-I- 摘要 本文针对秦港股份第X分公司在绩效考核方案中出现的一些主要问题，进行了 分析总结。在发现该公司现行考核制度存在问题的情况下，对存在的问题进行深入 的分析，以寻求解决办法。 秦港股份第X分公司现行的绩效考核制度在其内容和实施方案上都很片面。首 先该公司的考核办法只有对员工的绩效考核环节，而没有考核后的反馈环节。其次 在这种单一的考核环节下，各个部门之间没有相互的交流，管理层也没有对绩效考 核的重要性引起足够的重视。第三绩效考核指标也不够合理，让绩效结果成为了纸 上谈兵。因此该公司现行的绩效考核模式并没有实际意义。 本文通过对秦港股份第X分公司现行考核制度的分析，发现了该公司员工绩效 考核制度、流程上的问题，并通过对问题原因的分析，制定了新的绩效考核办法与 实施保障。其中在新的绩效考核办法中引入了关键绩效指标与平衡计分卡的理论。 通过平衡计分卡的四方面要素与秦港股份第X分公司的绩效评价指标相融合，制定 出公司级的考核指标框架，各个部门可以针对本部门的主营业务有目的性的选择相 应的指标对员工进行考核，最后公司将以考核结果为依据应用于职工的奖金发放、 职位升迁、年底评优，进而实现企业、员工共同进步的绩效目标，达到促进秦港股 份第X分公司健康、稳定的发展的目的。 关键词：绩效考核；考核指标；保障措施；秦港股份第X分公司 燕山大学工商管理硕士学位论文 - II - Abstract This paper analysis and summary some major problems in the performance appraisal system of the X Branch Of Qinhuangdao Port CO. LTD. And find some problems with the company's assessment system,and have a deep analysis to the existing problems to find solutions. The current performance appraisal system of the X Branch Of Qinhuangdao Port CO. LTD. is one-sided in its content and implementation plan. First, the assessment method of the company only includes the performance assessment of employees, and there is no feedback link after the assessment. Second, in such a single assessment link, there is no communication between various departments ,and the management does not pay enough attention to the importance of performance assessment.Third, the performance appraisal index is not reasonable enough, The performance results become an armchair strategist. The company's current performance appraisal model has no practical significance. Based on the analysis of the current assessment system of the X Branch Of Qinhuangdao Port CO. LTD. This paper finds out the problems of the company's employee performance assessment system and process, and develops new performance assessment methods and implementation guarantee. KPI and BSC is introduced in the new performance appraisal method. Through the integration of the four aspects of the balanced scorecard with the performance evaluation index of the X Branch Of Qinhuangdao Port CO. LTD , develop corporate level evaluation index framework, each department for the main business of the department of targeted choose corresponding index assessment of the employees.The company will be based on the results of the appraisal is applied to the worker's bonus, position promotion and choose outstanding at the end of the year.And realize the goal of common progress of the enterprise and employees,to promote the healthy and stable development of the X Branch Of Qinhuangdao Port CO. LTD. Key words: performance appraisal;assessment indicators; safeguard measures；X Branch Of Qinhuangdao Port CO. LTD 目 录 -III- 目 录 摘要 ................................................................................................................................... I ABSTRACT ......................................................................................................................... II 第1章 绪 论 .................................................................................................................... 1 1.1 研究背景与意义 ....................................................................................................... 1 1.1.1 研究背景 ............................................................................................................ 1 1.1.2 研究意义 ............................................................................................................ 1 1.2 国内外研究现状 ....................................................................................................... 2 1.2.1 国外研究动态 .................................................................................................... 2 1.2.2 国内研究动态 .................................................................................................... 4 1.2.3 现状评述 ............................................................................................................ 6 1.3 研究内容与方法 ....................................................................................................... 6 1.3.1 研究内容 ............................................................................................................ 6 1.3.2 研究方法 ............................................................................................................ 6 第2章 理论概述 ................................................................................................................ 9 2.1 绩效考核的基本概念 ............................................................................................... 9 2.1.1绩效考核的含义 ................................................................................................. 9 2.1.2 绩效考核的内容 ................................................................................................ 9 2.1.3绩效考核的分类 ............................................................................................... 10 2.2 绩效考核的方法 ..................................................................................................... 10 2.2.1 平衡计分卡(The balance score-card ，BSC) ................................................. 10 2.2.2 关键绩效指标KPI ( Key performance indicators) ......................................... 11 2.3 本章小结 ................................................................................................................. 12 第3章 秦港股份第X分公司员工绩效考核现状 ......................................................... 13 3.1 秦港股份第X分公司简介 ..................................................................................... 13 3.1.1 公司的组织结构及分析 .................................................................................. 14 3.1.2 人力资源基本情况及分析 .............................................................................. 15 3.2 秦港股份第X分公司员工绩效考核现状 ............................................................. 16 燕山大学工商管理硕士学位论文 - IV - 3.2.1 现行考核制度的内容 ...................................................................................... 16 3.2.2 现行考核制度的实施情况 .............................................................................. 18 3.3 现行考核制度内容的分析及问题提出 ................................................................. 19 3.3.1 考核指标满意度的调查 .................................................................................. 21 3.3.2 考核指标激励性的调查 .................................................................................. 21 3.4 现行考核制度实施现状的分析及问题提出 ......................................................... 22 3.4.1 员工考核参与度的调查 .................................................................................. 22 3.4.2 管理层绩效管理理念的调查 .......................................................................... 22 3.4.3 反馈环节实施的调查 ...................................................................................... 23 3.5 考核制度存在问题的成因 ..................................................................................... 23 3.5.1 绩效考核没有完善的体系流程 ...................................................................... 23 3.5.2 绩效考核指标设置不够科学 .......................................................................... 24 3.5.3 缺少培训体系 .................................................................................................. 24 3.6本章小结