I 摘要 人力资源管理在企业中发挥着重要作用。人力资源是企业取得竞争优势的工 具，是帮助企业获取其在成本、产品、服务等方面优势的手段，是现代管理的核 心。而绩效管理又是人力资源管理的核心。在我国企业中，尤其是计划经济时代 的国有企业，进行全面绩效管理的几乎没有，很多员工不清楚绩效的内涵到底是 什么，企业多数只是进行简单的年终考核，将绩效考核当作绩效管理，或者过分 强调考核的作用和考核处罚，将考核当“大棒”，这给员工造成了很大的心理压力， 或者将单位的绩效考核制度流于形式，管理层和员工均不重视，反将绩效考核作 为一种工作负担，或者是部门绩效与公司整体战略相脱节。对于国内的商业银行 来说，绩效管理的现状也是如此。 SC 省农村信用社在绩效管理方面同样存在的一些误区，尚没有建立起有效的 绩效管理体系，仍主要依靠传统的绩效考核来对各联社的工作进行管理。本文通 过对 SC 省农村信用社下属的三家具有代表性的县联社进行调研，发现从总体上来 看，SC 省农村信用社的绩效管理还只是停留在起步阶段，对现代先进的绩效评估 方法和工具理解不全面，运用和掌握的不够深入，尚没能实现平衡计分卡、关键 绩效指标、360 度绩效考核及目标管理法等绩效管理方法的综合运用，绩效的考 核依然处于以利润最大化为核心的盈利能力考核阶段。针对其绩效管理存在的问 题文章提出了对 SC 省农村信用社绩效管理方案的研究与设计。该方案的设计包括 三个方面的研究和优化，即基于组织战略的绩效管理总体框架设计、绩效考核体 系优化设计、全方位全过程的绩效管理流程设计，并且提出了绩效考核指标的 KPI 分解方法。但在推行新的绩效管理方案时必然存在着新制度与企业固有的文化、 原有的制度体系、组织内部各集团利益等不相融合的状况。所以文章在最后从认 识、组织、目标、沟通、技术等层面提出了保障措施，以期能为 SC 省农村信用社 绩效管理体系的构建提供合理化建议，并希望能够为国内在绩效管理方面存在同 样问题的企业尤其是商业银行等提供借鉴。 关键词，SC 省农村信用社，绩效管理，绩效考核，关键绩效指标法ABSTRACT II ABSTRACT Human resource management plays an important role in the enterprise. In the era of knowledge economy, the competition in businesses mainly relies on talent. Human resource is a tool to gain a competitive advantage, and is a mean to help enterprises to obtain its advantages in cost, products, services and so on. And human resource is the core of modern management. Performance management is the core of human resource management. The domestic enterprises, especially the state-owned enterprises in the era of planned economy, there is not a comprehensive performance management. The employees do not know the content of the performance management，the majority enterprises only have the simple year-end assessment. And many enterprises put an emphasis on the role of the assessment and the penalties, thus increase the psychological burden of the staff and the workload of the managers. The same is true for domestic commercial banks, the current situation of performance management is also poor in domestic commercial banks. SC Provincial Rural Credit Cooperatives puts a lot of practice and exploration in the performance management system, but due to the various obstacles and barriers, it still has not an effective performance management system. In this paper, we conducted investigation and study of three representative associated press of Sc Provincial Rural Credit Cooperatives, and analysis the current situation of performance management and flaws in Sc Rural Credit Cooperatives. Then put forward design solutions of the performance management for sc rural credit cooperatives. But in the implementation of the new performance management program there must exist some obstructions. Finally, we conclude the solutions of conflicts and obstacles that may exist in the process of implementation of performance management. These solutions conclude culture, organization, goals, communication, technology and so on. We hope we can provide reasonable suggestions to build the performance management system in Sc provincial rural credit cooperatives and hope we can provide a reference for other enterprise, especially the commercial banks in our country.ABSTRACT III Keywords: SC Provincial Rural Credit Cooperatives, performance management, performance assessment, key performance indicators method目录 IV 目 录 第一章 绪论.................................................................................................................. 1 1.1 选题背景及研究意义 ............................................................................................ 1 1.1.1 选题背景 ......................................................................................................... 1 1.1.2 研究意义 ......................................................................................................... 3 1.2 研究方法及思路 .................................................................................................... 4 1.3 研究内容及特色 .................................................................................................... 4 1.4 文章的逻辑框架图 ................................................................................................ 6 第二章 绩效管理的相关理论...................................................................................... 8 2.1 绩效管理的思想演变 ............................................................................................ 8 2.2 绩效与绩效管理的相关研究................................................................................. 8 2.3 国内外商业银行绩效管理研究述评................................................................... 10 2.4 绩效管理的内容和流程 .......................................................................................11 2.4.1 绩效管理的内容 ............................................................................................11 2.4.2 绩效管理的流程 ............................................................................................ 12 2.5 绩效管理中常用的绩效评估方法 ...................................................................... 13 2.5.1 结果导向型绩效评估方法 ........................................................................... 13 2.5.2 行为导向型的绩效评估方法 ....................................................................... 24 2.5.3 特质性绩效评估方法 ................................................................................... 25 第三章 SC 省农村信用社绩效管理现状分析.......................................................... 27 3.1 SC 省农村信用社基本情况介绍 ......................................................................... 27 3.2 SC 省农村信用社绩效管理现状 ......................................................................... 28 3.2.1 三家县联社绩效考核的现状 ........................................................................ 28 3.2.2 各县联社总体绩效考核的情况 ................................................................... 31 3.3 SC 省农村信用社绩效管理现状分析 ................................................................. 32 3.4 各县联社对绩效考核体系的需求 ...................................................................... 34 第四章 SC 省农村信用社绩效管理方案的研究与设计.......................................... 36 4.1 基于组织战略的绩效管理总体框架设计 .......................................................... 36目录 V 4.2 绩效考核体系优化设计的基本思路 .................................................................. 38 4.2.1 工作绩效目标设置 ....................................................................................... 38 4.2.2 绩效考核周期的设置 ................................................................................... 39 4.2.3 多样化、差异化绩效考核方法的选择 ....................................................... 39 4.2.4 关键业绩指标（KPI）的确定...................................................................... 40 4.2.5 考核维度设计 ................................................................................................ 44 4.2.6 考核权重设计 ............................................................................................... 48 4.3 全方位、全过程的绩效管理流程设计 .............................................................. 50 4.3.1 绩效计划 .......................................