【正文】 paper pares theoretically the performance evaluation with the performance management at first. There exists distinct differentiation. The management of performance is a process to ensure the employee activity and operations according to the object of business. But the performance evaluation is an only way to measure staff39。s performance. And it is a partial link of performance management. Based on the theoretical analysis, performance management helps to improve the staff’s performance and improve the performance of the whole organization.Then the paper analyzes the role of the performance management of the subsidiary, leadership layers employee.As far as the subsidiary is concerned, environmental change and the disadvantageous petitive position forces it to know employee is surplus from the performance management and it must solve the problem. Also it needs to reduce cost and increase profits by effective performance management and creates its core petitive ability. The realization of the subsidiary’s operation strategy and object needs the sound performance management system which can deposes the object to employee and encourages the employees to make their efforts to the goal of the organization. The achievement of the human resource strategy needs the sound performance management system which can understand the ability difference among employees and train them according to the goal of the organization. The salary payment system reform and human resource system reform needs the support of the effective performance management system.For all the layers of the leadership, the sound the management of performance can deposes the object to employees and explain the expectation and measurable standard to them. It can also supervise, instruct, control and correct employee’s working deviation etc. But now they don’t recognize the role of performance management. At present, this kind of needs is still a potential and requires the human resources department to develop.As far as the employee is concerned, the sound performance management, on one hand, through the reward and punishment sourcing from performance evaluation, prompts the employee39。s activeness and gives the employee the force to improve the performance. On the other hand, it leads the employee to make efforts towards the right direction. For the most employees who are eager to make progress, they need performance management from their heart. But they can’t be initiative because they question the fair and square of the material measures of the performance management.As far as the three parts of needs, the needs of the leaders are potential and the needs of employees are passive who need the leaders to develop. But the organization needs the performance management system urgently and this needs result in the necessity of the establishment of the performance management system. Based on the needs and characteristic of the subsidiary, the paper defines subsidiary’s performance management39。s position. And on the base of the establishment principle, the paper focus on the design of the key performance index which is the research of the key point as well as the difficulty of performance management system. At first, based on the characteristic of the subsidiary it diversifies the employees who can be divided into research technology series, production series, project management series and synthesized management series. Then according to the strategy object, different series need different result, activity and personal characteristic. It defines different evaluation items. Then based on the SMART principle which can define the key index, it diversifies the index according to the series and gets the either quantificational or behavioral assistant evaluation index and key performance index system. At the same time, it defines the user of every index who is the examiner of the performance evaluation. In addition, the paper empathizes the concern to the process of the performance management, studying the form of information39。s collections form outstanding different management demand aimed at different management needs.At the end of paper, it discusses the possible problem on the establishment of performance management system and put forward the correct solution.Keywords: SINOPEC southern exploration and development subsidiary, performance evaluation management system, research, object, evaluation, index目 錄前言 1第一章 南方勘探開(kāi)發(fā)分公司績(jī)效考評(píng)現(xiàn)狀分析 2 2 3 6 7 9第二章 從績(jī)效考核到績(jī)效管理 14 14 17第三章 有效績(jī)效管理系統(tǒng)的建設(shè) 24 24 26 27 33 36第四章 結(jié)論與建議 38后　記 39參考書目 39附 錄 40中石化南方勘探開(kāi)發(fā)分公司績(jī)效管理系統(tǒng)研究前 言當(dāng)今，隨著經(jīng)濟(jì)全球化的推進(jìn)與信息技術(shù)的迅猛發(fā)展，傳統(tǒng)的商業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)如資金、技術(shù)等不斷受到質(zhì)疑的情況下，上至國(guó)家、下至企業(yè)，凡是組織存在的地方，幾乎都把發(fā)展的依據(jù)放在了“人”這個(gè)支撐點(diǎn)上。由于企業(yè)的發(fā)展越來(lái)越依賴于“人”，各個(gè)企業(yè)對(duì)人力資源管理的重視程度達(dá)到了前所未有的水平。企業(yè)的人力資源管理是一個(gè)綜合系統(tǒng)，這個(gè)系統(tǒng)包括人力資源規(guī)劃，人員選拔、績(jī)效管理、職位評(píng)估、薪酬管理等。這個(gè)系統(tǒng)中的各個(gè)環(huán)節(jié)緊密相聯(lián)，其中績(jī)效管理在這個(gè)系統(tǒng)中起著核心作用?？?jī)效管理將企業(yè)的戰(zhàn)略目標(biāo)分解到每個(gè)人，對(duì)每個(gè)員工的績(jī)效進(jìn)行管理，通過(guò)個(gè)人績(jī)效的改進(jìn)從而提高企業(yè)的整體績(jī)效。由于它在人力資源管理中的地位和作用，績(jī)效管理辦法的研究引起了企業(yè)的廣泛關(guān)注。中石化南方勘探開(kāi)發(fā)分公司作為中石化股份公司下屬的一家專業(yè)從事石油天然氣勘探開(kāi)發(fā)的專業(yè)化公司，肩負(fù)在南方地區(qū)尋找新的、可接替的油氣資源重任。今天它正面臨著巨大的挑戰(zhàn)，一方面油氣資源勘探開(kāi)發(fā)難度不斷加大,另一方面和國(guó)際大的石油公司的競(jìng)爭(zhēng)壓力又迫使它必須將勘探開(kāi)發(fā)成本大幅降低。“石油在勘探家的腦袋里”，勘探的成效離不開(kāi)“人”，為迎接挑戰(zhàn)，立足點(diǎn)只能放在員工績(jī)效提高上。為激發(fā)員工的工作熱情，和其它國(guó)有企業(yè)一樣，分公司已建立了一套績(jī)效考評(píng)、使用辦法。這些績(jī)效考評(píng)辦法是否與企業(yè)的需要相適應(yīng)？哪些方面需要完善？如何建立符合企業(yè)自身特點(diǎn)的績(jī)效管理系統(tǒng)？這是企業(yè)迫切需要探討解決的問(wèn)題。第一章 南方勘探開(kāi)發(fā)分公司績(jī)效考評(píng)現(xiàn)狀分析 本章介紹了南方勘探開(kāi)發(fā)分公司的績(jī)效考評(píng)現(xiàn)狀，對(duì)現(xiàn)行的績(jī)效考評(píng)辦法引起問(wèn)題的原因進(jìn)行了剖析，提出了解決問(wèn)題的根本出路在于從績(jī)效考評(píng)走向績(jī)效管理。中石化南方勘