绩效管理要解决的问题是确定要达到的目标以及达到目标的方法,它将企业的远景、目标及战略分解到组织和个体。公司在对员工的考评过程中,虽然最大程度地量化和确定了具体的考核标准,但其思路却还局限于在部门内部比较的基础上产生结果,由于比较的“基准线”存在差异,其结果必然存在部门差异。因此,根本问题就在于没有将部门绩效与员工绩效紧密结合起来。本文分析了部门绩效与员工绩效紧密结合的原因:绩效考核目标分解中存在问题,绩效考核工作中存在问题,并阐述了以上原因可能导致的结果,从而提出了解决这些问题的一些对策与建议。最后举例分析了惠普公司的从部门到员工的双层绩效管理,为今后的绩效管理提供了借鉴。 The issue to be addressed by performance management is to define the goals to be achieved and the ways in which they can be achieved by factoring the business vision, goals and strategies into the organization and the individual. Although the company has quantified and determined the specific assessment criteria to the greatest extent in the evaluation process of employees, its thinking is still limited to producing results on the basis of internal departmental comparison. Because of the differences in the comparative “baseline” , The result is necessarily the existence of departmental differences. Therefore, the fundamental problem is that department performance and employee performance are not closely integrated. This paper analyzes the reasons for the combination of departmental performance and employee performance: there are problems in the decomposition of performance evaluation goals, problems in performance evaluation work, and the possible causes of the above reasons, so some countermeasures and suggestions are put forward to solve these problems. Finally, an example is given to analyze the double performance management of Hewlett-Packard from department to staff, which provides reference for future performance management.