摘要
2012年以来,经历了十几年快速发展的建筑机械制造欧亿·体育（中国）有限公司遇到寒冬,多数
企业发展举步维艰,迫使他们通过产品升级和转型以寻找新的发展空间。海诺集
团面临的形势也非常严峻,其技术含量较低的产品基本滞销,企业效益回落明显

面对这种局面,海诺集团提出变压力为动力,抢抓机遇,校企联合,抓紧产品升
级换代,调整战略目标,促进企业转型。同时海诺集团领导层也深刻认识到,企
业在逆境中发展,产品实现突破,努力拓展市场的同时,更要注重内部挖潜。建
立一套适合集团转型发展的绩效考核体系,被领导层寄予厚望。本文以海诺集团
为研究对象,针对当前集团绩效考核存在的不足,深入分析研究,期望建立一套
适合公司发展需要的绩效考核体系,提升人力资源管理水平,为公司转型发展打
牢基础。文章运用目标管理理论、系统理论、激励理论等绩效考核有关理论,通
过调研、访谈,全面掌握海诺集团总体情况、人力资源基本状况及绩效考核的现
状,力求深入查找绩效考核现有问题,弄清问题根源。在此基础上,结合集团实
际,着眼未来发展,进行海诺集团的绩效考核体系设计。本文说明了研究背景、
研究的目的意义,综述了绩效考核的相关理论,探讨了绩效考核的相关方法。在
考核体系设计过程中,采用问卷调查、广泛访谈、系统分析等方法,对海诺集团
进行工作分析。结合集团组织机构特点,工作流程设置,把部门、员工个人作为
考核对象,并相应设计了指标体系。其中部门涵盖了海诺集团综合管理部、人事
部、质量部、财务部、生产部、销售部、采购部和技术部所有现设部门。而员工
个人包括高级中级及基层三个层次的管理人员及普通员工。方法上,运用目标管
理法、关键绩效指标法、平衡计分卡,确定考核指标,确定权重,对考核进行评
分设计,建立了绩效考核运作系统。同时对新考核体系实施保障提出了建议

关键词:海诺集团;绩效考核;体系;设计
Abstract
Since 2012, the construction machinery manufacturing industry began to slow
down after more than ten years of fast development, thus most enterprises in the
industry encountered difficulty in its development, which the situation compelled
them to seek new development space through production upgrading and
transformation.Hainuo Group was also not an exception. Actually, Hainuo products
with relatively lower technology was nearly unsalable and the group profits dropped
dramatically. In such a situation, Hainuo Group call on to turn pressure into motive
force, grasp and create opportunities, carry out coalition of college and enterprise,
accelerate products updating and upgrading, adjust strategic goals, and promote
Hainuo's transformation.Meanwhile, the management of Hainuo Group also
recognized deeply that making the enterprises continue to develop in such a situation,
in addition to realizing production breakthrough and striving for market expansion,
they should also focus more on internal potential; a set of performance appraisal
system that suits the group's transformation and development should be
established.The paper is done by taking Hainuo Group as the research organization.
Analysis and studies were done aiming at the defects of the group's current
performance appraisal system in order to establish a set of new appraisal system fits
the group's development to improve its HRM level, and consolidate a firm foundation
for the group's transformation.Goal management theory, systematic theory, and
motivation theory and other performance appraisal theories were used in the paper.
Studies and interviews are carried out to grasp the whole situation of Hainuo Group,
its HRM basic condition and the current situation of its performance appraisal in order
to find out the deficiencies of the current appraisal system and find the
solutions.Based on the above, a new performance appraisal system is designed for
Hainuo Group by integrating the present condition of the group and focusing on its
future development. The paper states the background, the aim and the significance of
the research, summarized the relevant theories of the appraisal system, and discussed
the relevant methods of the appraisal system.During the design process of the
appraisal system, questionnaires, interviews, systematic analysis and other research
methods were used to analyze the current situation of Hainuo Group. On the basis of
the group's organizational structure and its workflow to set the appraisees at
department and individual levels, and design the index system.Alldepartments
currently set in the group were covered in the new appraisal system which are General
Administration Department, HR Department, Quality Department, Financial
Department, Production Department, Sales Department, Procurement Department,
and Technology Department. Individual appraisees include the management of senior,
junior and production-line three levels, and ordinary staff. In terms of methods,
objective management,key performance indices, balanced scorecards are used to set