I 摘要 随着经济的发展，市场竞争日益激烈，人力资源管理问题变得越来越重要，而企业 绩效考核的重要性和必要性在人力资源管理中也变得越来越明显。企业中层管理人员在 企业中起着上传下达的作用，其积极性、主动性和创造性的有效发挥，取决于企业科学 公正的绩效考核。 本文系统的阐述了绩效、绩效考核和绩效考核方法的相关理论，以 DS 公司中层管 理人员为研究对象，通过对国内外有关绩效考核文献、数据等欧亿·体育（中国）有限公司的研究和探讨，明晰 了在现代人力资源管理中，绩效考核的必要性和重要性，接着分析了 DS 公司的概况， 明晰了 DS 公司人事管理的概况，然后总结出 DS 公司目前在绩效考核中存在的几类常 见问题。其次，根据 DS 公司的发展战略目标，运用平衡计分卡，将这个目标分解到部 门和员工，研究设计了针对 DS 公司中层管理人员的绩效考核改进，通过成立绩效考核 委员会、加强绩效文化建设和相关制度建设等措施保障绩效考核改进顺利实施。最后， 通过对 DS 公司中层管理人员绩效考核的研究，总结研究结果。本文的尝试性研究对整 个公司和同类企业的绩效管理有一定的借鉴意义。 关键词：中层管理人员，绩效考核，平衡计分卡西北大学硕士学位论文 II ABSTRACT With the development of economy and the increasingly fierce market competition, human resource management has become more and more important, and the importance and necessity of enterprise performance appraisal in human resource management has become more and more obvious. The middle-level managers of enterprises play the role of uploading and disseminating in enterprises. The effective play of their enthusiasm, initiative and creativity depends on the scientific and fair performance appraisal of enterprises. This paper systematically elaborates the relevant theories of performance, performance appraisal and performance appraisal methods. Taking the middle-level managers of DS company as the research object, through the research and discussion of relevant performance appraisal literature and data at home and abroad, it clarifies the necessity and importance of performance appraisal in modern human resources management. Then it analyses the general situation of DS company and clarifies the personnel of DS company. The general situation of affairs management, and then summarizes the DS company's current performance appraisal in several common problems. Secondly, according to the development strategy goal of DS company, this goal is decomposed into departments and employees by using balanced scorecard. A set of performance appraisal scheme for middle-level managers of DS company is studied and designed, which can ensure the smooth implementation of performance appraisal scheme by establishing performance appraisal committee, strengthening performance culture construction and related system construction. Finally, through the research on the performance appraisal of middle-level managers in DS company, the research results are summarized. The tentative study of this paper has a certain reference significance for the performance management of the whole company and similar enterprises. Keywords: middle managers, performance appraisal, Balanced Scorecard目 录 III 目 录 摘要...................................................................................................................................I ABSTRACT ...................................................................................................................... II 目 录................................................................................................................................III 第一章 导论......................................................................................................................1 1.1 选题背景与意义 ......................................................................................................1 1.1.1 选题背景 ...........................................................................................................1 1.1.2 选题意义 ...........................................................................................................1 1.2 研究内容与框架结构 ..............................................................................................2 1.2.1 研究内容 ...........................................................................................................2 1.2.2 研究框架结构 ...................................................................................................2 1.3 研究思路与研究方法 ..............................................................................................3 1.3.1 研究思路 ...........................................................................................................3 1.3.2 研究方法 ...........................................................................................................4 1.4 本文的贡献 ..............................................................................................................4 第二章 概念界定与理论基础..........................................................................................6 2.1 绩效考核相关概念研究 ..........................................................................................6 2.1.1 绩效的概念 .......................................................................................................6 2.1.2 绩效管理的概念 ..............................................................................................6 2.1.3 绩效考核的概念 ...............................................................................................7 2.2 绩效考核的方法 ......................................................................................................8 2.2.1 目标管理（MBO） ..........................................................................................8 2.2.2 360 度绩效考核 ................................................................................................8 2.2.3 关键绩效指标（KPI）....................................................................................9 2.2.4 平衡计分卡（BSC）........................................................................................9 2.2.5 四种常用绩效方法的比较 .............................................................................10 2.3 绩效考核的内容 ....................................................................................................10 2.4 绩效考核的程序 ....................................................................................................12西北大学硕士学位论文 IV 2.5 绩效考核的作用.................................................................................................... 13 2.5.1 帮助企业实现目标任务................................................................................. 13 2.5.2 帮助改善公司整体运营管理......................................................................... 13 2.5.3 与员工利益分配直接相关............................................................................. 13 2.5.4 有利于促进员工和企业一起成长................................................................. 13 2.5.5 帮助员工形成有效激励................................................................................. 13 2.6 简要评论................................................................................................................ 13 第三章 DS 公司中层管理人员绩效考核现状分析 ..................................................... 15 3.1DS 公司概况 .......................................................................................................... 15 3.1.1 公司组织机构................................................................................................. 15 3.1.2 DS 公司人力资源构成 .................................................................................. 16 3.2 中层管理人员绩效考核现状 ............................................................................... 17 3.3 DS 公司中层管理人员绩效考核存在的问题...................................................... 18 3.3.1 考核定位不准确，考核目标与公司目标脱离............................................. 18 3.3.2 考核指标单一不科学..................................................................................... 18 3.3.3 考核指标可操作性不强...............