A航空公司承担了巨大的社会责任和经济责任，如何在目前的市场竞争的新 形势下，能够保持企业的竞争力格外重要。而解决这一问题的重要途径就是通过 绩效考核来完成的，企业绩效考核的实施可以对其人事进行较好的把控，而且通 过绩效考核能够针对不同的员工进行较好的区分，尤其是企业后续的人事调动以 及骨干成员的选拔，均可以参照绩效考核的结果。同时企业所实行的绩效考核可 以与整个企业的奖惩制度的实施进程相吻合，充分通过绩效考核调动员工生产工 作的积极性，从而促进企业的发展。A航空公司坚持现代企业经营战略目标，不 断进行改革创新，力求更好的服务于社会经济全面发展。然而，A航空公司作为 一家重要的国有企业，人员能进不能出、收入能增不能减等问题非常严重，为了 更好的解决A航空公司存在的绩效管理问题，提升绩效考核的效率，实现科学管 理，文章对A航空公司现行绩效考核的相关内容进行了重点研究。 本文利用调查研究法对A航空公司现行绩效考核的相关内容，实施的具体措 施以及考核流程等进行了详细的介绍，并通过问卷和访谈，分析出A航空公司绩 效考核存在的问题和原因。在此基础上，针对A航空公司的战略进行进一步的剖 析，提出了A航空公司基于发展战略背景下的平衡记分卡的绩效考核体系，主要 针对公司级别、部门级别和员工级别的相关指标进行了进一步的优化。 本文的研究充分结合了绩效考核的相关理论，对A航空公司绩效考核相关方 案进行了具体分析，然后通过调查和访谈，深入了解了A航空公司绩效考核存在 的问题并进行剖析。最后本文充分结合了A航空公司的战略性发展方向，提出了 完善企业绩效薪酬激励机制，明确绩效考核目标，优化绩效指标设置，改进绩效 考核流程，提升绩效考核保障性措施等对策和建议，以促进A航空公司绩效考核 管理的发展。 关键词：A航空公司，绩效考核，平衡记分卡 3 Abstract Airline A has undertaken enormous social and economic responsibilities. How to maintain the competitiveness of enterprises under the new situation of market competition is particularly important. The important way to solve this problem is to complete through performance appraisal. The implementation of enterprise performance appraisal can better control its personnel, and through the performance appraisal can distinguish between different employees, especially enterprises Subsequent personnel changes and the selection of key members can refer to the results of performance evaluation. At the same time, the performance appraisal implemented by the enterprise can be consistent with the implementation process of the reward and punishment system of the entire enterprise, and fully mobilize the enthusiasm of employees in production through performance appraisal, thereby promoting the development of the enterprise. Airline A adheres to the strategic objectives of modern enterprise management, constantly reforms and innovates, and strives to better serve the overall development of social economy. However, as an important state-owned enterprise, Airline A has very serious problems such as whether people can enter or leave, and whether income can increase or decrease. In order to better solve the performance management problems existing in Airline A, improve the efficiency of performance evaluation and achieve scientific Management, the article focuses on the relevant content of the current performance assessment of Airline A. This article uses a survey method to introduce the relevant content, specific measures and evaluation process of the current performance evaluation of Airline A in detail. Through questionnaires and interviews, it analyzes the problems and causes of Airline A performance evaluation. On this basis, according to the further analysis of Airline A' strategy, Airline A proposed a performance evaluation system based on the balanced scorecard in the context of development strategy, mainly for the relevant indicators of company level, department level and employee level. Further optimization. The research in this paper fully combines the relevant theories of performance appraisal, and analyzes the relevant programs of Airline A' performance appraisal in detail. Then, through investigations and interviews, we deeply understand and analyze the problems existing in Airline A' appraisal of performance. Finally, this paper fully combines the strategic development direction of Airline A, and proposes to improve the 4 corporate performance compensation incentive mechanism, clarify the performance evaluation goals, optimize the performance index settings, improve the performance evaluation process, improve the performance evaluation support measures and other countermeasures and suggestions, to Promote the development of performance assessment management of Airline A. Key words: Airline A, performance appraisal, Balanced Scorecard 5 目录 第1章 绪论 .................................................................. 1 1.1 问题与研究背景 ...................................................... 1 1.2 研究的意义 .......................................................... 1 1.3 文献综述 ............................................................ 2 1.3.1 国外绩效考核研究 ............................................... 2 1.3.2 国内绩效考核研究 ............................................... 4 1.3.3 研究评述 ....................................................... 6 1.4 研究思路、方法和内容 ................................................ 6 1.4.1 研究思路 ....................................................... 6 1.4.2 研究方法 ....................................................... 7 1.4.3 研究内容 ....................................................... 8 第2章 基本概念与理论概述 .................................................... 9 2.1 绩效考核概述 ........................................................ 9 2.1.1 绩效考核基本概念 ............................................... 9 2.1.2 绩效考核的作用 ................................................. 9 2.2 常用的绩效考核方法 ................................................. 10 2.2.1 目标管理法（MBO） ............................................. 10 2.2.2 关键绩效指标法 ................................................ 11 2.2.3 360度绩效考核 ................................................ 11 2.2.4 平衡记分卡 .................................................... 12 第3章 A航空公司绩效考核现状分析 ........................................... 13 3.1 A航空公司概况...................................................... 13 3.1.1 A航空公司简介 ................................................ 13 3.1.2 A航空公司组织架构 ............................................ 13 3.2 A航空公司绩效考核现状分析 .......................................... 14 3.2.1 绩效考核的内容 ................................................ 14 3.2.2 绩效考核流程 .................................................. 15 3.2.3 绩效考核激励现状 .............................................. 16 3.3 A航空公司绩效考核现状的调查 ........................................ 17 3.3.1 绩效考核方案调查 .............................................. 17 3.3.2 调查问卷对象情况简介 .......................................... 17 3.3.3 问卷调查结果分析 .............................................. 18 6 第4章 A航空公司绩效考核存在的问题及原因分析 ............................... 22 4.1 A航空公司绩效考核存在的问题 ........................................ 22 4.1.1 绩效薪酬激励的满意度较差 ...................................... 22 4.1.2 绩效考核偏离战略性目标 ........................................ 22 4.1.3 绩效考核工作缺乏可操作性 ...................................... 23 4.1.4 绩效考核流程不够合理 .......................................... 23 4.1.5 绩效考核保障措施不到位 ........................................ 24 4.2 A航空公司绩效考核问题的原因剖析 .................................... 24 4.2.1 薪酬激励制度匮乏 .............................................. 24 4.2.2 员工对企业战略性目标不熟悉 .................................... 25 4.2.3 流程上忽视考核前后的沟通 ...................................... 26 4.2.4 保障措施难以推行 .............................................. 26 第5章 A航空公司绩效考核问题解决对策建议 ................................... 28 5.1 标杆企业（WG公司）的绩效考核 ....................................... 28 5.2 完善A航空公司绩效考核体系的对策和建议 ...................