随着计划经济向市场经济过渡，同时受到国家经济社会发展需求和事业单位改革的双重驱 动，地质勘查欧亿·体育（中国）有限公司逐渐从事业单位向企业转变。单位性质发 生变化后，内部员工绩效考核方式 也要随之改进，绩效考核问题就在地质勘查欧亿·体育（中国）有限公司人事管理改革中凸显出来。对此，结合市场经 济以及地质勘查欧亿·体育（中国）有限公司大环境的发展，建立健全完 善系统的员工绩效考核机制对于提高员工工作 积极性，合理制定薪资待遇，促进企业长远发展等都是具有现实意义的。 绩效管理作为现代人力资源管理中十分重要的一环，是企 业战略目标有效实现的重要控制 工具，也是不断完善企业内部各个板块系统的优化工具。科学发展观的核心理念和价值是以人 为本，在信息时代，国家社会经济的发展依靠知识 和科技，人是企业发展最重要的战略资源。 绩效管理以一种更加严密科学战略性思维方式促使每位员工都能够做到自我监督自我提升，更 是企业长远战略实施的重要保证。地质 企业在人力资源管理方面已经开始注重对内部员工的管 理，并将其管理方式手段与企业的长远战略目标相联系。诚然,目前地质勘查企业的人力资源管 理和绩效管理还处于摸索阶 段，虽然在实践中取得了一定的成绩，但也存在着不足。 鉴于此，本文阐明了绩效和绩效考核的基本理论与方法，概括了Z局地质信息中心员工绩 效考核体系现状，结合Z局地质 中心的信息以及人员的组成和组织架构等方面问题，深入分析 地质信息中心员工绩效考核的方式，根据Z局地质信息中心员工绩效考核中改进后的方案设计， 进行考核指标的选取 ，明确指标权重以及参评人员的范围以及考核周期，并且提出了Z局地质 信息中心员工新绩效考核具体实施的步骤、应用效果和后续的保障措施。这将有助于提高Z局 地质信息中 心员工的绩效考核水平，同时也能推进地质勘查欧亿·体育（中国）有限公司的分类考核。 关键词：地质信息中心；绩效考核；方法研究 z局地质信息中心绩效考核研究 II Abstract With the transition from a planned economy to the market economy, driven by the needs of national economic and social development and the reform of public institutions, the geological exploration industry has gradually changed from public institutions to enterprises. After the change in the nature of the unit, the internal employee performance appraisal method should also be improved. The problem of performance appraisal is highlighted in the personnel management reform of the geological exploration industry. In view of this, combining with the development of the market economy and the environment of the geological exploration industry, it is of practical significance to establish a sound and complete systematic employee performance appraisal mechanism for improving employees' work enthusiasm, reasonably setting salary and promoting the long-term development of enterprises. As a very important part of modern human resource management, performance management is an important control tool for the effective realization of corporate strategic goals, as well as an optimization tool for the continuous improvement of the internal system of each part of the enterprise. The core of the scientific concept of development is people-oriented, and the sustainable social and economic development in the 21st century mainly depends on knowledge, so employees will become the most important strategic resources. Performance management with a more rigorous scientific strategic thinking mode to promote every employee to achieve self- monitoring and self-improvement is an important guarantee for the implementation of long-term corporate strategy. In terms of human resource management, geological enterprises have begun to pay attention to the management of internal staff and to link their management methods with the long-term strategic goals of the enterprise. It is true that the human resource management and performance management of geological exploration enterprises are still in the groping stage at present. In view of this, this article expounds the basic theory and method of performance and performance appraisal, summarizes the Z bureau of geological information center staff performance appraisal system of the status quo, combined with the center of the Z bureau of geological information, and the 南京航空航天大学硕士学位论文 III composition and structure of personnel, in-depth analysis of the geological information center staff performance appraisal way, according to the bureau of Z geological information center staff performance appraisal of the improved scheme design, selection of evaluation indicators, to determine the range of index weight and the personnel office and inspection cycle, and this paper presents a new Z bureau of geological information center staff performance appraisal concrete implementation steps, application effect, and the subsequent safeguards. This will help to improve the performance appraisal level of employees of the geological information center of bureau Z and promote the classification appraisal of the geological exploration industry. Keywords: geological information center, performance assessment, method research 南京航空航天大学硕士学位论文 V 目 录 第一章 绪论 .......................................................................................................................................... 1 1.1研究的背 景和意义 ................................................................................................................... 1 1.1.1研究背 景........................................................................................................................ 1 1.1.2研究意 义........................................................................................................................ 1 1.2国内外文献综 述....................................................................................................................... 2 1.2.1国外文 献........................................................................................................................ 2 1.2.2国内文 献........................................................................................................................ 3 1.2.3文献评 述........................................................................................................................ 4 1.3研究的内容和方法 ................................................................................................................... 4 1.3.1研究思路和内容 ............................................................................................................ 4 1.3.2研究方 法........................................................................................................................ 5 1.4本文的应用价 值....................................................................................................................... 5 第二章 绩效考核的基本理论 ............................................................................................................... 7 2.1绩效、绩效考核的种类和作用 ............................................................................................... 7 2.1.1绩效考核的内涵 ............................................................................................................ 7 2.1.2绩效考核的分类 ............................................................................................................ 7 2.1.3绩效考核的功能及作用 ................................................................................................ 8 2.2绩效考核的常用方法 ............................................................................................................... 9 2.2.1目标管理法 （MBO）................................................................................................... 9 2.2.2全视角评估法（360度考核法） ................................................................................. 9 2.2.3关键绩效指标法（KPI） ........................................................................................... 10 2.2.4平衡计分法（BSC） .................................................................................................. 10 2.3 AHP层次分析法及其应用效果 ............................................................................................ 10 第三章Z局地质信息中心员工绩效考核现状