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非全日制专业学位硕士论文
中铁十四局 A 公司项目员工绩效考核体系优化研
究
Research on the Optimization of Employee Performance Appraisal
System in A Company of China Railway 14th Bureau
学 位 申 请 人 ： 李爱洁
学 科 领 域 ： 工商管理
校 内 导 师 ： 邓小朱 教授
校 外 导 师 ： 康子龙 高级会计师
答辩日期：2022 年 05 月 28 日摘要
摘要
十一届三中全会以来，我国逐渐走上了改革开放的道路，四十多年的摸索与创新，
使得我国的社会发生了巨大的变化，一系列的政策纷纷出台，旨在对活跃在我国的社会
主义经济市场中的大中小企业进行扶持与引导，同时，适当鼓励竞争优胜劣汰，鼓励进
步与创新。其中，国有经济控制着国民经济的命脉，对整个国民经济具有主导作用，基
于其举足轻重的地位，和关乎国际民生的深远意义，国有企业必须给予足够的重视，能
对我国的经济改革与发展发挥应有的正向的作用。
然而，由于经济全球化的脚步时刻未停歇，国内外市场时时发生着资金技术人才等
的流动与交换，这样波谲云诡的全球市场对于我国的国有企业来说，既是机遇，也是挑
战，危机总在繁荣中窥探，新的机遇也总在山重水复之际孕育，我国的国有企业要想在
这样的环境之下立稳脚跟，进而谋求更进一步的发展，就必须对自身实力进行全面的提
高，争夺人才高地，抢占技术先机，公司绩效考核对于企业留住人才来说就变得尤为重
要。
本文以中铁十四局 A 公司项目员工为研究对象，通过问卷调查法对中铁十四局 A
公司的真实信息进行收集和整理，着重分析中铁十四局A 公司项目员工绩效考核的现状
和存在的主要问题，绩效考核指标设置不科学；绩效考核与项目管理目标脱节；缺乏考
核激励机制；考核反馈机制不足，并针对存在的问题进行原因分析，提出中铁十四局 A
公司项目员工绩效考核体系优化改进方案，完善绩效考核的考核体系，考核指标，激励
机制，以提高公司绩效考核的科学合理性，最后在考核团队、考核系统、绩效考核制度、
激励机制四个方面来保障绩效考核的实施。希望本文通过绩效考核优化后可以充分调动
A 公司项目员工的积极性，推动企业实现又好又快发展，也可为同欧亿·体育（中国）有限公司的企业提供一定
的参考。
关键词：中铁十四局；人力资源管理；绩效考核机制
IAbstract
Abstract
Since the third plenary session of its eleventh central committee, our country gradually
took to the road of reform and opening up, more than 40 years of exploration and innovation,
make great changes have taken place in our society, a series of policies have been introduced,
to active in the socialist economy market of our country medium enterprises support and
guidance, at the same time, encourage competition, superior bad discard proper encouraging
progress and innovation. Among them, state-owned economy controls the lifeblood of the
national economy and plays a leading role in the whole national economy. Based on its
pivotal status and far-reaching significance related to the international people;s livelihood,
state-owned enterprises must pay enough attention to play a positive role in China;s economic
reform and development.
However, due to the pace of economic globalization moment ensued, domestic and
international market constantly changing capital flow and exchange of technology talented
person and so on, so changes in the global market for China;s state-owned enterprises, both
opportunities and also challenges, crisis always snooping in the boom, new opportunities are
always pregnant at all If China;s state-owned enterprises want to establish a firm foothold in
such an environment, and then seek further development, they must comprehensively improve
their own strength, compete for talent highland, seize technological opportunities, corporate
performance assessment for enterprises to retain talent has become particularly important.
In this thesis, the project staff of A Company of China Railway 14th Bureau As the
research object, through the questionnaire survey method to collect and sort out the real
information of A company of China Railway 14th Bureau, focusing on the analysis of the
status quo and existing main problems of the project staff performance appraisal of A
Company of China Railway 14th Bureau, performance appraisal indicators are not scientific;
Disconnection between performance appraisal and project management objectives; Lack of
assessment and incentive mechanism; The evaluation feedback mechanism is insufficient, and
the reasons for the existing problems are analyzed, and the optimization and improvement
plan of the performance evaluation system of the project staff of A Company of China
Railway 14th Engineering Bureau is proposed to improve the evaluation system, evaluation
indicators and incentive mechanism of the performance evaluation, so as to improve the
scientific rationality of the company;s performance evaluation. Finally, in the assessment team,
assessment system, performance assessment system, incentive mechanism to ensure the
II 中铁十四局 A 公司项目员工绩效考核体系优化研究
implementation of performance assessment. It is hoped that this thesis can fully mobilize the
enthusiasm of A company;s project staff after the optimization of performance appraisal,
promote the enterprise to achieve good and fast development, and also provide certain
reference for the same industry enterprises.
Key Words: China Railway 14th Bureau; Human resource management; Performance
appraisal mechanism.
III目录
目录
第 1 章 绪论.................... 1
1.1 研究背景................. 1
1.2 研究目的与意义............ 1
1.2.1 研究目的.............. 1
1.2.2 理论意义.............. 1
1.2.3 现实意义................ 2
1.3 研究内容与方法............ 2
1.3.1 研究内容.............. 2
1.3.2 研究方法.............. 3
1.4 国内外研究现状............ 4
1.4.1 国外研究现状.............. 4
1.4.2 国内研究现状.............. 5
1.4.3 国内外文献评述................ 8
第 2 章 绩效考核相关理论基础................ 9
2.1 绩效考核概念与特点........... 9
2.1.1 绩效考核内涵............. 9
2.1.2 绩效考核作用............. 9
2.1.3 绩效考核原则........... 10
2.2 绩效考核相关方法..............11
2.2.1 360 度考评法.............11
2.2.2 关键绩效指标法...............11
2.2.3 目标管理法............... 12
2.2.4 平衡计分卡............... 13
第 3 章 中铁十四局A 公司项目员工绩效考核的现状与问题分析... 14
3.1 中铁十四局A 公司经营现状及人员概况............14
3.1.1 企业经营现状........... 14
3.1.2 企业人员基本情况.......... 14
3.2 中铁十四局A 公司项目员工绩效考核现状........16
3.2.1 绩效考核对象........... 16
3.2.2 绩效考核的内容.............. 16
3.2.3 绩效考核的方法.............. 16
IV