21世纪以来，水泥企业经历了淘汰落后产能、大量新建生产线到产能过剩几 个阶段。南方水泥作为中国第一大水泥企业，占据了水泥欧亿·体育（中国）有限公司的半壁江山，其经 营状况是水泥欧亿·体育（中国）有限公司的一张“晴雨表”。在这种产能过剩的大环境下，如何面对挑 战、保持自己的竞争优势和提高绩效管理水平是其不断思考的问题。 本文以湖南宁乡南方水泥有限公司作为研究目标，首先阐述了研究的背景、 问题及意义，并对国内外绩效管理的研究现状进行了综述；接着主要介绍了公司 概况、发展历程和公司的组织结构，调查了内部绩效管理的实际情况和存在的主 要问题及成因，从激励理论与绩效管理理论相结合作为切入点，进行相应的绩效 管理体系优化设计与评估；最后从组织、制度人员三个方面为优化方案提供保障， 预测可能发生的问题并提出相应对策，对优化方案进行评估并持续推进。相关结 论如下，将考核分为公司级、部门级和员工级，依据不同的特点和需求设计不同 的绩效考核方法，分别应用平衡记分卡、KPI和360度考核，同时辅以信任、授权 等精神激励方式，使员工能从主观上与公司的组织目标保持一致。在绩效管理过 程中加强沟通和反馈，开通员工绩效申诉通道，使考核人性化，建立PDCA持续改 进制度，实施绩效管理循环，不断改善组织绩效。 本文所述的优化方案，经实践证明在该企业是切实可行的，能提高工作效率， 减少事故发生，提高员工工作积极性，显著改善组织绩效，提高员工素质和客户 满意度，为企业提供了决策依据，其案例值得其它水泥企业借鉴。 关键词，宁乡南方水泥；绩效考核；绩效管理；优化方案工商管理硕士学位报告 III Abstract Since the 21st century, the cement enterprises have experienced three periods including the elimination of backward production capacity, building a large number of new production lines, and overcapacity. As the first large cement enterprise in China, the South cement company occupy half of the cement industry, its operating condition is a barometer of the cement industry. Under the environment of overcapacity , how to face the challenge and keep the competitive advantage and improve the performance management are the problems of continuous thinking. This paper takes Hunan Ningxiang South Cement Co., Ltd as the research target, firstly introduced the background, problem and significance of research and reviewed the research status of performance management. Secondly introduced company profile, development process and organizational structure, investigated the reality of inner performance management , major problem and reason, taking the combination of incentive theory and performance management theory as the breakthrough point, combined with its human resource situation, carries on the corresponding performance management system optimization design and evaluation. At last, through the organization, system, personnel guarantee to make the optimized performance management run well, forecast possible problems and put forward countermeasures, evaluate the optimization plan and continue to push forward. The conclusions are as follows: divide the company staff into company-level, department-level, employees three categories, according to different characteristics and needs, design different performance evaluation methods, separate apply BSC, KPI and 360 assessment, at the same time with the help of trust and authorization, let the employees be consistent with the company’s organization goals. In the process of performance management, strengthen communication and feedback and open the employee performance appeal channel, make the check humanization. Establish PDCA continuous improvement system, take performance management cycle, improve the indicators. The optimized performance management in the article was proved to run successfully so as to improve work efficiency, reduce accidents, enhance the performance, stimulate the enthusiasm of employees, promote organizational performance improvement, improve the quality of the staff and customer satisfaction. It provides the decision-making basis for the enterprise, deserves other cement湖南宁乡南方水泥有限公司员工绩效管理优化方案研究 IV enterprises to draw lessons from. Key words ， Ningxiang Southern Cement; Performance appraisal; Performance management; Optimization plan工商管理硕士学位报告 V 目 录 摘要.......................................................................................................................................II Abstract..................................................................................................................................III 插图索引...............................................................................................................................VII 附表索引..............................................................................................................................VIII 第 1 章 绪 论......................................................................................................................1 1.1 选题背景及意义......................................................................................................1 1.1.1 选题背景..........................................................................................................1 1.1.2 研究意义..........................................................................................................1 1.2 研究的理论基础及文献综述................................................................................2 1.2.1 员工绩效管理理论概述................................................................................2 1.2.2 国内外研究文献综述.....................................................................................4 1.3 报告的主要研究内容与研究方法........................................................................5 1.3.1 研究内容..........................................................................................................5 1.3.2 研究方法..........................................................................................................6 第 2 章 湖南宁乡南方水泥有限公司员工绩效管理现状分析....................................8 2.1 宁乡南方水泥发展及管理概况............................................................................8 2.1.1 宁乡南方水泥公司概况................................................................................8 2.1.2 宁乡南方水泥历史沿革................................................................................9 2.1.3 宁乡南方水泥的组织架构..........................................................................10 2.2 宁乡南方员工绩效管理现状..............................................................................10 2.2.1 公司的人力资源管理制度..........................................................................10 2.2.2 公司现行员工绩效管理流程..................................................................... 12 2.3 宁乡南方水泥绩效管理体系存在的问题及成因............................................14 2.3.1 现行绩效管理体系存在的问题.................................................................14 2.3.2 绩效管理体系问题成因分析..................................................................... 15 第 3 章 湖南宁乡南方水泥有限公司员工绩效管理体系优化设计......................... 18 3.1 员工绩效考核制度的优化方案设计.................................................................18 3.1.1 确立以人为本的绩效管理指导思想........................................................ 19 3.1.2 培育以创新为重的绩效管理文化.............................................................20 3.1.3 建立科学的员工绩效评价制度体系........................................................ 20湖南宁乡南方水泥有限公司员工绩效管理优化方案研究 VI 3.2 员工绩效考核指标的优化方案设计.................................................................24 3.2.1 基于战略的绩效指标体系的构建.............................................................24 3.2.2 基于工作分析的岗位考核指标的设定....................................................27 3.3 员工绩效考核方法的优化方案设计.................................................................28 3.3.1 基于平衡计分卡（BSC）的公司绩效考核............................................29 3.2.2 基于 KPI 的分岗分部门考核.....................................................................31 3.3.3 基于 360 度的个