D化工公司中层管理者绩效管理研究
摘 要
随着全球化的推进以及知识经济的发展，市场中自由主体面临的竞争压力也
越来越大。企业要想不断发展，必须重视人的管理。绩效管理为公司的晋升、薪
酬和激励机制提供了有力支持，成为人事决策的最重要的参考指标。企业目标任
务的完成度能够直接通过绩效管理体现出来，并且受到绩效管理的影响。因此，
建立起科学合理的绩效管理体系对企业来说至关重要。
D化工公司是一家拥有百年发展历史的化工企业，在 1999年完成公司制改
革后，企业的人力资源管理工作不断发生变革。2015年搬迁至平度新河后，随着
近几年的高速发展，企业的绩效管理体系与企业发展不相匹配。尤其是在新冠疫
情爆发的 2020年上半年，原有的部门绩效考核内容并没有发生变动，仍然是中
层管理者绩效考核的重点，未关联企业年度目标中的营业收入和利润总额指标，
导致销售部门因经营指标下滑，因此绩效考核薪酬偏低。而职能处室等部门绩效
波动较小，绩效考核结果变化不大，没有及时根据内外部环境调整绩效考核指标
造成了不公平不合理等现象。另外，绩效沟通反馈渠道不畅通、不及时等问题也
亟需改善。
本文坚持问题导向，根据调查研究中发现的 D化工公司绩效管理体系的问
题，明确优化方向和内容，针对公司实际进行调整。在确定好优化思路后，以公
司整体的战略发展要求为抓手，分别从考核指标体系优化、流程优化和绩效结果
应用等方面入手，对绩效考核指标进行了调整。以原有考核内容为基准，先是明
确公司的战略目标和部门职责，再对中层管理人员的绩效考核内容、指标和权重
等进行德尔菲法评价和基于平衡计分卡的 KPI筛选，最后确定考核内容包括部门
绩效、民主评议和公司年度目标完成情况三部分，各自包括数量不等的二级指标、
标准值和评定办法。最后，针对绩效实施体系以及绩效结果的应用，在反馈路径、
申诉流程、沟通周期以及实施保障等方面进行调整和完善，继续优化绩效管理流
程结构，使得绩效考核结果能够在职务选拔任用中发挥积极效果，完善中层管理
者的职业发展通道。
关键词：中层管理者绩效绩效考核绩效管理
I

RESEARCH ON PERFORMANCE MANAGEMENT OF
D CHEMICAL COMPANY
ABSTRACT
With the development of the era of knowledge economy and the deepening of the
global economic integration process, enterprises are facing a changeable living
environment and fierce competition.In order to survive and develop, we must pay
attention to the management of people. As the core link of performance management,
performance appraisal is the key reference index of enterprise.
D Chemical Company is a chemical enterprise with a history of one hundred
years of development. After the completion of the company system reform in 1999, the
human resource management of the enterprise has been constantly changing.After
moving to Xinhe Pingdu in 2015, with the rapid development in recent years, the
performance management system of the enterprise does not match the development of
the enterprise.Especially in the first half of 2020 when COVID-19 broke out, due to
the enterprise performance management system, the performance appraisal of middle
management personnel focuses on departmental performance appraisal indicators, and
the operating revenue and total profit indicators in the annual targets of unrelated
enterprises led to the decline of the sales department due to business indicators, leading
to the low performance appraisal salary.However, the performance fluctuation of
functional departments and other departments is small, and the performance appraisal
results do not change much, leading to the unfair and unreasonable performance
appraisal within the enterprise.In addition, the unscientific setting of performance
appraisal indicators, inadequate performance communication and feedback and other
problems also expose the urgent need for the enterprise performance management
system to be optimized and improved.
This paper adheres to the problem orientation, according to the problems of D
chemical company performance management system found in the investigation and
research, clear optimization direction and content, and adjust according to the actual
situation of the company.After determining the optimization idea, the overall strategic
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development requirements of the company were started with, and the performance
appraisal index was adjusted from the aspects of assessment index system optimization,
process optimization and performance results application.With the original appraisal
content as the benchmark, first clear the company's strategic objectives and department
responsibilities, and then the middle management performance appraisal content,
indicators and weight delphi method evaluation and KPI screening based on the
balanced scorecard, finally determine the appraisal content including department
performance, democratic appraisal and company annual target completion three parts,
including the number of secondary indicators, standard value and evaluation
method.Finally, in view of the performance implementation system and the application
of performance results, the feedback path, complaint process, communication cycle
and implementation guarantee adjustment and perfect, continue to optimize the
performance management process structure, make the performance appraisal results
can play a positive effect in job selection and appointment, improve the career
development of middle managers channel.
KEY WORDS：middle managers performance management system
performance appraisal performance management
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