【正文】 e weak strategy consistency, low efficiency, poor reliability and insufficient definitude. And these problems are not partial, separate, but systematic, and synthetical. Some small measures are useless. The basic reason is : the existing performance evaluation measure emphasizes the employee evaluation isolatedly and separates the performance evaluation from performance management. So it neglects the process of the performance management. Before the performance operates, the performance evaluation is lack of the base of the evaluation due to the lack of the analysis of the ongoing work and lack of the deposing of the object. During the performance operates, there is no evaluation object for the performance evaluation because it doesn’t define how to collect performance information. At the end of the performance operates, there is no evaluation base for the performance evaluation because it is lack of key performance index and standard. After the end of the performance operates, it doesn’t define how to feed back the evaluation result, so the persons who are evaluated can’t know the expectation of their pany and can’t make their revise plan. Therefore, in order to obtain good performance evaluation result, it must achieve full management of the employees’ performance. And the fundamental measure to solve the existing performance evaluation lies in from performance evaluation to performance management.But, in spite that the effect of the existing performance management is unsatisfactory, it is acquiescence by the governor and employee which is the reason why it can exists. Is it necessary to reform and from performance evaluation to performance management? For answering these questions, this 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 the wisdom and mystery nature. The result of exploration relies on highly person. Facing the challenge, the keystone of survival and development of the subsidiary of SINOPEC must be the enhancement of the performance management. In order to initiate enthusiasm of the employees, it needs to check and analyze the current measures of the performance management and establish the performance management system which is suitable for its characteristic.The actual result shows that the test result of the existing performance evaluation measures is obscure, distortion and can39。 gas resource in the southern region. Now, it is faced up with the big challenges. On one side, it is more and more difficult to explore the oil amp。最后文章對(duì)績(jī)效管理系統(tǒng)建立、運(yùn)行中可能存在的問(wèn)題進(jìn)行了分析討論，提出了有針對(duì)性的解決方案。同時(shí)通過(guò)細(xì)化，明確了每條指標(biāo)績(jī)效的知情者或使用者，他們也就是該績(jī)效指標(biāo)的考核者。然后依據(jù)實(shí)現(xiàn)公司戰(zhàn)略目標(biāo)，不同系列所需要的結(jié)果、行為及個(gè)人特征，明確了不同的績(jī)效考評(píng)內(nèi)容。針對(duì)分公司的需求及特點(diǎn)，文章在明確了分公司績(jī)效管理系統(tǒng)的定位、建立原則的基礎(chǔ)上，對(duì)績(jī)效管理的要點(diǎn)，同時(shí)也是難點(diǎn)，關(guān)鍵績(jī)效指標(biāo)的設(shè)計(jì)進(jìn)行了研究。三個(gè)層次的需求來(lái)看，各級(jí)領(lǐng)導(dǎo)的需求是潛在的，員工的需求是被動(dòng)的，他們還需要管理者去發(fā)掘。一方面通過(guò)績(jī)效考評(píng)后的獎(jiǎng)懲，調(diào)整更換員工崗位等，給員工提高績(jī)效動(dòng)力；另一方面又會(huì)對(duì)員工績(jī)效改進(jìn)給予指導(dǎo)，引導(dǎo)員工朝正確的方向努力。但是他們對(duì)績(jī)效管理意義和作用認(rèn)識(shí)的不到位，目前這種需要還是潛在的，需要人力資源管理部門(mén)去挖掘。對(duì)于分公司而言，環(huán)境的變化及在競(jìng)爭(zhēng)中所處的不利地位迫使分公司需要通過(guò)有效的績(jī)效管理顯示冗員、最終消除冗員，需要通過(guò)有效的績(jī)效管理降本增效，形成自身的核心競(jìng)爭(zhēng)力；公司工作戰(zhàn)略目標(biāo)的實(shí)現(xiàn)需要有效的績(jī)效管理系統(tǒng)將目標(biāo)分解到員工并激勵(lì)員工共同朝著組織的目標(biāo)努力，人材戰(zhàn)略目標(biāo)的實(shí)現(xiàn)需要有效的績(jī)效管理系統(tǒng)去了解員工的能力差距并按組織的目標(biāo)進(jìn)行針對(duì)性培養(yǎng)；分公司的薪酬制度改革與其它人力資源制度需要有效的績(jī)效管理系統(tǒng)支撐。理論分析表明績(jī)效管理的作用有助于改進(jìn)員工的績(jī)效，從而提高組織的績(jī)效。但是，現(xiàn)行的績(jī)效管理辦法雖然效果不理想，但得到了管理者與員工的“默認(rèn)”，這是它“存在”的理由。在績(jī)效運(yùn)行前，沒(méi)有進(jìn)行工作分析或目標(biāo)任務(wù)的分解形成績(jī)效目標(biāo)，使績(jī)效考評(píng)缺乏了考評(píng)基礎(chǔ)；在績(jī)效運(yùn)行中，沒(méi)有明確如何收集績(jī)效信息，使績(jī)效考評(píng)失去了考評(píng)對(duì)象；在績(jī)效期間結(jié)束時(shí)，沒(méi)有關(guān)鍵績(jī)效指標(biāo)與標(biāo)準(zhǔn)，使績(jī)效考評(píng)失去了考評(píng)依據(jù)；在績(jī)效期結(jié)束后，沒(méi)有明確如何進(jìn)行考評(píng)結(jié)果的反饋,被考評(píng)人員也無(wú)法知道組織對(duì)他們的希望，制訂績(jī)效改進(jìn)計(jì)劃。對(duì)現(xiàn)行績(jī)效管理辦法分析表明，現(xiàn)行的績(jī)效管理辦法存在著戰(zhàn)略一致性弱、效度低、可信度差、明確性不足等問(wèn)題，這些問(wèn)題不是局部的、個(gè)別的、而是系統(tǒng)的、綜合的，用小修小補(bǔ)的辦法無(wú)濟(jì)于事。為激發(fā)員工的工作熱情，需要對(duì)人力資源管理基礎(chǔ)的現(xiàn)行績(jī)效考評(píng)辦法進(jìn)行審視、分析，建立真正符合企業(yè)自身特點(diǎn)的績(jī)效管理系統(tǒng)。石油勘探在很大程度是勘探家的智慧和神秘自然界的競(jìng)爭(zhēng)，勘探成效的好壞高度依賴于人。中石化南方勘探開(kāi)發(fā)分公司肩負(fù)在南方地區(qū)尋找新的、可接替的油氣資源重任。中石化南方勘探開(kāi)發(fā)分公司績(jī)效管理系統(tǒng)研究?jī)?nèi)容摘要當(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。由于對(duì)“人”的依賴及績(jī)效管理在人力資源管理中的地位和作用，績(jī)效管理方法的研究引起了企業(yè)的廣泛關(guān)注。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。為迎接挑戰(zhàn)，分公司生存發(fā)展的立足點(diǎn)只能放在員工績(jī)效提高上。實(shí)際效果表明，現(xiàn)行績(jī)效考評(píng)辦法的考核結(jié)果含糊、失真，不能全面、公正、客觀地反映干部與員工的素質(zhì)、潛力與工作業(yè)績(jī)，無(wú)法用于干部升降職管理、員工上崗管理、薪酬發(fā)放管理等，導(dǎo)致人力資源管理難以有效開(kāi)展工作，制約著企業(yè)經(jīng)營(yíng)戰(zhàn)略的實(shí)現(xiàn)。其根本原因在于：現(xiàn)行前的績(jī)效考評(píng)辦法孤立的強(qiáng)調(diào)了對(duì)員工的考評(píng)，將績(jī)效考評(píng)從績(jī)效管理割裂開(kāi)來(lái)，忽視了績(jī)效的管理過(guò)程。要取得良好的績(jī)效考評(píng)效果，就必須對(duì)員工績(jī)效實(shí)施全過(guò)程管理，所以，解決現(xiàn)行績(jī)效考評(píng)問(wèn)題的根本出路在于：從績(jī)效考評(píng)走向績(jī)效管理。是否有必要進(jìn)行改革，從績(jī)效考評(píng)走向績(jī)效管理？為此文章首先對(duì)績(jī)效管理與績(jī)效考評(píng)從理論上進(jìn)行了比較，兩者有著明顯的區(qū)別，績(jī)效管理是確保雇員的工作活動(dòng)以及工作產(chǎn)出能夠與組織的目標(biāo)保持一致這樣一個(gè)過(guò)程；而績(jī)效考評(píng)僅是測(cè)量員工績(jī)效高低的一個(gè)手段，它是績(jī)效管理過(guò)程中的局部環(huán)節(jié)。隨后，文章從分公司、各級(jí)領(lǐng)導(dǎo)及員工三個(gè)層次進(jìn)行了績(jī)效管理的需求分析。對(duì)各級(jí)領(lǐng)導(dǎo)而言，有效的績(jī)效管理可以讓他們將目標(biāo)分解給員工，向員工說(shuō)明工作期望和衡量標(biāo)準(zhǔn)，并能通過(guò)績(jī)效管理系統(tǒng)，對(duì)員工的績(jī)效進(jìn)行監(jiān)督、指導(dǎo)、控制、糾正偏差等。對(duì)員工而言，有效的績(jī)效管理以提高員工績(jī)效為目的。對(duì)于渴望上進(jìn)的大多數(shù)員工而言，他們內(nèi)心需要績(jī)效管理，但對(duì)績(jī)效管理具體辦法的公平、公正心存焦慮及他們所處位置，決定了他們的需求不會(huì)表現(xiàn)出主動(dòng)。但組織對(duì)有效績(jī)效管理系統(tǒng)的需求非常迫切，這種需求導(dǎo)致有效績(jī)效管理系統(tǒng)的建立是必然的。首先依據(jù)分公司的特點(diǎn)對(duì)現(xiàn)有員工進(jìn)行了類(lèi)別劃分，按性質(zhì)不同分為研究技術(shù)系列、生產(chǎn)操作系列、項(xiàng)目管理系列與綜合管理系列。然后按照確定關(guān)鍵績(jī)效指標(biāo)的SMART原則，分系列對(duì)要求的考評(píng)內(nèi)容進(jìn)行了歸類(lèi)與適度細(xì)化，得到了要么可量化、要么可行為化的輔助考核指標(biāo)與關(guān)鍵績(jī)效指標(biāo)體系。此外，對(duì)分公司建立的績(jī)效管理系統(tǒng)，文章還強(qiáng)調(diào)了對(duì)管理過(guò)程的關(guān)注，研究了考評(píng)信息的收集形式及依靠調(diào)節(jié)考核內(nèi)容權(quán)重，突出不同管理需求的方法。主題詞：中石化南方勘探開(kāi)發(fā)分公司，績(jī)效管理系統(tǒng)，研究,目標(biāo)，考評(píng)，指標(biāo)AbstractAt present, with the propulsion of the economic globalization and the rapid development of the information technology, the traditional mercial petition advantage such as capital, technique and so on is questioned continuously. From the government to the panies, where the organization exists, the person always is the key factor to support the development. Because of the importance of the person and the role of the performance management in the human resources management, enterprises are focusing on the research of the measures of the performance management extensively.Southern exploration subsidiary of SINOPEC takes the heavy duty to search the new and substitutable oil amp。 gas resource, on the other side the petitive pressure from the international big oil panies force it to lower the exploration cost significantly. In the big extent, oil exploration is the petition between explorer39。t pletely, fairly and objectively reflect and the staff’s character, potential and working performances. And it can39。s performance. A