摘 要
本论文以MY公司的研发人员为研究对象，通过对绩效管理的相关理论研究，结合矿井设备研发人员的分类及特点，根据MY公司核心研发人员的流失情况及研发人员对绩效管理现状存在的抱怨，有针对性的设置调查问卷、面对面的访谈、鱼骨图分析法等研究方法， 对MY公司有代表性的JD研究院的绩效管理现状进行了深入全面的了解，诊断并分析研发人员现有绩效管理存在的问题及研发人员对新绩效管理实施的效果评估，重点稳定研发的中坚力量，解决人浮于事的现状，提高企业与研发人员双方的满意度，最终高速提升MY公司的科研创新力量。
根据MY公司运营的实际情况及阶段性特点，运用人力资源相关理论，优化并重建适用于研发人员单独的新绩效管理体系，主要从研发战略目标制定的前瞻性、绩效考核指标设置的实效性、绩效考核周期的合理性、绩效相关的专业培训及配套体系的优化设计等，解决绩效指标的空洞性、绩效流程的形式化与研发人员发展通道的矛盾性等问题，并辅以新增的中长期激励模式，使研发人员绩效管理模式更具研发人员特点的符合性、工作流程顺畅性与绩效高效性。通MY公司代表性的三个成熟的研究院实施应用新绩效管理体系的效果，不断完善与改进，逐步推广至全公司的各研究院。
关键词：研发人员；绩效管理；绩效指标 ；绩效考核周期
Abstract
In this paper, MY company R&D staff as the study object, through the research of the performance management relevant theories, the classification and characteristics of R & D staff of mine equipment, the loss rate of MY core R&D staff and the complaint about the current performance management, ect. Set the suitable questionnaire, face-to-face interviews, fishbone diagram analysis and other research methods, in-depth and overall understanding the current Performance Management of the JD Research Institute which is very typical in MY company. Diagnosed and analysed the problems of R & D staff in current Performance Management, and designed the new system, meanwhile evaluated the R & D staff of the new performance management implementation. This study aims to stable the R&D key staff in MY company, solve the present bad work situation, improve the satisfaction of the R & D staff and MY enterprise. And strength the research and innovation for MY company.
According to the actual situation and characteristics of MY company operations managment, with the Human Resources theory, optimized and reconstructed the R & D staff new particular performance management system, mainly from the prospective of the development strategy objectives, the valid Key Performance Indicators, the suitable periodicity of the performance evaluation, performance management related professional training and supporting system optimization design. This new performance management system can solve the empty of the performance indicators, the surface phenomena of the performance management, the contradiction of the R & D staff development channel, ect. At the same time, with the long-short-term encouragement mode, the new performance management is more suitable for the characteristic of the R&D staff, work flow smoothly and performance efficiency. Through the implimenting of the new performance management in three mature research institutes of the MY company, evaluating the effection and optimazing to all the reaearch institutes of the MY company.
Key Words：R&D Staff；Performance management；KPI ；periodicity of the performance evaluation
目 录
3.4 MY公司研发人员现行绩效管理问题的深层次原因分析… 31
