山东师范大学硕士学位论文
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摘 要
山东高速股份有限公司成立于1999年，主要从事对高等级公路、桥梁、隧道、港口等
基础设施的投资、建设、管理、收费、养护、路政、清障，以及城市运营、矿产投资等业
务。目前，山东高速的路桥管理单位有6家直属分公司、4家直属管理处、3家权属子公司；
先后设立或收购12家城市运营子公司、5家多元化发展子公司，逐步形成以高速公路、城
市运营两大主业为核心，集矿产、环保、证券等多元化产业为一体的现代化企业集团。为
实现管理现代化，公司从2003年开始实行绩效考核，绩效考核体系一直在不断的改进和完
善。本文以山东高速现有绩效考核体系为研究基础，分析其下属路桥单位绩效考核存在的
问题，针对问题进行绩效考核体系的重新设计
本文主体有三部分：第一，对绩效考核相关概念、主要方法、理论基础的研究综述；
第二，通过问卷调查对山东高速下属路桥绩效考核体系现有问题进行分析；第三，针对出
现的问题，重新进行山东高速下属路桥绩效考核体系的设计。主要结论如下：第一，绩效
考核体系应该随着公司的发展而不断改进。第二，绩效考核体系的设计原则要适应公司自
身的发展。第三，绩效考核指标的选取要多方论证。主要创新点：第一，通过调查问卷的
分析确定了现有绩效考核体系中存在的绩效考核区分度不高、考核指标战略引导性不强、
针对性不够、绩效考核结果运用不当等问题，为下一步绩效考核体系的设计提供了设计依
据，使得下一步考核体系的设计更具有针对性；第二，本文在绩效考核体系设计过程中，
针对不同考核单位和考核周期，确定不同考核指标，确保新的绩效考核体系的针对性和适
应性
关键词：山东高速；绩效考核；关键绩效指标山东师范大学硕士学位论文
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ABSTRACT
Shandong Hi-speed Co., Ltd. was founded in 1999, mainly engaged in investment,
construction, management, toll collection, maintenance, road, wrecker about high-grade
highways, bridges, tunnels, ports and other infrastructure, and urban operations, mining
investment.At present, road and bridge management unit of Shandong high-speed has six direct
subsidiaries, four immediate management offices, three subsidiaries of ownership; has
established or acquired 12 cities operating subsidiaries, five subsidiaries of diversified
development, gradually formed one modern enterprise group which takes highways, urban
operations two main businesses as the core and sets mining, environmental protection, securities
and other diversified industries as the whole. To achieve modernization of the management, the
company began to implement performance evaluation from 2003, performance evaluation
system has always been improved and perfected. This article takes Shandong hi-speed
performance evaluation system as the research foundation, analysis its problems and re-design
the performance evaluation system.
This article has three parts: first, the research about related concepts of performance
evaluation, the main methods, the theoretical basis; second, analyze the existing problems of
Shandong hi-speed subordinate units performance evaluation system through questionnaires
survey; Third, re-design the performance evaluation system. The main conclusions are as follows:
First, the performance evaluation system should be improved with the company's development.
Second, the design principles of performance evaluation system should meet the company's
development. Third, the selectiong of performance evaluation indicators should be demonstrated.
The main innovations of the article are as follows: First, through the analysis of the questionnaire
to find that the distinction is not high, indicators don’t targeted enough, the strategic guidance is
not strong, inappropriate use of performance evaluation results and other issues.It provides the
design basis for the next performance evaluation; Second, during the design process of
performance evaluation system, it gave different assessment indicators for different units and
appraisal cycle to ensure the relevance and adaptability.
Key words: Shandong Hi-speed; Performance Evaluation; KPI