I X 公司绩效管理优化方案 中文摘要 随着光电显示屏市场越来越成熟，新技术革新速度越来越快，市场竞争越来激烈， 优胜劣汰效应在市场中越来越明显。企业必须凝聚自身向心力，不断改革创新，提升 核心竞争能力，快速灵活应对市场市场的变化。 发展处于成熟期的 X 公司，过去十年间公司迅速成长，一直在业界处于领先地位。 要想继续在市场中维持或争取更高的市场份额，X 公司必须加强自身体质，根本改善 近两年出现的日趋严重的慵懒文化，改进绩效管理系统，提升绩效管理系统的效用， 强化自身核心竞争能力。 本报告通过访谈，以及数据调查的方式，调查了 X 公司绩效管理运作中存在的问 题。通过对绩效管理系统、绩效沟通、绩效考核指标、平衡计分卡等关键理论的研究， 最终提出了 X 公司绩效管理存在问题的几个对策，包括完善流程并制度化、系统化， 科学合理建立绩效指标体系的方法，和绩效考核结果运用的具体方式。最后对本报告 研究的不足以及未来可能发生的问题以及应对措施作了补充说明。 关键词，绩效管理；绩效考核；平衡计分卡；关键绩效指标；绩效沟通 作 者，倪 艳 指导教师，陈志强教授Abstract The Optimization of X Corporate Performance Management II The Optimization of X Corporate Performance Management ABSTRACT With the opto-electric display market matures, new technological innovations faster and faster, increasingly fierce market competition, survival of the fittest in the market, more and more obvious effect. Manufacture must unite their solidarity, reform and innovation, enhance core competitiveness, fast and flexible response to changing market. X development in mature companies , the rapid growth of the company over the past decade, has been in a leading position in the industry. To continue to maintain or strive for a higher market share in the market, X companies must strengthen their physical, fundamentally improve the increasingly serious in recent years appear lazy culture, improving performance management system to enhance the effectiveness of the performance management system, strengthen their own core competitiveness. In this paper, through interviews, and the way the survey data, survey the X corporate performance management and operation of the existing problems. Through the study of performance management systems, performance communication, performance assessment indicators, balanced scorecard and other critical theory, eventually raised problems in several X's performance management measures, including improving processes and institutionalized, systematic, scientific and rational establishment methods of performance indicators system, and specific ways to use the results of the performance evaluation. Finally, the lack of this thesis was supplemented by instructions. Key words: Performance Management; Performance Appraisal; Balanced Scorecard; Key Performance Indicators; Performance Communication Written by，Ni Yan Supervised by，Professor Chen目 录 第一章 绪 论....................................................................................................................1 一、研究背景........................................................................................................................1 二、研究的意义....................................................................................................................1 1．提高计划管理的有效性...........................................................................................1 2．提高各级管理者的管理水平...................................................................................2 3．暴露企业管理存在问题...........................................................................................3 4．绩效管理促进管理和业务流程优化.......................................................................4 三、研究方法及研究思路................................................................................................4 第二章 文献综述与理论....................................................................................................5 一、文献综述....................................................................................................................5 （一）国外绩效管理文献综述.....................................................................................5 （二）国内绩效管理文献综述.....................................................................................7 二、理论..........................................................................................................................10 （一）绩效管理的五大系统.......................................................................................10 （二）关键绩效指标的设计原理...............................................................................11 （三）绩效沟通的重要性...........................................................................................11 （四）个人目标管理制度的必要性和方法...............................................................12 （五）绩效激励的重要性和方法...............................................................................13 第三章 X 公司绩效管理现状..........................................................................................15 一、X 公司概况描述......................................................................................................15 （一）X 公司的发展史简述.......................................................................................15 （二）X 公司的组织规模，干部分配状况，如表 1，............................................15 二、X 公司绩效管理实施状况描述..............................................................................16 （一）从绩效管理系统的角度看 X 公司绩效管理实施状况..................................16 （二）从抽样访谈结果看 X 公司绩效管理现状......................................................17 三、X 公司绩效管理存在问题......................................................................................18 （一）绩效考核结果缺乏沟通反馈以及绩效改进...................................................18（二）绩效考核指标设计存在问题...........................................................................19 （三）绩效考核结果与薪资福利待遇没有联系.......................................................21 第四章 X 公司绩效管理存在问题的原因分析..............................................................22 一、缺乏全面的绩效管理系统......................................................................................22 二、缺乏科学完善的绩效指标系统..............................................................................23 （一）部门绩效指标和目标设定缺乏科学的方法...................................................23 （二）缺乏个人绩效目标管理制度...........................................................................23 三、缺乏以绩效考核结果为基础的绩效激励制度......................................................24 第五章 X 公司绩效管理方案优化..................................................................................26 一、制定完善的绩效管理流程......................................................................................26 （一）从绩效管理体系内容上完善大流程，...........................................................26 （二）绩效沟通运作方式...........................................................................................28 （三）流程制度化.......................................................................................................28 二、 建立完善的关键绩效指标（KPI）体系..............................................................30 （一）运用平衡计分卡原理建立各分公司的关键绩效指标...................................31 （二）运用平衡计分卡原理建立合理的部门绩效管理指标...................................33 （三）建立个人绩效目标管理制度...........................................................................35 （四）合理订定绩效管理目标值...............................................................................37 三、建立以绩效考核结果为基础的激励制度..............................................................38 （一）绩效考核的激励方式.......................................................................................38 （二）设立绩效奖金制度.....................