摘要
摘要
当今社会，随着通讯重要性的增加，通讯技术的需求也在不断增加，通讯
行业内新公司不断加入，市场竞争越演越烈。决定企业是否能在这个竞争激励
的高科技行业中生存和发展下去的重要决定因素就是研发能力，而研发人员的
综合能力是企业研发能力的重要体现。绩效管理，能有效激发员工能动性，促
进研发人员创新，提高员工绩效水平。因此，对于通讯行业的研发企业来说，
持续优化绩效管理体系、不断加强绩效管理才能更好地提高研发人员的研发能
力，为公司的发展注入源源不断的动力，保持市场竞争力，从而实现企业长期
稳定的发展。PL公司是一家以通讯产品为主的研发型企业，过去很长一段时间，
PL公司不管是在销售收入还是在市场份额方面都在行业中出类拔萃。随着市场
竞争不断加剧，PL公司研发能力亟待提高。改善研发人员绩效管理工作成为了
PL公司的关注焦点，优化 PL公司绩效管理体系是 PL公司的重要任务。
本文利用问卷调查法和访谈法，对 PL公司绩效管理体系存在的问题进行调
查、分析和总结，识别出关键问题所在，如员工对目标缺少理解，考核内容的
不合理，考核过程的缺失和员工对激励措施的不满意等。基于目标管理理论、
相关激励理论（需求理论、公平理论等）及相关绩效管理方法，理论联系实际，
从目标管理方式、绩效考核内容、绩效考核流程、激励措施等方面对 PL公司研
发人员绩效管理体系提出具体优化建议。通过对本研究关注的问题进行探索并
提出可行性方案，有利于改善 PL公司研发人员的绩效考核工作。从而更有效的
提高研发人员积极性，提高其绩效表现，解决其当前所面临的竞争力问题。同
时，PL公司在行业内具有一定代表性，本研究成果可以为行业内有相似问题的
企业提供有益参考，对非行业内的研发型企业也有一定的借鉴价值。
关键词：研发人员，绩效管理，体系优化
I
Abstract
Abstract
In today's society, communication is becoming more and more important, the
demands of communication technology are constantly increasing. As more and more
new companies entered this market, the competition of this industry is intensifying.
Research and development ability is an important factor that determines whether an
enterprise can survive and develop in this competitive high-tech industry, and the
comprehensiveability ofR&D employeeisan importantembodimentof the
enterprise's R&D ability. Performance management can stimulate the initiative of R&D
employees and inject continuous development power for the development of the
company. Performance management can effectively stimulate employee initiative,
promote R&D employee innovation and improve their performance. Therefore, R&D
enterprisesinthe communicationindustryhavetooptimize theperformance
management system and strengthen performance management to better improve the
R&D capability of employee, which helps to inject continuous power into company
development and maintain market competitiveness, and achieve long-term and stable
development to company. PL company is a R&D enterprise in communication industry,
for a long time, PL company both in sales revenue and market share were outstanding
in the industry. As the market competition intensifies, PL company's R&D ability
urgently needs to be improved. Improving the performance management of R&D
employees has become the focus of PL Company, and optimizing the performance
management system of PL Company is an important task.
In this paper, questionnaires and interviews are used to investigate, analyze and
summarize the problems existing in PL Company's performance management system,
and identify the key problems, such as employees' lack of understanding of objectives,
unreasonableassessmentcontent,lackofassessment processandemployees'
dissatisfaction with incentive measures. Basedon the theory of management by
objectives, related incentive theory (demand theory, equity theory, etc.) and related
performance management methods, combining theories with practice, this paper puts
forwardspecificoptimizationsuggestionsforPLcompany'sR&Demployee
performancemanagementsystem fromaspectsofmanagementby objectives,
performance assessmentcontent, performance assessmentprocess, and incentive
measures. By exploring the problems concerned in this study and putting forward the
feasibility plan, it is beneficial to improve the performance appraisal of PL company's
R&D employees. So as to more effectively improve the enthusiasm of R&D employees,
II
Abstract
and improve performance of employees, solve the current competitiveness problems
they face. And PL Company has certain representativeness in the industry, the research
results can provide beneficial reference for enterprises with similar problems in this
industry, and also have certain reference value for R&D enterprises in other industries.
Key words: R & D personnel, performance management, system optimization
III