I 摘要 在当前实体经济发展中，国有投资机构在地方产业发展指导、实体企业创新发展 等方面起着举足轻重的作用。特别是国有企业处于业务转型、改革创新发展的关键时 期，绩效管理是激发创新、提高经济效益的关键手段，中高层员工作为国有企业的核 心骨干力量，也是绩效管理的核心执行人员，重要性不言而喻。 本文以TZ国有投资公司为案例，从TZ公司当前的绩效管理制度运行现状分析TZ 公司中高层员工绩效管理问题，运用案例分析对TZ公司中高层员工绩效管理进行分析 评价，发现TZ公司绩效管理体系存在绩效管理文化缺失、绩效管理重视程度低、绩效 管理体系不完善、绩效考核指标不合理、绩效考核周期较长及绩效管理结果应用不足 等问题。进而以问题为导向，提出优化提升TZ公司中高层员工绩效管理的策略：如构 建“以人为本”的文化理念充实绩效管理文化、通过制定绩效反馈及配套制度完善绩 效管理体系、通过调整绩效考核指标优化绩效考核、通过缩减绩效考核周期提升绩效 管理、加大绩效管理结果的应用等策略实现绩效管理优化。 通过上述策略的实施，TZ公司明确绩效管理理念，最大程度提高中高层人员在工 作中的积极性以及绩效管理过程中的参与度；同时使TZ公司中高层员工明确公司战略 目标与绩效目标，通过绩效目标的实现而实现个人价值的提升。进一步完善绩效管理 的配套工作，强化绩效管理全过程的沟通机制，注重绩效考核结果的实际应用，提升 绩效管理工作的效率的过程中实现公司战略目标和绩效目标，保障企业高效运营，实 现企业可持续性发展。 关键词：国有企业；中高层员工；绩效管理 ABSTRACT III ABSTRACT In the current development of real economy, state-owned investment institutions play an important role in the guidance of local industrial development and the innovation and development of real enterprises. In particular, the state-owned enterprises are facing a critical period of business transformation, reform, innovation and development. Performance management is the key means to stimulate innovation and improve economic efficiency. As the core backbone of the state-owned enterprises, middle and senior employees are also the core executives of performance management, which is self-evident. This paper takes TZ state-owned investment company as an example, analyzes the performance management problems of the middle and high-level employees in TZ company from the current performance management system operation status of TZ company, analyzes and evaluates the performance management of the middle and high-level employees in TZ company by using case analysis, and finds that the performance management system of TZ company exists in the lack of performance management culture, low attention to performance management, imperfect performance management system and performance management Problems such as unreasonable evaluation index, long period of performance evaluation and insufficient application of performance management results. Then, the paper puts forward the strategies to optimize and improve the performance management of the middle and high-level employees in TZ company, such as building a "people-oriented" cultural concept to enrich the performance management culture, improving the performance management system through the development of performance feedback and supporting systems, optimizing the performance evaluation through the adjustment of performance evaluation indicators, and reducing The strategy of improving performance management in performance appraisal cycle and increasing the application of performance management results is to optimize performance management. Through the implementation of the above strategies, TZ company defines the concept of performance management to maximize the enthusiasm of middle and senior managers in the work and participation in the process of performance management; at the same time, TZ company makes middle and senior managers clear the company's strategic objectives and performance objectives, and realizes the improvement of personal value through the realization of performance objectives. Further improve the supporting work of performance management, strengthen the communication mechanism of the whole process of 西北农林科技大学硕士学位论文 IV performance management, pay attention to the practical application of performance appraisal results, and realize the company's strategic objectives and performance objectives in the process of improving the efficiency of performance management, so as to ensure the efficient operation of the enterprise and realize the sustainable development of the enterprise. KEY WORDS: State owned enterprises; Middle and senior employees; Performance management 目 录 V 目 录 摘要 ....................................................................................................................................... I ABSTRACT ........................................................................................................................... III 第一章 导论 .......................................................................................................................... 1 1.1 研究背景和意义 .......................................................................................................... 1 1.1.1 研究背景 ............................................................................................................... 1 1.1.2 研究意义 ............................................................................................................... 2 1.2 国内外研究综述 .......................................................................................................... 2 1.2.1 国外研究现状 ....................................................................................................... 2 1.2.2 国内研究现状 ....................................................................................................... 4 1.2.3 国内外文献评价 ................................................................................................... 5 1.3 研究思路和内容 .......................................................................................................... 6 1.4 研究方法 ...................................................................................................................... 7 第二章 理论基础 .................................................................................................................. 8 2.1 绩效管理理论 .............................................................................................................. 8 2.1.1 概念界定 ............................................................................................................... 8 2.1.2 绩效管理过程 ....................................................................................................... 8 2.1.3 绩效管理原则 ....................................................................................................... 9 2.1.4 绩效管理方法 ..................................................................................................... 10 2.2 绩效管理评价 ............................................................................................................ 12 2.2.1 常用绩效管理工具 ............................................................................................... 12 2.2.2 “八维度”评价法 ................................................................................................. 13 第三章 TZ公司中高层员工绩效管理现状 ...................................................................... 14 3.1 TZ公司基本情况 ...................................................................................................... 14 3.1.1 TZ公司基本情况 ............................................................................................... 14 3.1.2 TZ公司中高层员工绩效管理发展历程 ........................................................... 14 3.2 TZ公司中高层绩效管理运行现状 .......................................................................... 15 3.2.1 TZ公司运行的中高层绩效管理流程概况 ....................................................... 15 3.2.2 TZ公司2019年中高层员工绩效考核 ............................................................. 16 第四章 TZ公司中高层员工绩效管理问题及成因分析 ..................................................