I 摘要 建筑智能化在我国已有20多年的历史，成都理邦公司在行业形成之初便成立。 虽然理邦公司成立了较长时间，也具有一定规模和行业影响力，但其管理缺乏规 范性。随着公司规模逐渐扩大，公司管理成本在收益中的占比增加，现有管理制 度已经不适用于现阶段企业的发展。特别是在绩效管理方面设计不够科学，执行 过于形式化，没有引起公司整个管理层的重视，严重影响着公司管理效率，没有 充分发挥绩效管理应有的作用。 本论文以理邦公司为研究对象，以理邦公司的绩效管理为研究内容，首先是 对绩效管理相关的理论、方法和国内外研究现状进行了阐述和评价；其次是通过 问卷调查法和访谈法，对理邦公司的绩效管理现状进行调查分析，认为其现行的 绩效考核计划编制不合理、考核指标不够科学全面、绩效沟通反馈不够、考核周 期不统一，而且考核结果应用局限。出现这些问题的原因在于缺乏绩效管理培训、 对绩效考核的定位模糊、缺乏科学系统的绩效管理体系。然后根据这些问题，以 理邦公司的战略目标为指南，以平衡记分卡为工具，通过德尔菲技术进行了绩效 考核指标和权重设计，并对公司绩效、工程技术部负责人和基层员工绩效、综合 管理部负责人和基层员工绩效进行详细说明；随后针对绩效管理的实施过程进行 了过程体系设计，确保绩效管理的执行规范化和效果最大化；最后在优化绩效考 核的基础上，为使绩效管理取得更好的效果，建立了绩效管理的组织保障体系和 制度保障体系。 本研究以绩效管理理论为基础，通过调查理邦公司现行绩效管理在实际的运 行过程中的不足，通过德尔菲技术，优化设计出了一套适合理邦公司现阶段发展 的绩效管理体系，以帮助理邦公司提升其管理效率，节约其管理成本，实现对员 工更好的激励，帮助员工更好的成长，最终促成公司战略目标的达成。研究结论 对于其他公司具有一定的借鉴性，特别是对行业相近或相似、规模相仿的企业在 进行绩效管理体系设计时具有较强的参考价值，但仍需要紧密结合企业自身独特 情况进行借鉴。 关键词：绩效管理，平衡记分卡，360度考核，KPI ABSTRACT II ABSTRACT Building intelligence has been in China for more than 20 years, and Chengdu Libang Company was established at the beginning of the industry. Although Libang has been established for a long time, it has a certain scale and industry influence, but its management lacks normativeness. As the company's scale gradually expands, the proportion of company management costs in revenue increases, and the existing management system is not suitable for the development of enterprises at this stage. In particular, the design of performance management is unscientific, and the implementation is too formalized, which has not attracted the attention of the entire management of the company, seriously affecting the management efficiency of the company, and has not fully played its due role in performance management. This thesis takes Libang Company as the research object and takes the performance management of Libang Company as the research content. Firstly, it expounds and evaluates the theory, methods and research status of performance management at home and abroad. Secondly, through questionnaire survey and interview The law analyzes and analyzes the status quo of performance management of Libang Company. It believes that its current performance appraisal plan is unreasonable, the assessment indicators are not scientific and comprehensive, the performance communication feedback is not enough, the assessment cycle is not uniform, and the appraisal results are limited. The reasons for these problems are lack of performance management training, vague positioning of performance appraisal, and lack of a scientific system of performance management. Then based on these issues, taking the strategic goals of Libang as a guide, using the balanced scorecard as a tool, performing performance appraisal indicators and weight design through Delphi technology, and performing performance on the company's performance, engineering and technical department and grassroots employees, Detailed description of the performance of the head of the integrated management department and the staff of the grassroots staff; then the process system design for the implementation process of performance management to ensure the standardization and effectiveness of performance management; finally, on the basis of optimizing performance appraisal, for performance management To achieve better results, an organizational guarantee system and an institutional guarantee system for performance management have been established. ABSTRACT III Based on the performance management theory, this study investigates the shortcomings of the current performance management of Libang Company in the actual operation process, and optimizes the design of a performance management system suitable for the current development of Libang Company through Delphi technology. Helping the company to improve its management efficiency, save its management costs, achieve better incentives for employees, help employees grow better, and ultimately contribute to the company's strategic goals. The research conclusions have certain reference for other companies, especially for enterprises with similar or similar industries and similar scales. They have strong reference value when designing performance management system, but they still need to be closely combined with the unique situation of the enterprise. Keywords: Performance management, Balanced scorecard, 360-degree assessment, KPI 目录 IV 目 录 第一章 绪论 ....................... 1 1.1 选题背景 ............... 1 1.2 研究目的 ............... 2 1.3 研究方法 ............... 2 1.4 论文的框架 ........... 3 第二章 相关理论综述 ....... 4 2.1 绩效管理理论阐述 .............................. 4 2.1.1 绩效的含义 .............................. 4 2.1.2 绩效管理的含义 ...................... 4 2.1.2 绩效管理的过程 ...................... 5 2.2 绩效考核的主要方法 .......................... 8 2.2.1 目标管理 ... 8 2.2.2 平衡记分卡 .............................. 8 2.2.3 360度绩效考核 ........................ 9 2.2.4 关键绩效指标法 ...................... 9 2.3 国内外研究现状 . 10 2.3.1 国外研究现状 ........................ 10 2.3.2 国内研究现状 ......................... 11 2.4 本章小结 ............. 12 第三章 理邦公司绩效管理现状 .................... 13 3.1 公司概况 ............. 13 3.1.1 公司基本情况 ........................ 13 3.1.2 公司经营情况 ........................ 13 3.1.3 公司组织架构 ........................ 15 3.2 人员构成和特点 . 16 3.2.1 职务结构 . 16 3.2.2 年龄结构 . 16 3.2.3 学历结构 . 16 3.3 理邦公司绩效管理现状 .................... 17 3.3.1 现行的绩效管理方案 ............ 17 目 录 V 3.3.2 对现行绩效管理的调查 ........ 18 3.4 绩效管理存在的问题 ........................ 21 3.4.1 绩效计划编制不合理 ............ 21 3.4.2 考核指标不够科学全面 ........ 21 3.4.3 绩效沟通反馈不够 ................ 22 3.4.4 考核周期不统一 .................... 23 3.4.5 绩效结果的应用存在局限性 23 3.5 绩效管理问题的原因分析 ................ 23 3.5.1 高层没有理解绩效管理的内涵 ........................... 23 3.5.2 缺乏绩效管理培训 ................ 24 3.5.3 绩效考核定位模糊 ................ 24 3.6 本章小结 ............. 25 第四章 理邦公司绩效管理方案优化设计 .... 26 4.1 方案设计的原则、目标和相关方法 26 4.1.1 设计原则 . 26 4.1.2 方案设计目标 ........................ 27 4.1.3 确立考核指标权重的方法 .... 27 4.2 对理邦公司的绩效考核指标进行设计 ........................... 28 4.2.1 财务指标 . 29 4.2.2 市场与客户指标 .................... 29 4.2.3 内部运营指标 ........................ 30 4.2.4 学习与成长指标 .................... 30 4.3 部门负责人绩效考核指标设计 ........ 30 4.3.1 业务部门负责人工作绩效考核表 ....................... 30 4.3.2 职能部门负责人工作绩效考核表 ....................... 31 4.3.3 部门负责人态度能力考核表 32 4.4 员工绩效考核指标设计 .................... 32 4.4.1 业务部门员工工作绩效考核表 ........................... 32 4.4.2 职能部门员工工作绩效考核表 ....................... 33 4.4.3 员工态度能力考核表 ............ 34 4.5 绩效管理过程体系设计 .................... 34 4.5.1 绩效计划 . 34 4.5.2 绩效实施 . 35 目录 VI 4.5.3 绩效考核 . 35 4.5.4 绩效反馈面谈 ........................ 36 4.5.5 绩效结果的应用 .................... 37 4.6 本章小结 ............. 38 第五章 理邦公司绩效管理方案优化的实施保障 ....................... 39 5.1 组织与责任保障体