随着我国汽车行业日益成熟，消费者对汽车这一普及商品在安全性和节能性等方面的要求持续提升。相应地，整车制造企业对零部件供应商在技术水平和经营管理等方面的标准也更加严格。在技术创新、市场突破、内部运营提升的三种背景下，如何通过绩效考核体系的优化，增强对人才的吸引力、应对行业环境压力是每个零配件企业所面临的挑战。本文所研究的JR公司是一家汽车零部件企业，该企业在向高端制造业升级转型的过程中，合理优化绩效考核体系是提高企业核心竞争力的必由之路，也是提升企业整体绩效的重要举措。

    论文首先综述了国内外相关文献与研究成果，随后以绩效考核理论为框架，采用问卷调查与现场访谈的方式进行了实地调研。从领导层到基层员工，本文广泛收集了各方的见解和建议。经过对问卷数据的深入剖析和访谈反馈的综合考虑，发现JR公司绩效考核体系存在多个核心问题，主要包括有：与公司战略的脱节、绩效考核指标设置的不科学、员工参与度不足、考核周期的不合理、绩效沟通的缺失以及考核结果应用的不充分等。针对以上问题，本文从优化绩效考核指标体系与改进绩效考核流程两个方面入手，进行了相应的设计调整。首先，在充分理解企业发展战略的前提下，基于关键领域五个维度，找出关键成功因素，从公司、部门和岗位三个层面确定具体的目标，进而确定了相关绩效考核指标，继而，运用专家打分法和层次分析法确定了绩效考核指标的权重；其次，从考核对象参与度、考核周期、绩效沟通三个环节入手，随后对绩效考核结果的应用进行优化；再次，规范了绩效考核体系实施流程，重点将绩效考核的结果应用于薪资调整、职位调整、培训计划和职业规划等多个环节中；最后，从组织架构、人力资源、规章制度与企业文化四个维度，为JR公司绩效考核体系的实施制定了详细的保障策略。

     本研究不仅为JR公司的绩效考核体系改革提供了可操作的方案，而且也能为其他汽车零部件企业在优化绩效考核体系方面提供一定的参考。

    As China's automobile industry matures, consumers' demands for safety, energy efficiency, and other aspects of cars, which have become common commodities, continue to rise. Correspondingly, vehicle manufacturers are imposing stricter standards on their parts suppliers in terms of technical capabilities and operational management. Under the context of technological innovation, market breakthroughs, and internal operations enhancement, every auto parts company faces the challenge of optimizing their performance appraisal system to attract talent and address industry pressures. The JR Company, an auto parts enterprise studied in this thesis, is undergoing an upgrade and transformation towards high-end manufacturing. Rationally optimizing its performance appraisal system is crucial for enhancing its core competitiveness and improving overall company performance.

    This thesis first reviews relevant domestic and international literature and research findings. Then, using the performance appraisal theory as a framework, it conducts on-site research through questionnaires and interviews. From leadership to grassroots employees, a broad range of insights and suggestions were gathered. Through an in-depth analysis of the survey data and a comprehensive consideration of the interview feedback, several core issues within JR Company's performance appraisal system were identified, such as a disconnect with the company's strategy, unscientific setting of assessment indicators, insufficient employee participation, unreasonable assessment cycles, lack of performance communication, and insufficient application of assessment results. In response to these issues, this thesis focuses on optimizing the performance appraisal indicator system and improving the performance appraisal process. First, based on a thorough understanding of the company's development strategy, five key dimensions were used to identify critical success factors. Specific goals were established at the company, department, and position levels, followed by determining relevant performance appraisal indicators. Then, using the expert scoring method and analytic hierarchy process (AHP), the weights of the indicators were determined. Secondly, efforts were made to improve three key aspects: employee participation in the assessment process, assessment cycles, and performance communication. Following that, the application of performance appraisal results was optimized. Additionally, the implementation process of the performance appraisal system was standardized, with an emphasis on applying the results of the performance appraisals to salary adjustments, position changes, training plans, and career planning. Finally, detailed safeguard strategies were formulated for the implementation of JR Company's performance appraisal system, from four dimensions: organizational structure, human resources, regulations, and corporate culture.

    This study not only provides JR Company with a practical plan for reforming its performance appraisal system but also offers a reference for other auto parts companies looking to optimize their performance appraisal systems.

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