近年来，随着经济的快速发展，越来越多的人更加关注教育质量，这也为我 国教育培训行业提供了良好的发展土壤。经过多年发展，我国培训公司已经成我 全国教育体系重要组成部分。教育培训行业迅猛发展，全国培训公司数量持续增 多，行业内竞争压力也在持续增加。为了获得长远发展，在激烈行业竞争中立于 不败之地，加强培训公司绩效评价工作就显得尤为重要，大力提升教师队伍的工 作绩效不仅能够提升培训公司员工的收入，同时也能够提升培训公司的经营效 益，促进机构不断发展壮大。现实情况来看，培训公司开展绩效评价工作的时间 不长，在具体执行过程中也面临众多的问题，如培训公司教师职业发展面临瓶颈、 教师绩效评价标准不明确、薪酬水平提升导致绩效逆向等问题严重影响了培训公 司绩效的提升，也影响了行业的健康长远发展。 本文以TY培训公司为例，采用文献研究法、问卷调查法和访谈法，首先， 归纳总结了国内外学者关于绩效评价的研究结论，并对绩效评价、绩效评价的流 程、目标管理法、关键业绩指标以及平衡计分卡进行了阐述。其次，结合TY培 训公司概况、组织架构及人力资源状况，对TY培训公司绩效评价现状进行了调 研，结果显示，目前TY培训公司绩效评价主要存在的问题有绩效评价目标不明 确、绩效指标设定不合理、绩效评价制度不完善、缺乏有效的沟通机制、结果反 馈机制不完善等方面。第三，结合前文分析内容，通过明确TY培训公司绩效评 价体系设计的目标和原则，从公司KPI指标优化设计、部门KPI指标优化设计、 员工KPI指标优化设计、KPI指标权重优化设计、KPI考核周期优化设计、绩效 计划优化设计、绩效实施与辅导优化设计、绩效考核优化设计、绩效反馈优化设 计以及绩效考核结果应用优化设计等方面提出了TY培训公司绩效评价体系优化 方案。最后，从组织、制度和文化三个方面提出了TY培训公司绩效评价体系优 化方案实施保障。本文通过研究TY培训公司绩效评价优化方案，希望能够为提 升TY培训公司绩效评价能力提供参考，同时也为其他培训公司绩效评价体系的 完善和优化提供指导和借鉴。 关键词：培训公司；员工绩效评价；目标计划；考核指标 III Abstract Inrecentyears,withtherapiddevelopmentofeconomy,moreandmorepeople paymoreattentiontothequalityofeducation,whichalsoprovidesagood developmentsoilfortheeducationandtrainingindustryinChina.Afteryearsof development,China'seducationandtraininginstitutionshavebecomeanimportant partofthenationaleducationsystem.Withtherapiddevelopmentofeducationand trainingindustry,thenumberofnationaleducationandtraininginstitutionscontinues toincrease,andthecompetitivepressureintheindustryalsocontinuestoincrease.In ordertoachievelong-termdevelopmentandremaininvincibleinthefierceindustry competition,itisparticularlyimportanttostrengthentheperformanceevaluationof educationandtraininginstitutions.Vigorouslyimprovingtheperformanceofteachers cannotonlyimprovetheincomeofemployeesofeducationandtraininginstitutions, butalsoimprovetheoperatingefficiencyofeducationandtraininginstitutions,and promotethecontinuousdevelopmentandgrowthofinstitutions.Inreality,educational andtraininginstitutionshavenotbeencarryingoutperformanceevaluationforalong time,andtheyalsofacemanyproblemsinthespecificimplementationprocess,such asthebottleneckoftheprofessionaldevelopmentofteachersineducational institutions,theunclearperformanceevaluationstandardsofteachers,andtheadverse performancecausedbytheimprovementofsalarylevel,whichhaveseriously affectedtheimprovementofperformanceofeducationalandtraininginstitutions,as wellasthehealthandlong-termdevelopmentoftheindustryExhibition. TakingTYeducationandtrainingcompanyasanexample,thispaperadoptsthe methodsofliteratureresearch,questionnairesurveyandinterview.Firstly,it summarizestheresearchconclusionsofdomesticandforeignscholarson performanceevaluation,andexpoundstheperformanceevaluation,theprocessof performanceevaluation,targetmanagement,keyperformanceindicatorsandbalanced scorecard.Secondly,combinedwiththegeneralsituation,organizationalstructureand humanresourcesituationofTYeducationandtrainingcompany,thispaper investigatesthecurrentsituationofperformanceevaluationofTYeducationand IV trainingcompany.Theresultsshowthatthemainproblemsofperformanceevaluation ofTYeducationandtrainingcompanyareunclearperformanceobjectives, unreasonableperformanceindicators,imperfectperformanceevaluationsystem,lack ofeffectivecommunicationmechanismandperformanceevaluation，thefeedback mechanismofappraisalresultsisnotperfectandotheraspects.Third,combinedwith theaboveanalysis,throughdefiningtheobjectivesandprinciplesoftheperformance evaluationsystemdesignofTYeducationandtrainingcompany,wecanoptimizethe company'sKPIindexdesign,Department'sKPIindexdesign,employee'sKPIindex design,KPIindexweightdesign,KPIassessmentcycledesign,performanceplan design,performanceimplementationandguidancedesign,andperformance assessmentdesignIntheaspectsofdesign,performancefeedbackoptimizationdesign andapplicationoptimizationdesignofperformanceappraisalresults,theoptimization schemeofperformanceappraisalsystemofTYeducationandtrainingcompanyisput forward,andtheimplementationguaranteeoftheoptimizationschemeof performanceappraisalsystemofTYeducationandtrainingcompanyisputforward fromthreeaspectsoforganization,systemandculture.Thispaperstudiesthe performanceevaluationoptimizationprogramofTYeducationandtrainingcompany, hopingtoprovidereferenceforimprovingtheperformanceevaluationabilityofTY educationandtrainingcompany,andalsoprovideguidanceandreferenceforthe improvementandoptimizationofperformanceevaluationsystemofothertraining institutions. Keywords:Trainingcompany；Performanceevaluation；Objectiveplan； Assessmentindex V 目录 摘要............................................................................................................................I Abstract........................................................................................................................III 一、绪论........................................................................................................................I （一）研究背景及意义.........................................................................................I 1.研究背景.......................................................................................................I 2.研究意义.......................................................................................................1 （二）国内外研究现状.........................................................................................2 1.绩效评价在企业中的应用研究...................................................................2 2.绩效评价的工具研究...................................................................................3 3.研究评述.......................................................................................................4 （三）主要内容及研究方法.................................................................................5 1.主要内容.......................................................................................................5 2.研究方法.......................................................................................................5 3．研究框架....................................................................................................7 二、相关概念及理论基础............................................................................................8 （一）相关概念.....................................................................................................8 1.绩效评价.......................................................................................................8 2.评价流程.......................................................................................................9 （二）绩效评价的主要方法...............................................................................10 1.目标管理法.................................................................................................10 2.关键业绩指标.............................................................................................11 3.平衡计分卡.................................................................................................12 （三）目标管理导向的绩效评价理论...............................................................13 1.目标管理的实施步骤.................................................................................13 2.