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2022年12月18日
2022年 12月18日
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摘要
摘要
全球性的疫情冲击及国内经济结构调整，使企业发展环境处于不确定状态。企
业自身的局限和短板，又使企业应对危机和挑战力不从心。在内外夹击的困境下，
需要挖掘企业潜能，向管理要效益。在所有的管理要素中，绩效考核是最为有力的
杠杆解，因此，亟需对已不适宜企业发展的绩效考核方案进行优化。
本文以 L公司为研究对象，运用文献法、问卷调查法及案例分析法对 L公司绩
效考核问题展开专门研究。在回顾公司绩效考核现行方案后，为进一步发现考核存
在的问题，展开问卷调查。通过调查结果，发现目前绩效考核不能很好地为战略服
务、绩效考核指标设计不合理、考核结果太过单一以及缺乏反馈与沟通等问题。针
对以上问题，采用平衡计分卡法及关键绩效指标法将绩效考核分为公司、部门和员
工三个层次，建立三级绩效考核指标体系，应用层次分析法计算出各指标权重，编
制平衡计分卡。为确保优化后的绩效考核方案顺利实施，提出加强绩效考核的组织
化程度、建立绩效考核体系的动态更新机制、注重绩效考核的过程跟踪与辅导等保
障措施。
通过实施平衡计分卡绩效考核方法，能够更好地明确各个部门及每位员工在战
略目标中承担的责任，并依据绩效考核结果对员工进行针对性辅导和培养，做到员
工与企业的共同成长。寄希望优化后的绩效考核体系能改善 L公司的整体绩效、推
动公司战略目标的实现，提升员工的工作能力，也对其他同类企业绩效考核提供一
定的借鉴与参考。
关键词绩效考核；关键绩效指标；平衡计分卡；指标体系；优化
I
Abstract
Abstract
The global impact of the epidemic and the domestic economic restructuring have left
the businessdevelopment environment in anuncertain state. Thelimitations and
shortcomings of enterprises themselves make them unable to cope with the crisis and
challenges. In the dilemma of internal and external attacks, it is necessary to explore the
potential of enterprises and seek benefits from management. Among all the management
elements, performance appraisal is the most powerful leverage solution, therefore, there is
an urgent need to optimize the performance appraisal scheme which is no longer suitable
for enterprise development.
In this paper, we use literature research, questionnaire survey and case study methods
to study the performance appraisal problems of L company. After reviewing the current
performance appraisal scheme of the company, a questionnaire survey was conducted to
further identify the problems of the appraisal. Through the survey results, it was found that
the current performance appraisal does notserve the strategy well, the design of
performance appraisal indexes is unreasonable, the appraisal results are too single, and
there is a lack of feedback and communication. In response to the above problems, the
balanced scorecard method and the key performance indicator method were used to divide
the performance appraisal into three levels: company, department and employee, establish
a three-level performance appraisal index system, apply the hierarchical analysis method
to calculate the weight of each index, and compile a balanced scorecard. In order to ensure
the smooth implementation of the optimized performance appraisal plan, we propose
safeguards such as strengthening the organization of performance appraisal, establishing a
dynamic update mechanism of the performance appraisal system, and focusing on the
process tracking and counseling of performance appraisal.
Through the implementation of the balanced scorecard performance appraisal method,
the responsibilities of each department and each employee in the strategic objectives can
be better defined, and employees can be targeted for counseling and training based on the
performance appraisal results to achieve the common growth of employees and the
company. It is hoped that the optimized performance appraisal system can improve the
overall performance of L Company, promote the achievement of the company's strategic
goals, and enhance the working ability of employees, as well as provide some reference
and reference for other similar companies' performance appraisal.
III