.10员工绩效考核结果的应用.........................................................................................16 2.4T投资公司基层管理人员绩效考核满意度调查............................................................16 2.4.1调查问卷的设计...........................................................................................................16 2.4.2调查结果分析...............................................................................................................16 第三章T投资公司基层管理人员绩效考核存在问题及原因.............................................20 3.1绩效考核存在的问题........................................................................................................20 3.1.1绩效考核制度与公司战略目标结合不紧密................