济南烟草公司绩效管理体系再设计研究

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摘要

绩效管理作为企业人力资源开发与管理现代化、合理化的有力手段，不仅对

企业各项工作起着检查和控制的作用，而且对员工起着揭示当前工作状态和挖掘

未来工作潜能的作用。对于烟草企业来说，绩效管理是构建企业核心竞争力，促

进企业由增长型向成长型转变的有力管理工具。目前，烟草企业虽然基本上都建

立了相对较为完善的绩效管理体系的框架结构，但是在实际运行中仍存在一些问

题，往往难以实现绩效考核对企业发展的指导意义。

本文在对国内外烟草行业发展现状及管理特点、烟草企业绩效管理体系运行

历史和现状进行深入分析的基础上，对当前我国烟草企业绩效管理体系运行中出

现的大量不合理现象进行讨论，重点分析了济南市烟草公司绩效管理体系的运行

现状及出现的各类问题，比如，各部门绩效考核得分相差无几，造成了“大锅饭”

现象；各部门、各岗位之间相互推卸责任；员工抱怨绩效考核不公平等，并就问

题产生的原因进行了深入分析。在大量调研和分析工作的基础上，本文提出济南

市烟草公司绩效管理体系再设计的研究思路：从量化考核指标的新视角出发，以

三个系统（分别是工作标准系统、量化记录系统、考核评级系统）的建立为核心，

形成支撑济南市烟草公司整个绩效管理体系架构的“金三角”，进一步完善烟草企

业的绩效管理体系。研究过程中，在对各项工作的完成要求、人员分工等进行详

细描述，并建立工作任务标准量化系统的基础上，以工作职责为根据，从工作量、

工作质量、工作效率等多个维度设计量化绩效考核指标体系，并明确绩效考核标

准，以保障绩效管理体系的公平、公正。同时，为保障绩效管理体系的有效落地，

本文建立了量化记录系统，以做到日常工作的痕迹化管理，使绩效考核能够有迹

可循，真正实现对企业发展的指导作用。此外，为了便于绩效考核数据的统计、

分析，进一步提升管理效率，对绩效考核信息化系统的引入提供了有效指导建议。

本文通过设计量化考核指标体系，规范制度流程体系，完善绩效管理体系，

并建立高效信息化系统，以促进部门及员工履行职责、完成工作目标、提高工作

执行力，奠定科学的薪酬分配基础和人事用工基础，提高企业管理水平和创新能

力，激励人才成长，达到有效促进企业持续健康发展的目的。

关键词：烟草职能部门绩效管理体系量化考核指标

ABSTRACT

As an effective way to modernize and rationalize human resource development and

management, Performance Management System (PMS) not only has an influence on

checking and controlling every aspect of work in a business, but also plays an important

role in revealing current working status and mining for future job potential. For tobacco

companies, PMS is a powerful tool towards building a business’s core competitiveness,

therefore enforcing the transformation from a sales-oriented company to a

growth-oriented one. At present, even though tobacco companies have established

relatively complete structure of PMS, there are a few problems regarding real life

operation that makes it difficult to realize the guiding influence of PMS to the

development of businesses.

Based on in-depth analysis on both domestic and foreign tobacco companies’

present status of development and characteristics of management, as well as the history

and current development of PMS operation, this article discussed the massive amount

of irrational phenomenon in the operation of tobacco companies’ PMS. The current

operation status and various existing issues were analyzed specifically, as well as the

reasons why these issues came into existence. Typical issues are highly similar grades

for assessment of different departments resulting in egalitarianism, shirking

responsibilities to one another among different departments and working posts,

employees complaining about the injustice of performance assessment, etc. On the basis

of extensive amount of work of research and analysis, this paper suggested the

mentality of the redesign of PMS for Jinan Tobacco Company. From a new viewing

point of quantitative assessment index, centering the establishment of three systems -

that is made up of work standard system, quantitative record system and grading

assessment system - a “Golden Triangle” supporting the entire PMS structure of tobacco

companies thus is founded, therefore perfecting the PMS. During the process of

researching, basing on the detailed description of work requirements of each job post

and the division of workload, as well as the foundation of standardized workload system,

the quantitative assessment system was designed which take into consideration of

multiple aspects such as workload, quality and efficiency of work. Meanwhile, in order

to ensure the effective launching of PMS, this article designed a quantitative record

system to enforce the sourcing management of daily work, making performance

assessment traceable, thus truly realizing the guiding influence on enterprises. Apart

from that, in the goal of making the collection and analysis of performance assessment

data easier and advancing management efficiency, effective suggestions on the

introduction of performance assessment information system were made.

By designing the quantitative assessment index system, the institution process

system will be standardized, the performance management system will be perfected and

a highly effective information system will be built, therefore promoting employee’s

completion of job responsibilities, achievement of working goals and enforcement of

work execution, laying the foundations of scientific salary allocation and human

resource management, improving the management level and innovation ability,

motivating the growth of employees, and finally, achieving the goal of promoting the

long-term healthy development of the business.

Keywords: Tobacco; Functional Department; Performance

Management System; Quantitative Assessment Index

中文摘要

ABSTRACT

第一章绪论 ................................................................................................................ 1

1.1 研究背景及意义 ................................................................................................ 1

1.1.1 研究背景 .................................................................................................. 1

1.1.2 研究目的及意义 ...................................................................................... 2

1.2 国内外先进水平 ................................................................................................ 4

1.2.1 国内先进水平 .......................................................................................... 4

1.2.2 国外先进水平 .......................................................................................... 9

1.3 论文研究内容及框架 ........................................................................................ 9

1.4 研究方法 .......................................................................................................... 12

第二章绩效管理体系的相关理论 ............................................................................ 13

2.1 绩效管理体系相关概念 .................................................................................. 13

2.1.1 绩效 ........................................................................................................ 13

2.1.2 绩效考核 ................................................................................................ 13

2.1.3 绩效管理 ................................................................................................ 14

2.1.4 绩效管理与绩效考核的联系与区别 .................................................... 14

2.2 绩效管理的意义 .............................................................................................. 15

2.2.1 绩效管理对企业管理的意义 ................................................................ 15

2.2.2 绩效考核结果的应用 ............................................................................ 16

2.3 绩效管理的主要方法 ...................................................................................... 18

2.3.1 目标管理法（MBO） ........................................................................... 18

2.3.2 关键绩效指标法（KPI） ...................................................................... 19

2.3.3 平衡计分卡（BSC） ............................................................................. 19

2.3.4 360 度绩效考核法 .................................................................................. 20

2.4 绩效管理的相关理论 ...................................................................................... 21

2.4.1 需求层次理论 ........................................................................................ 21

2.4.2 期望理论 ................................................................................................ 22

2.4.3 公平理论 ................................................................................................ 22

第三章济南市烟草公司绩效管理体系运行现状及主要问题分析 .......................... 24

3.1 济南市烟草公司基本情况介绍 ...................................................................... 24

3.2 济南市烟草公司绩效管理体系运行现状 ...................................................... 24

3.2.1 绩效管理组织机构 ................................................................................ 25

3.2.2 绩效考核内容及方法 ............................................................................ 25

3.2.3 绩效考核工作基本流程 ........................................................................ 26

3.2.4 绩效管理体系设计过程中的困惑 ........................................................ 28

3.3 绩效管理体系运行的现状问题 ...................................................................... 29

3.4 济南市烟草公司绩效管理体系的问题分析 .................................................. 31

第四章济南市烟草公司绩效管理体系再设计方案 ................................................ 34

4.1 方案设计的总体思路 ...................................................................................... 34

4.2 济南市烟草公司绩效管理体系再设计的核心改进点 .................................. 35

4.2.1 工作标准制定方面 ................................................................................. 35

4.2.2 量化记录方面 ........................................................................................ 36

4.2.3 考核指标设计方面 ................................................................................ 36

4.2.4 引入考核结果分析 ................................................................................ 37

4.3 济南市烟草公司绩效管理体系再设计的主要内容 ...................................... 37

4.3.1 工作标准系统 ........................................................................................ 37

4.3.2 量化记录体系 ........................................................................................ 41

4.3.3 考核评价体系 ........................................................................................ 42

4.4 基层单位岗位绩效考核设计内容 .................................................................. 44

4.5 绩效考核结果分析及应用 .............................................................................. 45

4.6 绩效管理信息化系统 ...................................................................................... 48

4.6.1 引入绩效管理信息化系统的意义 ........................................................ 48

4.6.2 绩效管理信息化系统的常见问题 ........................................................ 49

4.6.3 绩效管理信息化系统的建议 ................................................................ 50

第五章绩效管理体系实施及管理效益分析 .............................................................. 52

5.1 绩效管理的准备工作 ...................................................................................... 52

5.1.1 员工培训工作 ........................................................................................ 52

5.1.2 目标分解工作 ........................................................................................ 53

5.1.3 制定完善的绩效管理工作流程 ............................................................ 54

5.1.4 完善相关配套机制 ................................................................................ 55

5.2 绩效管理体系运行保障 .................................................................................. 55

5.2.1 绩效考核管理系统的运行保障条件 ..................................................... 55

5.2.2 绩效考核管理系统运行中需要注意的问题 ......................................... 55

5.3 绩效管理体系运行的管理效益分析 .............................................................. 56

5.3.1 绩效考核的公平公正性得以保证 ......................................................... 56

5.3.2 工作质量和工作效率大幅提升 ............................................................ 57

5.3.3 日常工作实现量化记录 ........................................................................ 58

第六章结论与展望 ...................................................................................................... 59

6.1 结论 .................................................................................................................. 59

6.2 展望 .................................................................................................................. 60

附件 ............................................................................................................................ 61

参考文献 ........................................................................................................................ 62

在读期间公开发表的论文和承担科研项目及取得成果 ............................................ 65

致谢 ............................................................................................................................ 66

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摘要：

摘要绩效管理作为企业人力资源开发与管理现代化、合理化的有力手段，不仅对企业各项工作起着检查和控制的作用，而且对员工起着揭示当前工作状态和挖掘未来工作潜能的作用。对于烟草企业来说，绩效管理是构建企业核心竞争力，促进企业由增长型向成长型转变的有力管理工具。目前，烟草企业虽然基本上都建立了相对较为完善的绩效管理体系的框架结构，但是在实际运行中仍存在一些问题，往往难以实现绩效考核对企业发展的指导意义。本文在对国内外烟草行业发展现状及管理特点、烟草企业绩效管理体系运行历史和现状进行深入分析的基础上，对当前我国烟草企业绩效管理体系运行中出现的大量不合理现象进行讨论，重点分析了济南市烟草公司绩效管理体系的运...

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