部以绩效研究为主题的生动史册。回顾改革开放三十多年来我国人力资源管理的发展历

程,我国实现了从计划经济体制下的劳动人事管理向现代市场经济条件下的人力资源管

理的转变。随着我国经济的市场化、政府的小型化、社会的多元化以及管理的精细化,

公共服务机构、科研机构,甚至是行政事业单位都幵始尝试引入绩效管理理念,运用现

代的绩效管理方法对员工进行绩效考核。

本文的研究对象——延长石油集团作为继中石袖、中石化、中海油之后的第四大”

石油企业,于2008年成立了延长石油研究院,并于2012年底成立了延长石油研究院天

然气研究所。2013年,研究院对其现有考核办法进行调整,由研究所自行组织对技术

人员的考核,并实行浮动绩效工资自主分配。在这一大背景下,如何设计一套适合科研

人员和研究院制度环境的技术岗位绩效考核体系,成为天然气研究所要解决的一个重要

课题。

在对天然气研究所技术岗位绩效考核体系设计时,在现有理论综述以及已有考核体

系问题识别的基础上,从解决实际问题的角度,本着适用、简便、体现协作的原则展开。

研究发现,延长石油研究院尚未建立成熟的适合科研技术人员特点的绩效考核体系,绩

效考核标准主观性强、标准过于单一,缺乏有效的绩效沟通、辅导以及绩效改进。主要

原因在于绩效管理缺乏有力的支持,员工对现代绩效考核缺乏认同感,天然气研究所的

绩效考核缺乏战略指引。本文结合相关专家的访谈调查、研发类关键绩效指标、现有绩

效考核办法以及单位特征,按照“绩效=结果+行为的思路,对纯技术岗位人员从德、能、

勤、绩四个方面进行考核,共设置4大类17项指标(对双跨岗位则以部门考核结果为

主,个人考核结果为辅)。在确定赋分依据时,对德”、“能、“勤等行为指标,按照360°

考核法和量表法,由考核参与主体对被考核者各项考核指标进行评分;对工作业绩这类

基于有关层次分析法在科研人W绩效考核运用的相关研究文献以及与相关专家座谈,给

出了一个参考值。下来,对绩效考核的组织实施方式予以明确,并对考核体系进行检验、

优化。最后,提出绩效考核计划环节、考核实施环节、考核反馈及改进环节的保障措施。

关键词:绩效,绩效考核,目标管理,延长石油研究院,技术岗位

Research Institute Gas Research Department in the end of 2012. In 2013, the

institute makes adjustment for their current examination method, the department

can organize and make evaluation by themselves, and can distribute the floating

merit pay independently. Under such background, it becomes an import task to

design one evaluation system suitable for both researcher and Gas department

regulations.

When design technical position evaluation system for Gas department, they

based on current theory & evaluation problem identification, and launch with

principle of suitability, Simplicity, and cooperation. After physical research,

they find that, Yanchang Petroleum haven't set up complete examination system

suitable for researchers. Performance appraisal (PA) standard emphasis on

subjectivity, too simple, and lack valid communication, guidance and

improvement. These is caused as PA lack of management support, the employee

have no acknowledge for PA, and Gas department has no strategic guidance.

This article combine experts interview investigate, Research and Development

KPI, current examination method and the department feature, and according to

the thinking of Performance=Result + Action, to exam pure technical

employees from four ways: virtues, abilities, diligence and accomplishment。

Then, set up 4 and 17 detailed Indicators (exam emphasis with result for

employee across 2 positions). Participator will evaluate the employee with

virtues, abilities, diligence etc. as indicators, and use 360°evaluation as method.

For result indicators such as work achievement, will evaluate with actual work

years development of Management Science, we

can say that, in a sense, modern Management Science history is the history

which with performance research as one's subject. Look back the history of

Human Resource Management after 30 years of reform and opening up, we

accomplish the change from Labor and Personnel Management under planned

economy system to Human Resource Management under market economy.

Along with economy marketization, government miniaturization, society

diversification, and management refining, the public service department,

scientific research institution, even administrative institution begin to bring

performance management theory to their work, use modern performance

management method for employee performance examination.

Study object of this paper is Shaanxi Yanchang Petroleum Group, which as

the Fourth Petroleum Enterprise following CNPC (China National Petroleum

Corporation ),Sinopec(China Petroleum and Chemical Corporation), CNOOC

(China National Offshore Oil Corporation),establish Shaanxi Yanchang

Petroleum Research Institute in year 2008, and Shaanxi Yanchang Petroleum

situation. To set different evaluation participators weighting, there is a reference

value based on relevant articles of analytic hierarchy process for researchers and

relevant experts panel discussion. Definite PA organization, implementation,

inspect and optimize the evaluation system. Finally, they apply the measure of

performance appraisal schedule, implementation, feedback, and improvement.

【Key words] Performance, Performance Appraisal (PA),Management By Objectives

(MBO),Shaanxi Yanchang Petroleum Research Institute, Technical

position

【Research Type】 Applied Research

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