学校代码：10378 密级：
分类号：
硕士学位论文
H 运输公司一线员工绩效考核体系
优化研究
学 号： 3202000849
学生姓名：王振斌
学位类别： 专业硕士学位
专业名称：工商管理
研究方向： 人力资源管理
导师姓名：肖仁桥
二○二三年一月
School code ：10378Security：
Classification：
Research on optimization of
performance appraisal system for
front-line employees of H
transportation company
Student ID：3202000849
Name：Wang Zhenbin
Degree category：Professional Master’s degree
The professional name：Administration of Business
Research direction ：Human Resource Management
Tutor’s name：Xaio Renqiao
January, 2023
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论文作者（签名）： 2023 年 1 月 7 日
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作者签名：2023 年 1 月 7 日
H 运输公司一线员工绩效考核体系优化研究
摘 要
随着现代交通运输体系的不断完善，对运输行业的要求越来越高，竞争日益加
剧，特别是经历了 20 年以来的新冠疫情，对各行各业都造成了巨大的影响。众所周
知，员工绩效考核已成为企业人力资源管理的重要依托，对于企业实现战略目标、
获得长足发展非常重要。员工绩效考核不仅有助于企业实现目标、决策分析、分配
利益，更能激励企业员工履职尽责、奋勇争先。
本文以 H 运输公司为载体，以一线员工为研究对象，通过问卷调查和实地访谈、
得到基础数据资料进行研判和分析等方式，对 H 运输公司现行的绩效考核现状进行
诊断，发现H 运输公司存在的一些问题：员工对绩效考核制度认识不深；绩效考核
指标与企业发展目标联系不密切；绩效考核指标及权重不科学；考核结果反馈和运
用不完善。根据分析得出的影响因素，深入剖析原因，以平衡计分卡为架构，将企
业的总体战略目标进行一步步分解为 36 个指标，同时利用专家打分法，从 36 个指
标中提取出20 个关键性指标，使之成为可操作性的符合一线员工需要的绩效考核指
标，再利用层次分析法，使绩效考核体系指标权重的分配更加合理。随机选取一名
一线员工，对优化后的绩效考核体系予以运用，验证得出的考核结果可以更加清晰
的了解一线员工在各个维度的表现，能够有效提升员工的发展潜力，合理配置资源，
从而提升各方面的业绩。最后从绩效考核结果应用、保障举措等方面提出一些建议。
本文的研究不仅对 H 运输公司绩效考核有现实的借鉴意义，更能够为同类运输
企业绩效考核方案的优化设计提供参照和蓝本。
关键词：运输公司；员工绩效考核；平衡计分卡；层次分析法
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H 运输公司一线员工绩效考核体系优化研究
ABSTRACT
With the continuous improvement of the modern transportation system, the
requirements for the transportation industry are getting higher and higher, and the
competition is intensifying day by day. Especially after 20 years of COVID-19, it has had a
great impact on all walks of life. As we all know, employee performance appraisal has
become an important support for enterprise human resource management, which is very
important for enterprises to achieve strategic goals and obtain long-term development.
Employee performance appraisal not only helps enterprises to achieve goals, make
decision analysis and distribute benefits, but also encourages employees to fulfill their
duties and strive to be the first.
This paper takes H Transportation Company as the carrier and front-line employees as
the research object. Through questionnaires, field interviews, data analysis and other
methods, it diagnoses the current performance appraisal problems of H Transportation
Company. It finds that there are some problems in H Transportation Company: employees
do not have a deep understanding of the performance appraisal system; The performance
appraisal indicators are not closely related to the enterprise development goals;
Performance evaluation indicators and weights are not scientific; The feedback and
application of assessment results are not perfect. According to the influencing factors
obtained from the analysis, the reasons are deeply analyzed, and based on the balanced
scorecard, decomposes the overall strategic objectives of the enterprise into 36 indicators
step by step. At the same time, 20 key indicators are extracted from the 36 indicators by
using the key indicator method, making them operable performance appraisal indicators
that meet the needs of front-line workers. Then, the analytic hierarchy process is used to
make the allocation of indicator weights of the performance appraisal system more
reasonable. Randomly select a front-line employee and apply the optimized performance
appraisal system. The appraisal results can more clearly understand the performance of
front-line employees in all dimensions, effectively improve the development potential of
employees, reasonably allocate resources, and thus improve the performance of all aspects.
Finally, some suggestions are put forward from the application of performance appraisal
results and safeguard measures.
The research of this paper not only has practical significance for the performance
appraisal of H transportation company, but also can provide reference and blueprint for the
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