企业运营中，生产部门人员的绩效考核可以通过生产车间的数据进行标准化考核，但职能部门人员的绩效考核往往只能够人性化地进行设计指标考核，所以并不是所有公司的职能部门人员都能够完成有效的考核。本研究以A造纸公司（以下简称“A公司”）为主要研究对象，对A公司职能部门人员的绩效考核体系进行优化设计。职能部门员工的个人工作效能产出直接影响职能部门各项工作的有序开展及部门工作目标的有效达成，进而影响公司内部整体运营管理效能的发挥。因此，职能部门人员绩效考核体系优化设计具有重要的意义。

首先，本研究在充分分析职能部门工作特点的基础上，通过分析总结绩效考核相关理论，采用员工访谈及调查问卷的方法对A公司职能部门员工绩效考核体系现状进行客观分析，调研结果表明：第一，A公司管理人员在对待绩效考核的观念上存在落后的现象，是因为缺乏对现代绩效考核理念的了解和重视。第二，考核指标的设置不合理，导致员工无法清晰地了解自己应该达到的目标和期望。第三，反馈机制不灵活，导致员工对自己的表现不清楚，无法有效地改进和提高。第四，考核结果的应用不足，导致绩效考核成为一种形式主义，无法实质性地促进员工的发展和组织的进步。其次，在分析A公司职能部门员工绩效考核体系过程中，本研究参考目标管理法、360°绩效考核法等绩效考核理论，建立科学合理的职能部门员工个人绩效考核体系。最后，本研究综合利用多种绩效考核方法对A公司绩效考核体系进行体系优化，新体系的设计更具有公平性、正确性、科学性、合理性，有效解决了A公司职能部门人员绩效考核体系的突出问题。同时，提出了绩效管理的保障措施，包括组织架构保障、制度保障，从而保障了绩效管理的有效实施。

In the operation of enterprises, the performance evaluation of production department personnel can be standardized based on data from the production workshop, but the performance evaluation of functional department personnel can often only be based on humanized design indicators, so not all functional department personnel in companies can complete effective evaluations. This study focuses on A Paper Company (hereinafter referred to as "A Company") as the main research object, and optimizes the performance evaluation system of functional department personnel in A Company. The personal work efficiency output of functional department employees directly affects the orderly development of various work in the functional department and the effective achievement of departmental work goals, thereby affecting the overall operational management efficiency of the company. Therefore, the optimization design of the performance evaluation system for personnel in functional departments is of great significance.

Firstly, based on a thorough analysis of the working characteristics of functional departments, this study objectively analyzed the current status of the performance evaluation system for employees in Company A's functional departments through employee interviews and survey questionnaires. The research results showed that: firstly, there is a backward phenomenon in the management of Company A's concept of performance evaluation, which is due to a lack of understanding and attention to modern performance evaluation concepts. Secondly, the unreasonable setting of assessment indicators results in employees being unable to clearly understand the goals and expectations they should achieve. Thirdly, the feedback mechanism is inflexible, resulting in employees being unclear about their performance and unable to effectively improve and enhance. Fourthly, the insufficient application of assessment results has led to performance evaluation becoming a formalism that cannot substantially promote employee development and organizational progress. Secondly, in the process of analyzing the performance evaluation system of employees in functional departments of Company A, this study refers to performance evaluation theories such as target management method and 360 ° performance evaluation method to establish a scientific and reasonable personal performance evaluation system for functional department employees. Finally, this study comprehensively utilized various performance evaluation methods to optimize the performance evaluation system of Company A. The design of the new system is more fair, correct, scientific, and reasonable, effectively solving the prominent problems of the performance evaluation system for personnel in functional departments of Company A. At the same time, measures were proposed to ensure performance management, including organizational structure and institutional safeguards, in order to ensure the effective implementation of performance management.

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