大连理工大学专业学位硕士学位论文
摘
要
绩效是组织或个人在一定时期内的投入产出情况，既是一个结果，又是一个过程，
甚至可以说是静态结果和动态过程的总和。从广义上来看，绩效包括组织绩效和个人绩
效，企业、政府部门、事业单位等不同类型的组织，都将绩效管理作为提升工作水平、
实现组织目标的重要抓手。和非营利性组织不同，企业作为营利性组织，利润目标是最
重要的绩效，这就决定了企业的绩效管理大多围绕利润目标为核心来展开。B公司是一
家正处在成长期的高新技术型企业，经营状况良好，但是，绩效管理还在探索之中，员
工对于绩效管理褒贬不一，执行过程中遇到许多梗阻，公司管理层也没有充分纠错，绩
效结果运用也不够到位。
本文对 B公司员工绩效管理问题展开研究，检视问题的具体表现，分析问题的产生
原因，提出有针对性的对策建议。一是在顶层设计上，建立公司领导下的员工本位绩效
管理体系，提高员工在绩效管理中的话语权、引导员工参与绩效管理全过程、促进员工
与企业共同发展。二是在具体实践上，运用 PDCA循环优化绩效管理流程，加强绩效计
划、执行、检查、反馈，推动 B公司绩效管理流程实现规律自传、主动纠错，进入阶梯
式上升的良性循环，最终实现绩效管理目标，加强绩效结果运用。最后，从明确主体、
完善制度、培育文化和培养队伍等四个方面为绩效管理提供保障，以及优良的运转环境。
本文通过对 B公司员工绩效管理问题研究，发现组织和个人不应该是“零和博弈”
的关系，而应该是“你中有我、我中有你”的关系，应该相互促进、相互支持。因此，
企业在开展绩效管理时，要充分尊重员工的主观意识，保障员工的参与度、知情权，才
能调动员工的能动性、创造性。此外，单纯改变绩效管理手段，并不能在短时间内推动
企业管理水平有实质性的提高，归根结底，还是要持续推动管理理念的更新，与时俱进，
更加重视员工的成长，将“管理与被管理”的关系转化为“合作共赢”的关系。这对于
企业吸引人才、培养人才、发展人才具有十分重要意义，对于企业长期健康发展也有着
不言而喻的影响。
关键词：绩效管理；员工本位；PDCA循环
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B公司员工绩效管理问题研究
Performance Study on The Staff of B Company
Abstract
Performance is the input-output of an organization or an individual in a certain period of
time. It is not only a result, but also a process, or even the sum of static results and dynamic
processes. In a broad sense, performance includes organizational performance and individual
performance. Enterprises, government departments, institutions and other different types of
organizations, all take performance management as an important starting point to improve the
work level and achieve organizational goals. Different from non-profit organizations, as a
for-profit organization, profit goal is the most important performance for the enterprise. The
performance management of enterprises mostly revolves around the profit target. B company
is a new high-tech enterprise in the growing period, and its operation is in good condition. But
its performance management is still under exploration. Employees have mixed opinions on
performance management. Encountered many obstacles in the implementation process. The
company's management has not fully corrected errors, and the application of performance
results is also inadequate.
This paper studies the employee performance management problems of B Company,
examines the specific manifestations of the problems, analyzes the causes of the problems,
and proposes targeted solutions. First, in the top-level design, an employee-oriented
performance management system under the leadership of the company should be established
to improve the voice of employees in performance management, guide employees to
participate in the whole process of performance management, and promote the common
development of employees and the enterprise. Second, in concrete practice, The PDCA cycle
is used to optimize the performance management process, strengthen performance planning,
execution, inspection and feedback, and promote THE performance management process of B
company to realize regular autobiography and active error correction, and enter a virtuous
circle of ladder rise, and finally achieve the performance management goals and strengthen
the application of performance results. Finally, the implementation guarantee should be
strengthened and a sustainable improvement mechanism should be established to help
enterprises to continuously adjust their own performance management mode from the
perspective of improvement subjects, awareness and means, and to provide support for the
implementation of solutions from three aspects of system, technology and finance to ensure
the smooth progress of the solutions.
Through the research on employee performance management in B Company, this paper
finds that the relationship between organizations and individuals should not be a "zero-sum
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大连理工大学专业学位硕士学位论文
game", but a "interlinked" relationship, and should promote and support each other. Therefore,
when carrying out performance management, enterprises should fully respect the subjective
consciousness of employees and guarantee their participation and right to know, so as to
mobilize their initiative and creativity. In addition, simply changing the means of performance
management cannot promote the substantive improvement of enterprise management level in
a short time. In the final analysis, we should continue to promote the renewal of management
concept, keep pace with The Times, pay more attention to the growth of employees, and
transform the relationship between "management and managed" into a relationship of
"win-win cooperation". This is of great significance for enterprises to attract talents, train
talents and develop talents, and also has self-evident influence on the long-term healthy
development of enterprises.
Key Words：Performance Management; Employee Standard; PDCA Cycle
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