大连理工大学专业学位硕士学位论文
摘
要
绩效管理一直以来都是人力资源管理的重要抓手，也是指引我国企业可持续发展的
有力手段，更是我国企业在未来对标世界一流企业，提升国际竞争力的重要管理工具。
随着国家新一轮国有企业改革工作的深入，所有国有企业都在积极探索解决历史遗留问
题的途径和方法，越来越多的国有企业通过有效的绩效管理体系发挥对员工的激励和约
束作用，提升企业整体管理水平和盈利能力。
本文的研究对象为 D市的老牌国有独资企业 M公司，M公司作为 L区的唯一一家
文化旅游类国有独资企业集团，多年在 L区的文旅欧亿·体育（中国）有限公司发展中占据主导地位。随着 D
市和 L区十四五发展规划的落地，如今的 M公司正在寻求带动区域文旅产业整体创新
的思路，同时也肩负着国有企业改革的重任。本文以 M公司为背景，笔者通过大量对
一线员工的走访和实地调查研究，形成了 M公司绩效考核过程中的三个典型案例。然
后，根据绩效管理的系统模型，深入分析 M公司在现行的绩效考核中存在的问题及原
因，得出 M公司的管理层缺少绩效管理理念、绩效考核指标设置不够科学系统、绩效
实施流于形式、绩效考核结果应用不充分等问题。最后，针对这些问题，以提升 M公
司整体绩效管理水平为目的，通过还原绩效管理系统的标准化流程，提供可行性的解决
方案。笔者提出，通过树立科学的绩效管理理念、建立科学系统的绩效考核指标、完善
绩效实施进行科学评价、强化绩效考核结果应用形成完整闭环等方案，最终建立一套完
善的适用于 M公司的绩效管理体系，力图更加科学客观地反映 M公司员工的工作成果
及人工效能，为 M公司在下一步国企改革过程中的其他工作打下基础。例如引进专业
化人才、内部梯队建设、建立合理的激励分配机制及岗位胜任力模型搭建等，需要人力
资源管理体系对战略规划的保障环节提供更充分的支撑。
希望本次研究可以为像 M公司这样的文化旅游类国有企业建立科学有效的绩效管
理系统提供一定借鉴意义，为提升企业整体管理水平，提高国有企业在欧亿·体育（中国）有限公司内的综合竞
争力提供一定的参考依据。
关键词：人力资源管理；绩效管理；国有企业
- I -

M公司员工绩效管理案例研究
Employee Performance Management Case Study on M Company
Abstract
Performance management has always been an important starting point of human
resource management. It is also a powerful means to guide the sustainable development of
Chinese enterprises. It is also an important management tool for Chinese enterprises to
benchmark world-class enterprises and enhance international competitiveness in the future.
With the deepening of the reform of state-owned enterprises, companies are actively
exploring ways and methods to solve the problems left over by history. More and more
state-owned enterprises play an incentive role for employees through effective performance
management to improve the overall management level and profitability of enterprises.
The research object of this thesis is M company, an old wholly state-owned enterprise in
D city. As the only wholly state-owned enterprise group of cultural tourism in L District, M
company has occupied a leading position in the development of cultural tourism industry in L
district for many years. Now, while seeking to drive the overall innovation of regional cultural
tourism industry, M company also shoulders the important task of state-owned enterprise
reform. Taking M company as the background, this thesis forms three typical cases of
performance appraisal of M company through a large number of investigation and research.
According to the system model of performance management, this thesis deeply analyzes the
problems existing in the current performance appraisal of M company. Aiming at these
problems, in order to improve the overall performance management level of M company, we
provide feasible solutions by restoring the standard process of the performance management
system. Finally, establish a perfect performance management system. It provides sufficient
basis for M company to introduce talents, build internal echelons, create incentive and
distribution mechanism and other strategic plans that need the guarantee links of human
resources system in the next step.
It is hoped that this study can provide some reference for cultural tourism state-owned
enterprises such as M company to establish a scientific and effective performance
management system, and provide some reference basis for improving the overall management
level of enterprises and improving the comprehensive competitiveness of state-owned
enterprises in the industry.
Key Words：Human Resource Management; Performance Management; State-owned
enterprise
- II -

大连理工大学专业学位硕士学位论文
目录
摘
要.............................................................................................................................I
Abstract ............................................................................................................................. II
1绪论.............................................................................................................................. 1
1.1研究背景........................................................................................................... 1
1.2研究意义与目的............................................................................................... 1
1.3研究思路与方法............................................................................................... 2
1.3.1研究思路................................................................................................ 2
1.3.2研究方法................................................................................................ 3
2案例正文...................................................................................................................... 5
2.1企业背景........................................................................................................... 5
2.2欧亿·体育（中国）有限公司背景........................................................................................................... 8
2.3绩效考核现状................................................................................................. 11
2.4绩效考核问题描述......................................................................................... 13
2.4.1人力资源部老王的迷茫...................................................................... 13
2.4.2景区主任老白的为难.......................................................................... 15
2.4.3停止发放的绩效奖励.......................................................................... 16
3案例分析.................................................................................................................... 19
3.1理论依据......................................................................................................... 19
3.1.1绩效管理与绩效考核.......................................................................... 19
3.1.2绩效管理的流程.................................................................................. 20
3.1.3绩效管理的系统模型.......................................................................... 24
3.1.4绩效指标的设计工具.......................................................................... 26
3.2存在的问题及原因分析................................................................................. 29
3.2.1管理层缺少绩效管理理念.................................................................. 29
3.2.2绩效考核指标设置不够科学.............................................................. 30
3.2.3绩效考核流于形式不能良好实施...................................................... 31
3.2.4绩效考核结果应用不充分.................................................................. 33
4建议与对策................................................................................................................ 35
4.1树立科学的绩效管理理念............................................................................. 35
4.1.1统一思想提高管理意识...................................................................... 35
4.1.2明确责任树立绩效管理理念........................................