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中金国建工程管理咨询（北京）有限公司绩效管理制度2006年10月目录总则···················································································································1业绩计划·············································································································3绩效辅导·············································································································5绩效评估的内容····································································································6绩效评估的组织···································································································10评估结果运用······································································································11附则··················································································································12总则第一条为提高中金国建公司（以下简称公司）的经营管理水平，实施公司的发展战略和规划，客观、准确地评价公司员工的工作绩效，使企业对员工的使用、奖惩、异动、教育培训及员工职业生涯规划有所依据，并为企业制定相关政策提供信息，促进公司各项工作的开展，确保公司总体目标的实现，制定本制度。第二条绩效管理的程序包括：(一)制定绩效计划。(二)进行绩效辅导。(三)实施绩效评估。(四)运用评估结果。第三条绩效管理的基本原则如下：(一)有监督的授权原则。(二)责权利相统一的原则。(三)结果和过程并重原则。第四条公司设立绩效管理领导小组，负责组织制定和修订公司绩效管理政策、制度；领导和监督公司绩效管理工作；审核绩效评估指标库；审定绩效评估结果和绩效激励方案；实施部门评估；裁决绩效评估工作中出现的申诉等。第五条人事行政部作为公司人力资源管理的职能机构，在公司绩效管理领导小组的领导下，负责组织对员工的绩效评估与管理工作，同时作为绩效管理领导小组的办公室，处理公司绩效管理的日常事务。第六条公司为每位员工设计业绩管理合同，业绩管理合同的作用是：(一)使员工能清楚的了解公司的目标、部门的目标和个人的业绩计划。(二)使员工及时了解自己的上级对业绩计划执行过程的意见及相应措施。(三)使员工能清楚的知道上级对自己工作成果的评价。(四)使员工了解自己业绩评估的结果对自己的收入、职位、培训和职业生涯规划的影响。员工业绩管理合同由员工、员工的直接上级和人事行政部各执一份，员工的业绩计划、业绩辅导、业绩评估和业绩结果的运用均记入其中。业绩计划第七条业绩计划是指将公司战略目标、工程项目目标和管理目标分解落实为企业内部各职位的各项阶段性工作目标，并就这些目标确定职位的关键业绩评估指标以及相应的评估标准、评估方法、激励政策，最后形成各职位阶段性的工作指导计划。第八条设置业绩计划时应注意，公司目标、部门目标及职位目标应保持一致性，下级目标要以完成上级目标为基准，其目标值不应低于上级目标，不得与上级目标相违背。第九条各部门、各职位完成目标所需上...