I
摘 要
中国加入世贸后，根据市场电信业务相关规定，国外很多企业加入中国市场，
这给中国市场带来了严峻的考验，加剧了电信欧亿·体育（中国）有限公司之间的竞争。所以中国电信行
业要想在市场上取得领先地位，就要全面改善管理方式，特别是人力资源管理中
的绩效管理，使之更符合现代市场的竞争模式。在这个背景下，温州移动公司连
续三年业绩表现不佳，如何通过改进绩效管理体系来提高温州移动公司竞争力成
为一个迫切需要解决的问题。

要摆脱以上困境，摆脱长期落后的局面，温州移动公司必须创新理念、工作
方法和经营模式等才能快速进步，才能在竞争中持续保持市场竞争优势。本文就
如何改进温州移动公司的绩效管理体系进行了分析和思考，并提出了一些改进措
施和建议。如果可行，必然对温州移动公司综合实力提高有至关重要的意义。同
时对其他存在类似问题的公司也有参考价值。

为了解决这个问题，笔者首先利用已有的理论分析设计出调查问卷，并利用
问卷引出的问题找出引起问题的因素；然后在前面分析的基础上，分析出目前温
州移动公司在绩效考核中存在的问题，并提出了改进方案；最后，在分析绩效管
理常用方法的基础上，结合温州移动在 360 度绩效管理和 KPI 结合绩效管理中
存在的问题，设计了温州移动市场部，集团客户部和财务部门的 KPI 指标体
系，并提出进一步的研究展望。

在以平衡计分卡为基础的 KPI 绩效考核体系中，本文设计了乡镇营业点、
中层干部、管控部门、前端部门和后端部门的绩效考核体系，以期通过此种以平
衡记分卡为基础的绩效考核体系能够弥补现行 360 度绩效考评和 KPI 相结合的
绩效管理体系中存在的不足。本文根据温州移动相关管理模式，对其进行系统的
研究和分析，但在公司的实际运作当中会更细分化更具体化。所以，要想真正改
变温州移动绩效管理问题，要不断实践来完善。

关键词：温州移动公司；绩效管理；KPI 指标体系Abstract
After China's accession to the WTO , according to theAgreement on Basic
Telecommunicationsin the request, open to all without discrimination to basic
telecommunications services market Parties undertake section or in an objective and
impartial basis , thus, many foreign telecom companies to enter in a different form
Chinese market , China's telecommunications industry is facing even greater
challenges. How to improve the existing human resources management mechanism ,
especially the performance management system , so that in the employment system ,
distribution system , assessment management more responsive to the needs of modern
enterprises , the development of market-oriented , efficient and effective operation
and become human resource practitioners urgent task facing staff . In this context ,
Wen zhou mobile companies for three consecutive years of poor performance , how to
improve the performance management system to improve the competitiveness of
companies in Wen zhou move to become an urgent problem to be solved .
To get rid of these difficulties, get rid of the long-term backwardness, Wen zhou
mobile companies must innovate ideas, working methods and operating mode can
quickly progress to continue to maintain a competitive advantage in the competition.
In particular traction performance management is particularly important, therefore,
Wen zhou moving company performance through sound scientific management
methods, and promote the establishment of target management system at all levels,
becomes a simple set of advance planning for the post-assessment, monitoring and
guidance in the matter, ex-post evaluation and feedback in one of the dynamic
management system, strengthen control on all levels to achieve mission objectives,
has become the sustainable development of enterprises, plight facing imminent
problems.
In the balanced scorecard KPI based performance appraisal system, the paper
designs township operating point, middle-level cadres, control department,
performance appraisal system front-end and back-end sector departments, to the
adoption of this order based on the Balanced Scorecard performance appraisal system