II 摘要 随着政府对公用事业领域进一步深化改革，自来水欧亿·体育（中国）有限公司正面临较大生存环 境变化和发展压力。XX 自来水厂作为某市地方国有上市水务公司的基层单位， 竞争压力相对较小，水厂内部管理方式一直采用类似事业单位的方式。XX 自来 水现有绩效考核方案是由水厂内部无绩效管理经验的普通行政岗位员工编写， 所以方案相对简单，缺乏系统性和科学性，没有形成适合现代企业管理的绩效 考核方案。本文将结合自来水产品的特性，明确考核目的，优化基层员工考核 方案。 笔者首先整理了国内外绩效考核的相关研究，结合现有研究成果总结了 XX 自来水厂现有绩效考核方案存在的问题。其次通过与管理者深入访谈和发放调 查问卷的方式，总结现有方案在宣传、指标设置、公平性等方面的不足。接着 在明确考核原则的基础上，结合水厂的发展战略和年度经营管理考核目标，按 照 KPI 原理，将其分解成班股考核指标和岗位考核指标。同时对不易量化的工 作内容，按照 360 度考核法原理由上级、下级、同级进行评价，并最终形成完 整的员工绩效考核方案，实现以考核促进企业和员工发展的目的。文章也就方 案的实施计划、过程监控、绩效反馈、结果应用等内容进行了优化。通过本文 的研究，得出以下三点结论： 第一、XX 自来水厂的管理一直采用类似事业单位的管理模式，如何结合水 厂生产特点，通过优化绩效考核提升水厂内部管理水平和竞争力是企业目前急 需解决的问题。 第二、优化后的考核方案更贴近员工工作，也能更真实反映工作绩效，方 案具有较强的操作性。 第三、始终让员工参与到方案的优化设计中，可以提升了他们对新方案的 接受度。 最后提出本文的结论及不足，为欧亿·体育（中国）有限公司内其它自来水厂制定员工绩效考核方 案提供参考。 关键词：自来水厂；员工绩效考核；关键绩效指标Abstract III Abstract With the further deepening reform of the government in the field of public utilities, the water industry is facing greater changes in the living environment and increasing development pressure. XX waterworks, as the base unit of a local state-owned listed water enterprises, have relatively low competitive pressure. The internal management mode of waterworks has always been similar to that of public institutions. The employee performance appraisal system of XX waterworks is compiled by general administrative staff who have no experience in performance management. Therefore, the system is relatively simple, lacks systematicness and scientificness, and has not formed a modern performance appraisal system for modern enterprise management. This paper will combine the characteristics of tap water, clarify the purpose of appraisal, and optimize the appraisal system for base employees. Firstly, the author sorted out the relevant research on performance appraisal at domestic and foreign, and summarized the problems of the existing performance appraisal system of XX waterworks based on the existing research results. Secondly, through in-depth interviews with managers and the issuance of questionnaires, this paper summarizes the shortcomings of existing system in publicity, index setting, fairness and so on. Then, on the basis of clear appraisal principles, combined with the development strategy of waterworks and annual management assessment objectives, according to the principle of KPI, it is decomposed into assessment indicators of class shares and posts. At the same time, according to the principle of 360 degree appraisal method, the index is evaluated by the superior, the inferior and the same level, and finally a complete performance appraisal system is formed to achieve the purpose of promoting enterprise development and staff development The paper also optimizes the implementation plan, process monitoring, performance feedback and result application of the system. Through this study, the following three conclusions are drawn: Firstly, the management of XX waterworks has always been similar to the management mode of public institutions. How to improve the internal managementAbstract IV level and enhance the competitiveness of waterworks by optimizing performance appraisal is an urgent problem to be solved by waterworks. The second is that the optimized assessment system is closer to the work of employees and more truly reflects the work effect of the waterworks. The system has strong operability. Thirdly, employee involvement in the design of the optimization system can improve their acceptance of the newsystem. Finally, the conclusions and shortcomings of this paper are put forward to provide reference for the performance appraisal systems of other waterworks in the industry. Key Words: Waterworks；Employee Performance Appraisal； Key Performance Indicators目录 V 目 录 第 1 章 绪论 ........................................................1 1.1 选题背景与选题意义 ..........................................1 1.1.1 选题背景 ...............................................1 1.1.2 选题的意义 .............................................2 1.2 研究思路与研究方法 ..........................................3 1.2.1 研究思路 ...............................................3 1.2.2 研究方法 ...............................................3 1.3 国内外研究现状 ..............................................4 1.3.1 国有企业员工绩效考核存在的问题研究 .....................4 1.3.2 员工绩效考核的目的研究 .................................5 1.3.3 影响员工绩效考核效果的因素研究 .........................6 1.3.4 员工绩效考核的优化措施研究 .............................8 第 2 章 理论基础 ...................................................12 2.1 绩效考核的含义 .............................................12 2.2 常用的考核方法综述 .........................................12 2.2.1 目标管理法 ............................................12 2.2.2KPI 指标法 .............................................13 2.2.3 360 度考核法 ..........................................13 第 3 章 XX 自来水厂员工绩效考核现状分析.............................15 3.1XX 自来水厂简介 .............................................15 3.1.1XX 自来水厂概况 ........................................15 3.1.2 XX 自来水厂组织结构 ...................................16 3.1.3 XX 自来水厂员工结构 ...................................16 3.2 XX 自来水厂现有员工绩效考核概况 ............................18 3.2.1 考核人员和周期 ........................................18目录 VI 3.2.2 班员绩效考核工作内容 ..................................19 3.3 现有方案评价及存在的问题 ...................................24 3.3.1 现有方案评价 .........................................24 3.3.2 存在的问题分析 .......................................24 第 4 章 XX 自来水厂员工绩效考核方案优化设计.........................33 4.1 员工绩效考核方案优化原则 ...................................33 4.2 员工绩效考核方案设计 .......................................33 4.2.1 关键考核指标设计 .....................................33 4.2.2 XX 自来水厂发展战略及经营管理目标 .....................35 4.2.3 指标权重的确定 .......................................37 4.2.4 量化考核指标的确定 ...................................38 4.2.5 非量化考核指标的确定 ..................................40 4.2.6 考核周期与考核时间 ....................................42 第 5 章 XX 自来水厂员工绩效考核方案的实施...........................43 5.1 绩效考核方案实施的条件 .....................................43 5.1.1 制定绩效实施计划 .....................................43 5.1.2 实施过程中的监控 .....................................44 5.1.3 员工绩效考核反馈 .....................................44 5.1.4 绩效考核结果的应用 ...................................45 5.2 绩效考核方案实施的配套保障措施 .............................46 5.2.1 组织和制度保障 .......................................46 5.2.2 企业文化保障 .........................................47 第 6 章 结论与展望 .................................................48 6.1 结论 .......................................................48 6.2 展望 .......................................................49 致 谢 ............................................................50