摘要
摘要
新的历史背景、新的发展阶段、新的竞争环境下，随着企业的发展和经营
管理业务的扩张，Y投资控股有限公司及其子公司所面临的的发展压力、竞争形
势也愈加严峻和复杂。尽快提升企业竞争能力、内部活力、生产效率和发展积
极性成为Y投资控股有限公司迫在眉睫的发展需求，要满足这一需求，就必须
优化完善公司的绩效考核体系，全面激发公司员工的积极性、创造性和发展活
力。
本文在理论研究的基础上，通过问卷调查、访谈交流、查阅文件资料等方
式对Y投资控股有限公司的人力资源现状、绩效考核体系现状以及现行绩效考
核体系存在的问题等进行了分析。在此基础上，本文利用平衡计分卡（BSC）、
关键绩效指标（KPI）等工具，将两者相结合，从Y公司的战略目标出发，根据
Y公司不同维度的战略目标分析其关键成功因素，并由关键成功因素提炼出Y公
司的关键绩效考核指标，从而确立Y公司基于平衡计分卡的绩效考核衡量指标
和相应权重。此外，本文结合绩效管理的四个环节，对Y公司绩效计划、绩效
辅导与沟通、绩效考核及绩效结果运用分别进行优化，并提出绩效考核优化体
系实施保障措施。经过系统、完整的分析与研究，本文构建了Y投资控股有限
公司绩效考核体系的优化设计方案，为Y公司下一步的改革发展和战略目标的
实现提供了研究支撑。
关键词：绩效考核；绩效管理；关键绩效指标；平衡计分卡
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Abstract
Abstract
Under the new historical background, new development stage and new
competitive environment, with the development of enterprises and the expansion of
operation and management business, the development pressure and competitive
situation faced by Y Investment Holding Co., Ltd. and its subsidiaries are becoming
more and more severe and complex. Improving the competitiveness, internal vitality,
production efficiency and development enthusiasm of the enterprise as soon as
possible has become an urgent development demand of Y Investment Holding Co.,
Ltd. to meet this demand, we must optimize and improve the company's performance
appraisal system and comprehensively stimulate the enthusiasm, creativity and
development vitality of the company's employees.
On the basis of theoretical research, this paper analyzes the current situation of
human resources, performance appraisal system and the problems existing in the
current performance appraisal system of Y Investment Holding Co., Ltd. by means of
questionnaire, interview and exchange, access to documents and materials. On this
basis, using tools such as balanced scorecard (BSC) and key performance indicators
(KPI), this paper combines the two, starts from the strategic objectives of Y company,
analyzes its key success factors according to the strategic objectives of Y company in
different dimensions, and extracts the key performance assessment indicators of Y
company from the key success factors, So as to establish the performance evaluation
indicators and corresponding weights of Y company based on the balanced scorecard.
In addition, combined with the four links of performance management, this paper
optimizes the performance plan, performance counseling and communication,
performance appraisal and the application of performance results of Y company, and
puts forward the implementation guarantee measures of the performance appraisal
optimization system. After systematic and complete analysis and research, this paper
constructs the optimal design scheme of performance appraisal system of Y
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Abstract
Investment Holding Co., Ltd., which provides research support for the next reform
and development and the realization of strategic objectives of Y company.
Key words: performance appraisal, performance management, key performance
indicators, balanced scorecard
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