I 摘要 近年来，各行各业的市场竞争越发激烈。企业为应对激烈的竞争，需要解决 的最突出问题是企业之间的人才竞争。为发挥好企业的人才市场竞争优势，搭建 符合企业实情的绩效管理体系尤为重要，因其最终目的在于，通过以搭建绩效管 理体系为出发点，改变现有部分企业存在的重考核结果轻过程管理的现状，利用 科学、有效的绩效考核结果引导员工向为了实现企业战略的方向努力，从而保障 企业战略的顺利实施。 本论文以凯普顿公司为案例，参考了目前常用的绩效管理理论和工具，与作 者在人力资源管理领域近几年的经验相结合，重点研究了现阶段我国中小软件企 业的研发团队绩效管理体系的构建，对绩效计划、绩效实施、绩效考核和绩效沟 通与反馈等绩效管理全流程进行方案设计和实施，重点提炼出该绩效考核的方案 设计中的关键绩效考核指标、权重和分值，并通过对部分重点研发人员岗位上的 人进行试验实施，以此验证了绩效管理体系方案设计的科学性、有效性和可行性。 同时将员工考核结果运用于对应的利益分配、提拔晋升、福利待遇、培训等，有 效导向和及时沟通反馈促进了企业人才的培养与管理，确保了绩效管理体系的落 地实施，同时保障了企业战略的顺利实施。 本论文通过绩效管理体系的方案设计和落地实施，进一步优化完善了公司的 绩效管理机制，提高了人才利用率和公司效益。此绩效管理设计方案和实施流程， 在软件类研发企业中有很强的参考价值，本论文中绩效管理方案的设计具有很强 的可操作性，同时可有效的复制和推广至同类型的互联网企业中。 关键词：信息技术；研发团队；绩效管理体系；构建 ABSTRACT II ABSTRACT In recent years, market competition in various industries has become more intense. In order to cope with fierce competition, the most prominent problem that enterprises need to solve is the competition for talents between enterprises. In order to give full play to the competitive advantages of the enterprise's talent market, it is particularly important to build a performance management system that is in line with the actual situation of the enterprise, because its ultimate purpose is to change the reassessment results of some existing enterprises and light process management The status quo, using scientific and effective performance evaluation results to guide employees to work towards the realization of corporate strategy, thereby ensuring the smooth implementation of corporate strategy. This thesis takes Capton as an example, references the current commonly used performance management theories and tools, and combines the author's experience in the field of human resources management in recent years, focusing on the research and development of performance management of small and medium-sized software companies in China Construction of the system, program design and implementation of the entire process of performance management such as performance planning, performance implementation, performance evaluation and performance communication and feedback, focusing on extracting key performance evaluation indicators, weights and scores in the performance evaluation program design, And through the test implementation of some key R & D personnel positions, in order to verify the scientific, effective and feasibility of performance management system program design. At the same time, the employee assessment results are applied to the corresponding benefit distribution, promotion, welfare treatment, training, etc., effective guidance and timely communication and feedback have promoted the cultivation and management of corporate talents, ensured the implementation of the performance management system, and at the same time ensured corporate strategy Smooth implementation. Through the design and implementation of the performance management system, this thesis further optimizes and perfects the company's performance management mechanism，and improves the utilization rate of talents and the company's benefits. This performance management design plan and implementation process have a strong ABSTRACT III reference value in software R & D enterprises. The design of performance management plan in this paper is highly operable, and can be effectively copied and promoted to the same type of Internet In the enterprise. Keywords: information technology; R & D team; team performance; performance management system; construction 目 录 IV 目 录 第一章 绪论 .................................................................................................................... 1 1.1 研究背景 ............................................................................................................ 1 1.2 研究的意义与方法 ............................................................................................ 1 1.3 研究内容和思路 ................................................................................................ 2 1.4 本文的主要贡献 ................................................................................................ 3 第二章 绩效管理相关理论和研究概述 ........................................................................ 5 2.1 绩效管理相关理论概述 .................................................................................... 5 2.1.1 绩效管理的概念 .................................................................................... 5 2.1.2 绩效管理的目的和作用 ........................................................................ 5 2.1.3 绩效管理构建的基本原则与要求 ........................................................ 6 2.2 国内外绩效管理现状研究 ................................................................................ 7 2.2.1 国外绩效管理的研究现状 .................................................................... 7 2.2.2 国内绩效管理的研究现状 .................................................................... 8 2.3 常用绩效管理工具的沿革和特点 .................................................................... 9 2.4 本章小结 .......................................................................................................... 10 第三章 凯普顿公司研发团队绩效管理的现状和问题分析 ....................................... 11 3.1 凯普顿公司的公司概况 ................................................................................... 11 3.1.1 公司介绍 ............................................................................................... 11 3.1.2 组织架构 .............................................................................................. 12 3.2 软件研发人员特点 .......................................................................................... 12 3.2.1 员工素质普遍较高 .............................................................................. 13 3.2.2 要求实现自我价值 .............................................................................. 13 3.2.3 善与进行团队协作 .............................................................................. 13 3.2.4 员工流动性较高 .................................................................................. 13 3.2.5工作成果不易衡量 ............................................................................... 13 3.3 凯普顿公司研发团队绩效管理内部环境分析 .............................................. 14 3.3.1 员工敬业度分析 .................................................................................. 14 3.3.2 高级管理层分析 .................................................................................. 16 3.4 凯普顿公司研发团队绩效管理现状和存在的问题 ...................................... 21 3.4.1 未抓住关键要素 .................................................................................. 21 目 录 V 3.4.2重视绩效结果，忽视绩效管理过程 ................................................... 22 3.4.3 缺乏有效的激励作用 .......................................................................... 22 3.4.4 重考核结果轻管理 .............................................................................. 22 3.4.5 绩效考核工作没有常态化 .................................................................. 23 3.5 凯普顿公司研发团队绩效管理存在的问题分析 .......................................... 23 3.6 本章小结 .......................................................................................................... 23 第四章 凯普顿公司研发团队绩