摘要
摘要
目前，我国的铁路企业经常依据员工绩效考核的实施结果来考察员工的工
作能力、业绩和对单位贡献度，绩效考核也是铁路企业进行人力资源管理的行
之有效的方法。本文以 K铁路集团有限公司 XX站一线职工绩效考核为研究对
象对绩效考核的指标、考核系数、考核结果是否有效运用、是否有激励机制等
方面对绩效考核进行监控和分析，并分析该站职工中展开的问卷调查和调查访
谈，找出现行绩效考核存在的主要问题，对存在问题的原因进行分析，将 360
绩效考核方法引入 XX站一线职工的绩效考核中，对 K铁路集团有限公司 XX
站一线职工绩效考核进行优化。目前，K铁路集团有限公司 XX站一线职工的
绩效考核存在的问题是绩效考核指标设置不科学、绩效考核周期有局限性、考
核过于形式化，过程缺乏沟通反馈、重考核成绩，轻“人性化”管理、考核结果
反馈差，缺少奖励和惩罚机制等方面的问题。其因包括一线职工不能正确认识
绩效考核的作用、管理人员也不重视绩效考核的方法、绩效考核的项点设置不
切合岗位实际、考核者与被考核者之间缺乏沟通和对绩效考核实施过程与结果
公示的监督等。为此，本文提出了在集团公司一线职工绩效考核中引入 360
度绩效考核方法，探讨其影响因素和预计实施情况并根据客运值班员和客运员
的岗位职责进行设计绩效考核表等措施，为集团公司发展提供参考。
关键词：铁路车务系统；一线职工；绩效考核；360度绩效考核法
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Abstract
Abstract
At present, China's railway enterprises often inspect employees' working ability,
performance and contribution to the unit according to the implementation results of
employees' performance appraisal. The performance appraisal system is also an effec-
tive method for railway enterprises to carry out human resource management. Taking
the performance appraisal system of front-line employees at XX station of K Railway
Bureau Group Co., Ltd. as the research object, this paper monitors and analyzes the
performance appraisal system from the aspects of appraisal index setting, coefficient
distribution, result application and incentive appraisal, and finds out the main prob-
lems existing in the performance appraisal system and analyzes the causes of the
problems in combination with the analysis of questionnaire survey and interview of
employees at the station, And explore the introduction of 360 degree performance ap-
praisal method to optimize the performance appraisal system of front-line employees
at XX station of K Railway Bureau Group Co., Ltd. At present, the performance ap-
praisal system of front-line employees at XX station of K Railway Bureau Group Co.,
Ltd. mainly has some problems, such as unscientific performance appraisal indica-
tors, unreasonable performance appraisal cycle, formalization of appraisal, lack of
communication and feedback in the process, emphasizing appraisal results, neglecting
"humanized" management, poor feedback of appraisal results, lack of reward and
punishment mechanism, etc. The reasons include that front-line employees do not
have a good understanding of performance appraisal, managers do not pay attention
to the way of performance appraisal, the item setting of performance appraisal is not
in line with the actual situation of the post, the lack of communication between the
appraiser and the appraisee, and the supervision of the publicity of the implementa-
tion process and results of performance appraisal. Therefore, this paper puts forward
the introduction of 360 degree performance appraisal method into the performance
appraisal system of front-line employees of the group company, makes a beneficial
exploration for relevant theoretical research, discusses its influencing factors and
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Abstract
expected implementation, and designs performance appraisal forms according to the
post responsibilities of passenger duty officers and passengers, so as to provide refer-
ence for the development of the group company.
Key words: railway train service system; front-line workers; performance ap-
praisal system; 360-degree performance appraisal method
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