高新技术企业 GLS公司绩效管理研究
摘要
近年来，我国加快了创新型国家的建设脚步，国家高新技术发展水平显著提
升，传统产业改造进程加快，经济产业结构加速转型升级，产品制造类型逐渐向
高附加值、高技术值转变，制造领域的技术竞争力显著增强，高新技术企业逐渐
成为经济、社会发展的重要驱动力量。
高新技术企业以先进技术为引领，知识密集程度极高，研发人员学历水平高，
员工结构年轻化，具有特殊的管理要求。大部分的绩效管理方法只重视结果性的
财务指标，忽视员工能力提升和业务流程优化等，导致研发团队效率低下，核心
员工积极性不足，逐渐与高新技术企业发展不相适应。
与其他高新技术企业相似，GLS公司过于强调物质激励和刚性制度的管理，
采取典型粗放式管理模式，公司的绩效管理体系不完善、不系统，人才储备规模
小，梯队人才断层，不能有效地进行人岗匹配，工作效率低下，公司面临着较大
的生产运营压力和管理变革压力。
本文以山东省 D县的 GLS公司为例，细致了解了 GLS公司的研发水准、组
织架构、人员配置等基本情况，研究分析了 GLS公司现阶段的绩效管理中存在的
五个问题及成因。考虑到 GLS公司在高新技术领域的长远发展，本次研究剖析了
GLS公司的战略目标，绘制了公司战略地图，从四个维度选取了关联性强、科学
有效的绩效指标，通过公司级、部门级、员工级平衡计分卡的设计构建了 GLS
公司整体的绩效管理体系，并提出六项实施保障措施，促进新方案预期目标的实
现。通过制度化、科学化、规范化的绩效管理，将宏观的组织战略目标转化为公
司可持续发展动力，探寻解决高新技术企业管理困境的新思路。
关键词：高新技术企业绩效管理平衡计分卡绩效考核

HIGH-TECH ENTERPRISE GLS COMPANY
PERFORMANCE MANAGEMENT
RESEARCH
ABSTRACT
In recent years, my country has accelerated the pace of building an innovative
country, the national high-tech development level has been significantly improved, the
process of transforming traditional industries has accelerated, the economic and
industrial structure has accelerated transformation and upgrading, and the types of
product manufacturing have gradually shifted to high value-added and high-tech value.
The technological competitiveness of China has been significantly enhanced, and
high-tech enterprises have gradually become an important driving force for economic
and social development.
Led
by
advanced
technology,
high-tech
enterprises
are
highly
knowledge-intensive, with high educational level of R&D personnel, younger staff
structure, and special management requirements. Most of the performance
management methods only pay attention to the resultant financial indicators and ignore
the improvement of employee ability and business process optimization, etc., resulting
in low efficiency of the R&D team, insufficient enthusiasm of core employees, and
gradually incompatibility with the development of high-tech enterprises.
Similar to other high-tech enterprises, GLS company overemphasizes material
incentives and rigid system management, and adopts a typical extensive management
model. Personnel and posts are matched and work efficiency is low. The company is
facing greater pressure on production and operation and management reform.
Taking the GLS company in D County, Shandong Province as an example, this
paper has a detailed understanding of the basic situation of GLS company's research
and development level, organizational structure, personnel allocation, etc., and
analyzes the five problems and causes of GLS company's current performance
management.Taking into account the long-term development of GLS in the field of
high-tech, this research analyzes the strategic goals of GLS, draws a strategic map of

the company, and selects highly relevant, scientific and effective performance
indicators from four dimensions. The design of the balanced scorecard at the level and
the employee level has constructed the overall performance management system of
GLS, and put forward six implementation guarantee measures to promote the
realization of the expected goals of the new program. Through institutionalized,
scientific and standardized performance management, the macro organizational
strategic goals are transformed into the company's sustainable development power, and
new ideas to solve the management dilemma of high-tech enterprises are explored.
KEYWORDS: high-tech enterprises performance management
balanced
scorecard performance appraisal
。。。以下略