摘要
随着《中华人民共和国可再生能源法》的实施，风电作为可再生清洁能源
日益受到关注并展现出广阔的成长空间，我国风电产业经历了跨越式发展。面对
产能过剩、竞争激烈、核心技术缺失、风电设备产品质量不稳定的现状，“十三
五”风电发展规划目标不再以规模为导向，从注重新建的规模向更要重视利用转
变。补贴未来逐年退坡，风电标杆电价下调至风火电同价将成为明确政策导向

受上述因素影响，风电运营商的投资行为日趋谨慎，无疑将加剧风电整机制造企
业的竞争。要在激烈的市场竞争中占有一席之地，就必须强化战略目标管理，练
好内功。绩效管理作为执行企业战略目标管理的最重要手段之一，逐渐被应用到
风电整机制造企业的管理实践中

本文以风电整机制造企业 H 公司的绩效管理体系为例，分析如何构建完善的
绩效管理体系，保证绩效管理能够满足企业的发展需要，同时，分析过程中揭示
绩效管理的必要性、提出绩效管理应注意的关键问题。研究方法借助了平衡计分
卡法和 MBO 目标管理法，从 H 公司的实际情况入手，利用层次分析法对指标权重
进行确定，实现对 H 公司指标进行量化分析。通过研究，揭示绩效管理是一个要
求全体员工参与的管理过程；通过有效的绩效管理，将企业的战略重点和员工的
行为有机结合起来，有利于进一步提升企业整体管理水平，为公司的可持续发展
和企业战略目标的实现提供了管理保证

我国风电整机设备制造企业尚未引入平衡计分卡评价法的战略管理理念来
进行绩效管理。以风电整机设备制造企业规模较大的企业——H 公司的实践案
例，应用改进的 AHP 方法分解战略，从而建立起基于平衡计分卡法和目标管理法
的绩效管理体系。从战略管理实施的角度加以分析研究，既具有欧亿·体育（中国）有限公司创新性和代
表性，也具有可推广性，同时也丰富了风电产业这一新兴领域内企业应用平衡计
分卡法实现绩效管理的案例

关键词：风电整机制造；绩效管理；绩效管理体系；平衡计分卡华北电力大学硕士学位论文
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Abstract
With the implementation of Renewable Energy Law of the People&39;s Republic
of China， wind power as a renewable and clean energy has been paid more and
more attention and the wind power industry has experienced a leaping development.
Now China is faced with the problem of overcapacity， fierce competition， lack of
core technology and poor quality of wind power equipment products. The goal of
wind power development in 13th Five-Year Plan is no longer scale oriented， but
paying more attention to the use of wind. In the future， subsidies will be gradually
reduced， it will become a trend that wind power benchmark prices will be reduced to
the same as thermal power prices. By above factors， the investment activity of wind
power operators is more careful ， the competition of wind turbine manufacturing
enterprises becomes further more intensified. Producing product with high technology
and accessional value is the inevitable choice of any wind turbine manufacturing
enterprise， and must strengthen the management of strategic objectives to win in the
fierce market competition. Performance management， as one of the most important
means to carry out the strategic management of enterprises， has been gradually
applied to the management practice of wind turbine manufacturing enterprises.
In this paper， take H company， a wind turbine manufacturing enterprise&39;s
performance management system as an example， to explore how to establish a
perfect performance management system， to ensure the realization of the strategic
objectives of enterprises. This paper introduces the concept of performance
management， performance management and evaluation methods， reveals the
necessity of performance management. By the research methods of BSC and MBO，
determine the main financial indicators and non-financial indicators of performance
evaluation，the weight of each index was determined by the improved AHP，and the
impact indicators of corporate performance were quantified. Studies shows that the
performance management is a management process which requires all employees to
participate. Effective performance management can combine the strategic focus of the
organization with the behavior of its employees. It is conducive to improving the level
of enterprise management， ensures the sustainable development of the company and
the realization of the enterprise&39;s strategic goals.
China&39;s wind turbine manufacturing enterprises have not yet used the Balanced
Scorecard evaluation of the strategic management philosophy to carry out
performance management. Based on the practical case of the large-scale enterprise-H
company， used the improved AHP method to decompose the strategic objectives，华北电力大学硕士学位论文
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and established the performance management system based on the balanced scorecard
method and the target management method. From the point of view of strategic
management， this system is not only innovative and representative of the industry，
but also can be be extended to other wind turbine manufacturing enterprises.
This research has enriched the wind turbine manufacturing enterprise application of
balanced scorecard method to achieve performance management.
Keywords: wind turbine manufacturing，performance management，performance
management system，Balanced Scorecard华北电力大学硕士学位论文
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目 录
摘要..I
Abstract...........II
目 录.IV
第 1 章 绪论.........1
1.1 论文选题的研究背景、意义 ..1
1.1.1 研究背景 ..1
1.1.2 研究意义 ..1
1.2 国内外文献研究现状 ........2
1.2.1 国外文献研究现状.......2
1.2.2 国内文献研究现状 ......3
1.3 研究内容、方法和创新之处 ..4
1.3.1 研究内容 ..4
1.3.2 研究方法 ..5
1.3.3 论文的创新点 ..........5
第 2 章 绩效管理相关理论基础.......... 6
2.1 绩效管理的涵义、作用 ......6
2.1.1 绩效管理的涵义 ........6
2.1.2 绩效管理的作用 ........6
2.2 绩效管理评价的相关理论 ....7
2.2.1 杜邦分析法 7
2.2.2 平衡计分卡法（BSC) ....8
2.2.3 关键绩效指标评价法（KPI） ........11
2.2.4 目标管理法(MBO).......12
2.2.5 经济增加值评价法(EVA).13
2.2.6 绩效棱柱（TPP）.......14
2.3 本章小结 .....15
第 3 章 H 公司建立新绩效管理体系的必要性........ 16
3.1 H 公司内部环境分析 .......16
3.1.1 H 公司基本情况介绍....16
3.1.2 H 公司绩效管理体系现状17
3.1.3 H 公司绩效评价体系问题分析........18
3.2 H 公司外部环
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