石油装备制造业因其较高的技术门槛及行业特性一直以来都是一个小众行业，具 有较高的行业壁垒。特别是对于某些专用工具，更是如此。但随着我国石油工业的不 断发展，国企改革、国际先进企业及技术的进入，我国石油装备制造市场日趋壮大。 国内产生和发展了数百家具有一定规模的石油装备制造企业，螺杆钻具生产厂家也由 八十年代初期的四五家发展到现在的具有一定规模的企业四十余家。行业竞争愈发激 烈，产品利润空间一再降低，企业亟需提高其管理能力及产品技术水平。 随着绩效管理体系的不断完善，绩效评价在越来越多的企业中发挥着重要作用。 S 公司作为一家老牌的石油装备制造企业，由国企改制而来，由于行业特点及自身原 因，一直缺乏较强的竞争力。改制十余年来，企业销售收入一直维持在一个相对稳定 的区间，没能取得更快的、跨越式的发展。企业希望在科学定位发展战略的同时，着 重加强战略的传导与执行，构建出以战略实现为中心的管理文化。通过建立以战略目 标为导向的绩效评价体系来增强企业职工的竞争意识及战略服务意识，推动企业实现 战略式发展。 本文引入战略地图及绩效评价体系理论，首先通过问卷调查的方式分析总结 S 公 司在战略的传导、执行及绩效评价方面存在的问题，得出企业应用基于战略地图构建 出的绩效评价体系对推动企业战略传导与执行的可行性与必要性。接着从 S 公司最新 的发展战略出发，绘制出战略地图。完后在战略地图因果关系的基础上，从财务、客 户、内部流程及学习与成长四个层面，首先就公司层面的绩效评价指标进行分析确定， 形成公司层面的平衡计分卡，完后应用层次分析法确定各指标权重。然后应用相关性 识别及指标分解等分析方法进行部门和个人层面绩效评价指标的确定，构建出完整的 公司、部门、个人三级绩效评价指标体系。最后通过阐述 S 公司实施此体系的经过， 分析给出保障措施建议，同时对其实施效果给予评估，对于指导 S 公司继续优化企业 绩效评价制度具有一定的参考意义。 关键词：战略地图;绩效评价;评价指标;石油装备制造企业基于战略地图的绩效评价体系研究——以 S 石油装备制造公司为例 II ABSTRACT Because of its high technical threshold and industry characteristics, petroleum equipment manufacturing industry has always been a niche industry with high industry barriers. This is especially true for some special tools. However, with the continuous development of Chinese oil industry, the reform of state-owned enterprises and the entry of international advanced enterprises and technologies, Chinese petroleum equipment manufacturing market is growing. Hundreds of petroleum equipment manufacturing enterprises with a certain scale have been produced and developed in China. Screw drill manufacturers have also developed from 4-5 in the early 1980s to more than 40 enterprises with a certain scale. The industry competition is becoming more and more fierce, and the profit margin of products has been reduced again and again. With the continuous improvement of performance management system, performance evaluation plays an important role in more and more enterprises. As an old petroleum equipment manufacturing enterprise, S company is reformed from the state-owned enterprise. Due to the industry characteristics and its own reasons, S company has been lack of strong competitiveness. For more than ten years since the reform, the sales revenue of the enterprise has been maintained in a relatively stable range, and has failed to achieve faster and leapfrog development. At the same time, enterprises hope to strengthen the transmission and implementation of the strategy, and build a management culture centered on the realization of strategy. Through the establishment of performance evaluation system guided by strategic objectives to enhance the competitiveness and strategic service awareness of employees, and promote the strategic development of enterprises. This paper introduces the theory of strategic map and performance evaluation system, analyzes and summarizes the problems of S company in strategy transmission, implementation and performance evaluation by means of questionnaire survey, and concludes the feasibility and necessity for enterprises to apply performance evaluation system based on strategic map to promote enterprise strategy transmission and implementation. Then from the s company's latest development strategy, draw a strategic map. After that, on the basis of the causal relationship of strategic map, from the four levels of finance, customer, internal process and learning and growth, the performance evaluation河北地质大学硕士学位论文 III indicators at the company level are analyzed and determined to form a balanced scorecard at the company level. AHP is applied to determine the weight of each index. Then, the paper uses the correlation identification and index decomposition to determine the performance evaluation indicators at the Department and individual level, and constructs a complete three-level performance evaluation index system of the company, department and individual. Finally, through the elaboration of S company implementation of this system, the paper analyzes and gives some suggestions on safeguard measures, and evaluates its implementation effect, which has certain reference significance for guiding S company to continue to optimize the enterprise performance evaluation system. Key words: Strategic Map;Performance Evaluation ;Evaluation Index ; Oil Equipment Manufacturing Company河北地质大学硕士学位论文 V 目 录 摘要................................................................................................................................................................I Abstract.........................................................................................................................................................II 第一章 绪论............................................................................................................................................1 1.1 论文研究背景........................................................................................................................................1 1.2 国内外研究现状....................................................................................................................................2 1.2.1 国外研究现状.................................................................................................................................2 1.2.2 国内研究现状.................................................................................................................................2 1.2.3 国内外研究现状综评.....................................................................................................................4 1.3 研究目的及意义....................................................................................................................................4 1.3.1 研究目的.........................................................................................................................................4 1.3.2 研究意义.........................................................................................................................................5 1.4 研究方法和内容....................................................................................................................................5 1.4.1 研究方法.........................................................................................................................................5 1.4.2 研究内容.........................................................................................................................................6 1.5 本文的创新点........................................................................................................................................7 第二章 相关理论综述.........................................................................................................................8 2.1 绩效评价理论综述................................................................................................................................8 2.1.1 绩效评价.........................................................................................................................................8 2.1.2 绩效评价指标...............................................................................................................