MBA教育中心知识库

基层管理者是支撑企业正常运营、落实企业各项决策的重要力量。一方面，基层管理者需要具备专业的素质能力，承担一部分具体工作和任务；另一方面，也需要带领团队并行使一定的管理职能，保证公司制度的落实及业务的顺利开展。在愈加激烈的市场竞争中，企业越来越重视基层管理者的价值创造在其核心竞争力提升中的作用，通过科学、合理的绩效评价指标体系来客观公正地评价基层管理者的工作绩效有助于激发基层管理者的工作潜能及动力，进而促进基层管理者的价值创造活动。

本文以兰石国际公司基层管理者为研究对象，在对其绩效评价指标体系现状进行问卷调研的基础上，发现该体系存在重结果轻过程、偏主观轻客观以及未对业务部门和管理部门的基层管理者进行分类考评等问题，不能科学、公平地评价基层管理者的能力和业绩，从而使基层管理者的工作积极性受挫，对绩效考核的满意度下降。为有针对性地解决上述问题，本文就以上问题的优化进行了实地访谈，征询了基层管理者和公司中高层的意见和建议，在对访谈结果进行分析后，本文结合现有理论，提出了从以下三个方面对基层管理者绩效评价指标体系进行优化：一是对公司基层管理者进行分类考核，设置部分差异化的评价指标；二是在构建绩效评价指标体系时设置过程性指标和结果性指标，使绩效评价既关注结果也重视过程；三是通过AHP层次分析法对指标体系进行权重赋值，保证评价体系的客观性和科学性。

本文通过优化基层管理者绩效评价指标体系，为客观、科学地评价基层管理者的绩效提供了理论依据，提升了基层管理者对绩效考核的满意度，并通过激发基层管理者的价值创造活动提升了公司的核心竞争力，与此同时，也为行业内基层管理者绩效评价指标体系的构建提供了一定的参考价值。

The first-line managers are important forces to support the normal operation of enterprises and implement various decisions. On the one hand, they have to be equipped with professional quality and ability to undertake specific work and tasks; On the other hand, they need to lead the team and perform certain management functions to ensure the implementation of enterprise’s system and the smooth development of business. In the increasingly fierce market competition, enterprises attach great attention to the influence of first-line managers’ value creation towards the improvement of their core competitiveness. Objectively and fairly evaluating the work performance of first-line managers through a scientific and reasonable performance evaluation index system is helpful to stimulate the work potential and motivation of first-line managers, and further promote the value creation activities of them.

This paper takes the first-line managers of LS Int’l Company as the research object, and on the basis of questionnaire survey on the current situation of its performance evaluation index system, it finds that the system has several issues such as focusing on results rather than process, preferring subjective to objective, and failing to classify and evaluate the first-line managers of business departments and management departments. Therefore, the ability and performance of first-line managers cannot be evaluated scientifically and fairly. As a result, first-line managers' enthusiasm for work is frustrated and their satisfaction with performance appraisal is reduced. In order to solve the above issues in a targeted manner, the paper conducted field interviews on the optimization of the above problems and consulted the opinions and suggestions of first-line managers as well as middle and senior executives of the company. After analyzing the interview results and combining with existing theories, the paper proposed to optimize the performance evaluation index system of first-line managers from the following three aspects: firstly, conducting classified assessment of first-line managers and setting differentiated evaluation indicators; secondly, considering both process evaluation indicators and result evaluation indicators when building performance evaluation index system, to ensure the performance evaluation pays attention to result and process; thirdly, assigning weights to the index system through AHP to ensure the objectivity of the evaluation system.

By optimizing the performance evaluation index system of first-line managers, the paper provides a theoretical basis for evaluating the performance of first-line managers objectively and scientifically, improves their satisfaction with performance assessment, and enhances the core competitiveness of the company by stimulating the value creation activities of first-line managers. In the meantime, it provides a certain reference value for the construction of performance evaluation index system of first-line managers in the industry.