Y公司绩效考核体系优化研究
摘 要
Y絮 有限公司成立于2004年，公司自有工厂，地处104国道 科技产业
园，占地60余亩
,已迅速形成了一个集开发
计
,专注于纺织行业发展的专业化
终坚持产品优先,服务优先的经营思想，深得各渠道商认同，目前已与各大行业
龙头企业取得战略合作：学
目 1.2亿元
产销运营状况看似不错，但实则竞争环境严峻，公
司外部和内部存在较大压力和管理问题
，竞争者多，原材料
上涨；从内部环境来说，厂房扩建，基础运营费用提高，再有，招工和留住人
才的问题有待解决
本研究在
，以实践中富有成效的考
Y公司员工进行
，
借助于数据分析，找到了现实中存在的问题，并对其原因进行了分析，为解决
这些问题，对Y公司现行的
，希望能 Y公司制订
出有效的考
略目
，以此来提高该企业的内部人力资源 以战
，并
，在平衡计分卡
效指
，从公司
内容，确定考
，制定相应的计划与措施，保证有关程序严
，从而
通过此次对Y公司
，希望能够提升公司在人力资
源领域的管理能力，进而为企业 得良好的经济回报
，也希望本文的研
究成果，能对同行业企业探究
，改进纺织行业生产企业
高员工的工作积极性等提供一定的参考意义
关键词：
平衡计分卡
法

THE OPTIMIZATION DESIGN FOR
PERFORMANCE MANAGEMENT
SYSTEM OF Y COMPANY
ABSTRACT
Y Cotton Co-operative Ltd. was established in 2004. The company has its own
factory. It is located in a science and technology industrial park on National Road 104,
covering an area of approximately 10 acres. After nearly 20 years of development, the
company has rapidly become a professional and multi-brand enterprise integrating
R&D, design, production and sales, focusing on the textile industry. Company Y has
always been adhering to the concept of product quality first and customer service first,
which has won the recognition of various channel providers. At present, it has
achieved strategic cooperation with leading enterprises in major industries: schools,
railways, companies, charities, etc. In 2021, it will break through the sales target of
120 million yuan.The current production and marketing operation status of Y company
seems to be good, but in fact, the competitive environment is severe, and there are
great pressure and internal management problems outside and inside the company.In
the external environment, there are many competitors and raw materials are rising; in
the internal environment, the recruitment and retention need to be solved.
This paper will be guided by the relevant theories of performance management,
start with the basic method of performance appraisal, combined with the organizational
structure of Y company, and use the questionnaire survey method to conduct a
questionnaire survey on the employees of Y company. Through the summary and
analysis of the survey data, founding the existing problems and main reasons in the
performance appraisal of company Y. In order to solve these problems, this paper
optimizes the current performance appraisal system of Y company, hoping to
customize a practical and effective performance evaluation system for Y company, so
as to improve the performance of Y company. The level of human resource
management of the enterprise. The optimization design takes the strategic goal as the
starting point and foothold, combined with the current corporate culture, under the

guidance of the balanced scorecard, the key performance indicator method and the
objective management method, relying on the fishbone diagram to clarify the core
areas of its own needs ,and the indicators are decomposed layer by layer, and the
assessment content is refined from the three levels of the company, department, and
employee to determine the assessment indicators.The implementation plan and
safeguard measures have been formulated to ensure the rigor of the performance
appraisal process, and to make full and effective use of the appraisal results, so as to
continuously adjust and improve the performance appraisal management mechanism.
It is hoped that through the design and implementation of the performance
appraisal system, the company's human resource management level will be improved,
and the company will strive to win better economic benefits. At the same time, I also
hope that the research results of this paper can provide some reference for enterprises
to explore the performance appraisal system to improve the performance of textile
production enterprises and improve the enthusiasm of employees.
KEY WORDS：performance appraisal BSC KPI
。。。以下略