随着社会的发展，以前的粗放式经营已经走不通了，企业需要步入精细 化管理时代。企业的发展，归根结底最关键的还是人力资源，有了人才，才 能创造一切。绩效管理体系的有效实施才能更大地发挥人才的作用。GYDQ 公司需要寻找一套更适合公司目前发展现状的，能够起到科学的管理、有效 的激励、快乐工作、搭建幸福织织的绩效考核管理体系。 本文以GYDQ公司为研究对象，首先对研究的目的和意义进行了分析， 接着综述了国内外绩效考核方面的研究现状，并有针对性的归纳了绩效考核 的几个相关理论。然后介绍了GYDQ公司的绩效考核现状，全面指出了 GYDQ公司现有绩效考核管理体系五个方面的问题，具体包括：GYDQ公司 工程人员对绩效考核的实际作用认知不足；绩效考核内容与工作数量和质量 关联度较弱；绩效考核评定过程不透明，结果不公开；绩效考核结果运用单 一；缺少绩效反馈等五个方面。对问题的原因进行了深入的分析，即：管理 者自身素质不足影响考核效果，企业“和合”文化导致绩效考核难以有效开展， 缺乏申诉沟通机制，缺少绩效考核宣传及培训。针对上述问题，本研究提出 了绩效考核管理体系方案重新设计，分析了重构的意义、原则，选择适合 GYDQ公司现状的考核方法，并从考核指标及权重、数据收集、周期及分值 核定、结果运用、日常工作辅导、反馈方式及申诉沟通机制进行了详细设计， 并提出了绩效考核管理体系的实施流程及体系的评价指标。最后本研究提出 了绩效考核管理体系实施的保障措施，如获取公司领导的支持，引导工程人 员重视绩效考核工作，做好管理人员培训，构建良好的绩效考核运行环境等。 其中运行环境是从八个方面进行全面阐述的，包括：紧跟GYDQ公司发展战 略，组织结构明确职责体系，岗位职责突显岗位价值，工作流程确保执行规 范，薪酬激励提高工程人员动力，文化制度规范日常行为，培训体系提升工 程人员能力，监督检查确保执行到位。 本研究针对GYDQ公司绩效考核管理体系所展开的研究，为企业在人力 资源管理方面提供了绩效考核管理的解决方案和管理思路，为企业未来参与 行业竞争提供了人才的保障，提高了竞争力。 关键词：工程人员；绩效考核；目标管理；积分管理 哈尔滨工业大学工商管理硕士学位论文 - II - Abstract With the development of society, extensive management has gone through the past. Enterprises need to enter the era of meticulous management. In the final analysis, the most important thing is the human resources. With talent, we can create everything. The effective implementation of performance management system can give full play to the role of talents. GYDQ company needs to find a system that is more suitable for the current development of the company, and can be a scientific management, effective incentive, happy work, and build a happy fabric performance appraisal management system. This paper takes GYDQ company as the research object. Firstly, the purpose and significance of the research are analyzed. Then, the research status of performance appraisal at home and abroad is summarized, and several relevant theories of performance appraisal are summarized. Then it introduces the current situation of performance appraisal of GYDQ company, and points out five problems of the current performance appraisal management system of GYDQ company, including: insufficient recognition of the actual role of performance appraisal by engineers of GYDQ company; weak correlation between the content of performance appraisal and the quantity and quality of work; the process of performance appraisal is opaque and the results are not public; performance appraisal results are applied in a single way; lack of performance feedback. The causes of the problem are analyzed in depth, that is, the insufficient quality of managers affects the evaluation effect, the "harmony" culture of enterprises makes it difficult to carry out the performance evaluation effectively, the lack of complaint communication mechanism, and the lack of publicity and training for performance evaluation. In view of the above problems, this study proposes a redesign of the performance appraisal management system, analyses the significance and principles of the reconstruction, chooses a suitable appraisal method for the current situation of GYDQ company, and from the appraisal indicators and weights, data collection, cycle and value verification, results application, daily work guidance, feedback methods and complaint 哈尔滨工业大学工商管理硕士学位论文 - III - communication. The mechanism is designed in detail, and the implementation process and evaluation index of the performance appraisal management system are put forward. Finally, this study puts forward the safeguard measures for the implementation of performance appraisal management system, such as obtaining the support of company leaders, guiding engineers to attach importance to performance appraisal work, doing a good job of training managers, building a good performance appraisal operation environment, etc. Among them, the operating environment is elaborated from eight aspects, including following the development strategy of GYDQ company, defining the responsibility system of organizational structure, highlighting the value of the post, ensuring the implementation of the work process, improving the motivation of engineers by salary incentives, standardizing the daily behavior of cultural system, and upgrading the engineers by training system. Ability, supervision and inspection to ensure that the execution is in place. The research on the performance appraisal management system of GYDQ company provides the solutions and management ideas of performance appraisal management for enterprises in human resource management, provides the guarantee of talents for enterprises to participate in industry competition in the future, and improves their competitiveness. Keywords: engineering personnel, performance appraisal, MBO, integral management 哈尔滨工业大学工商管理硕士学位论文 - IV - 目 录 摘要 ................. I ABSTRACT ....... II 目 录 ............... IV 第1章 绪论 ........ 1 1.1 研究的目的及意义 ......... 1 1.1.1 研究目的 ................ 1 1.1.2 研究意义 ................ 2 1.2 国内外研究现状分析 ..... 3 1.2.1 国外研究现状 ......... 3 1.2.2 国内研究现状 ......... 4 1.2.3 研究综述 ................ 7 1.3 绩效考核管理理论基础 . 8 1.3.1 相关理论及概念 ..... 8 1.3.2 绩效考核的方法 ..... 8 1.4 研究的方法 .................... 9 1.5 研究内容与论文框架 ... 10 1.5.1 研究内容 .............. 10 1.5.2 论文框架 .............. 10 第2章 GYDQ公司工程人员绩效考核管理现状及问题分析 ....................... 12 2.1 GYDQ公司简介 .......... 12 2.2 GYDQ公司工程人员基本情况及特征 ........ 12 2.2.1 GYDQ公司工程人员基本情况 ............ 12 2.2.2 GYDQ公司工程人员特征 ................... 15 2.3绩效考核管理体系的现状 ........................... 17 2.3.1绩效考核主体的划分 ............................ 17 2.3.2绩效考核周期 ........ 17 2.3.3绩效考核方法 ........ 17 2.3.4绩效考核维度及其指标 ........................ 19 2.3.5绩效考核结果运用 23 2.4绩效考核管理体系存在的问题 .................... 24 哈尔滨工业大学工商管理硕士学位论文 - V - 2.4.1 工程人员对绩效考核的作用认知不足 . 24 2.4.2 绩效考核内容与工作数量和质量关联度较弱 ..................... 24 2.4.3 绩效考核评定过程及结果不透明 ........ 25 2.4.4 绩效考核结果运用单一 ....................... 25 2.4.5 缺少绩效反馈 ....... 26 2.5绩效考核管理体系存在的问题原因分析 ........ 26 2.5.1 管理者自身素质不足影响考核效果 .... 26 2.5.2 企业文化导致绩效考核难以有效开展 . 26 2.5.3 缺乏申诉沟通机制 .............................. 27 2.5.4 缺少绩效考核宣传及培训 ................... 27 2.6 本章小结 ..................... 27 第3章 GYDQ公司工程人员绩效考核管理体系方案重新设计.................... 29 3.1绩效考核管理体系重构的意义及原则 ......... 29 3.1.1 重构的意义 .......... 29 3.1.2 重构原则 .............. 29 3.2绩效考核方法选择 ....... 31 3.2.1工程管理者绩效考核方法 .................... 31 3.2.2工程普通员工绩效考核方法 ................ 31 3.3绩效考核指标体系重构 32 3.3.1 绩效考核指标 ....... 32 3.3.2 绩效考核指标权重 .............................. 36 3.4绩效考核管理体系 ....... 37 3.4.1 绩效考核指标数据收集 ....................... 38 3.4.2 绩效考核周期及分值核定 ................... 39 3.4.3 绩效考核结果运用 .............................. 40 3.4.4 日常工作辅导 ....... 41 3.4.5 绩效考核反馈 ....... 42 3.4.6 申诉沟通机制 ....... 42 3.5绩效考核管理体系方案重构方案的