摘要
摘要
LZ公司是一家从事研发、生产、销售的企业，其主营业务为设计、生产、
销售自有品牌的农用微耕机产品。 LZ公司凭借雄厚研发力量、优质产品质量和
有效售后服务在业内取得良好口碑，在国内拥有 600余家经销商，市场存量已超
过 30万台，并远销海外市场。但随着农机欧亿·体育（中国）有限公司的急速发展， LZ公司针对一线生
产员工开展的绩效考核在内容、流程和结果应用等方面明显存在许多问题，造成
一线生产员工的员工流失率逐年增高的现象，导致企业不稳定性和人力资源成本
加剧，无法适应企业的现阶段快速发展和长远战略目标的达成。
本文结合绩效管理理论相关知识，通过问卷调查、实地访谈的形式了解 LZ
公司现行绩效考核的内容和问题，通过采用问卷法等找出问题背后的根本原因。
结合公司实际运用平衡计分卡法、关键绩效指标法和权值因子判断法等方法，针
对一线生产员工的工作特点对绩效考核体系的四个环节进行优化，提出了更具全
面性和有效性的优化方案，阐述了绩效优化方案的保障措施。
随着我国对农业、农村、农民问题的高度重视和 “乡村振兴”政策的提出，农
机生产欧亿·体育（中国）有限公司无疑是一个具有巨大市场发展潜力和前景的朝阳产业。该类型企业的
良性发展对我国农业和制造业的发展都具有重要而深远的意义。作为欧亿·体育（中国）有限公司的典型
中小型企业，研究优化 LZ公司的绩效考核体系具有其重要意义：一是通过优化
一线员工考核体系，降低员工流失率和人力资源成本，增加公司生产销售利润，
实现 LZ公司自身长期发展与员工的个人发展的双赢局面；二是，该公司的研究
对农机生产欧亿·体育（中国）有限公司其他企业的良性发展具有一定的参考意义。
关键词：绩效考核；一线生产员工；关键绩效指标法；平衡记分卡法
论文类型：应用类
选题来源：其他
I

ABSTRACT
ABSTRACT
LZ company is one of a corporation combined research and development,
production and sales. Its main business is the design, production and sales of its own
brand agricultural micro-tiller products. With its strong R&D strength, high-quality
product quality and effective after-sales service, LZ has achieved a good reputation in
the industry. It has more than 600 distributors in the country, and the market stock has
exceeded 300,000 units, and they are exported to overseas markets. However, with the
rapid development of the agricultural machinery industry, there are many problems in
the content, process and result application of the performance appraisal carried out by
LZ company for the front-line production employees, resulting in the increase of the
employee turnover rate of the front-line production employees year by year, resulting
in the instability of the enterprise and the aggravation of the cost of human resources,
Unable to adapt to the rapid development of the enterprise at this stage and the
achievement of long-term strategic objectives.
This thesis combines the relevant knowledge of performance management theory,
through questionnaire surveys and field interviews to understand the content and
problems of LZ company’s current performance appraisal, through the use of
questionnaires, etc. to find out the root causes behind the problems. Combined with the
actual situation of the company, the balanced scorecard method, key performance
indicator method and weight factor judgment method are used to optimize the four
links of the performance appraisal system according to the work characteristics of
front-line production employees, put forward a more comprehensive and effective
optimization scheme, and expounds the guarantee measures of the performance
optimization scheme.
China attaches great importance to agriculture, rural areas and farmers and has
put forward the policy of "Rural Revitalization", the agricultural machinery production
industry is undoubtedly a sunrise industry with huge market development potential and
prospects. The healthy development of such enterprises is of great and far-reaching
significance to the development of China's agriculture and manufacturing industry. As
a typical small and medium-sized enterprise in the industry, it is of great significance
to study and optimize the performance appraisal system of LZ company: First, by
optimizing the first-line staff appraisal system, reducing employee turnover and human
III

ABSTRACT
resource costs, increasing the company’s production and sales profits, and realizing LZ
company’s own long-term A win-win situation between development and employees
personal development; second, the research of LZ company has a certain reference
significance for the sound development of other companies in the agricultural
machinery production industry.
KEY WORDS: Performance appraisal; Front-line production staff; KPI; BSC
Dissertation type: Application research
Subject source: Other
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