随着现代社会经济体系的不断完善与市场机制的持续深化，企业面临的竞争压力呈现出显著的上升趋势。人力资源管理在企业管理中发挥着关键作用，而科学的绩效管理机制则直接决定了人力资源管理的效能水平。完善的绩效考核体系对企业发展具有显著的促进作用，是提升组织核心竞争力的关键要素。S公司自成立以来，公司的绩效考核体系就一直存在着一些亟待解决的问题，这些问题严重制约了公司绩效考核体系的有效性，需要进一步完善绩效考核制度。

基于此，本文以建筑施工设计企业单位S公司作为研究对象开展相关研究。首先，对绩效考核的相关理论及文献进行了梳理，运用访谈和问卷相结合的方法展开相关分析工作，在分析的过程中发现了S公司在绩效考核方面所存在的问题有：考核指标设计缺乏科学性、评估主体结构单一、绩效沟通过程流于形式、考核结果应用维度狭窄等问题。其次，基于前文的分析，本研究遵循战略性、系统性和可操作性的优化原则，采用平衡计分卡与关键绩效指标相结合的优化方法，通过战略地图的绘制确保各层级指标间的逻辑关联，既保持了战略导向性，又增强了考核指标的操作性与可测量性。再次，本研究运用AHP方法科学确定考核指标权重，并系统优化了考核主体、流程及结果运用机制，进而提高S公司绩效考核体系的科学性与有效性。最后，建立制度保障、组织保障、信息化保障等方面的保障体系。

本研究构建的优化方案可以提高S公司绩效考核体系的适配性与战略导向性，不仅为S公司绩效考核体系建设提供了有力的支持，同时为该行业内其他建筑企业进行绩效考核体系方面的改革提供了可借鉴的实践范式。

With the continuous improvement of the modern social economic system and the continuous deepening of the market mechanism, the competitive pressure faced by enterprises has shown a significant upward trend. Relevant research shows that human resource management plays a key role in enterprise management, and a scientific performance evaluation mechanism directly determines the effectiveness level of human resource management. A sound performance appraisal system has a significant promoting effect on the development of enterprises and is a key element in enhancing the core competitiveness of organizations.Since its establishment, S Company has had some urgent - to - solve problems in its performance appraisal system, which have severely restricted the effectiveness of the company's performance appraisal system, and there is a need to further improve the performance appraisal system.

Based on this, this paper takes S Company, a construction design enterprise, as the research object to carry out relevant research. Firstly, based on the theoretical framework of performance appraisal and literature research, it uses a combination of interviews and questionnaires to conduct relevant analysis. In the analysis process, it is found that the problems existing in S Company's performance appraisal are: the design of assessment indicators lacks scientificity, the structure of evaluation subjects is single, the performance communication process is formalistic and the application dimension of assessment results is narrow. Secondly, based on the previous analysis, this study follows the optimization principles of strategic, systematic, and operable nature, and adopts an optimization method that combines the Balanced Scorecard and Key Performance Indicators. Drawing a strategic map,ensures the logical connection between indicators at all levels, maintaining strategic orientation while enhancing the operability and measurability of assessment indicators. Thirdly, this study uses the Analytic Hierarchy Process (AHP) to scientifically determine the weight of assessment indicators and systematically optimizes the evaluation subjects, processes,and result-application mechanisms,thereby significantly improving the scientificity and effectiveness of S Company's performance appraisal system.Finally,it establishes a guarantee system in terms of institutional, organizational,and informatization safeguards.

The optimization scheme constructed in this study significantly improves the adaptability and strategic orientation of S Company's performance appraisal system. It not only provides strong support for the construction of S Company's performance appraisal system but also provides a practical paradigm for reference for other construction enterprises in the industry to reform their performance appraisal systems.

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