摘要：自20世纪90年代以来, 如何加强团队绩效管理, 提高团队绩效从而提高组织绩效更成为关注的热点。随着绩效管理在企业发展过程中的地位和作用的日益增强,越来越多的企业正在致力实施绩效管理体系使之与企业效益、长期发展达到协调关系，已基本实行绩效管理的方法，并取得一定的成果。但也存在部分企业将绩效管理与绩效考核混为一谈，忽视其区别与联系。本文从绩效管理的概念入手，以无锡市立帆绝缘材料科技有限公司实施绩效管理的经验为基础详细探讨了绩效管理实施的路径选择、对如何在企业中开展绩效管理提出了相关对策及建议。

关键词：绩效管理；有效作用

Abstract: Since 1990s, the way to improve organization performance by enhancing team merit pay management and team performance becomes a hotspot. With the increasing importance of the merit pay management, more corporations are applying themselves to implement merit pay system to coordinate between the corporate interest and the long run development. As a result, some of them have seen much advance by utilizing merit pay examine. However, there is still a part of organizations that regard performance and performance vulation as the same thing without realizing the differences and connections between them. This article begins with the concept of performance management and then discusses the choice of route about performance and following results wiht the working experience of Wuxi Lifan material Tech Ltd, and also provides connected suggestions and solutions for operating performance management in teams as the scope of route choice.

Key words: merit pay management; function

绩效管理对现在中国企业团队的制度发展有着新的意义。企业团队工作的好坏、绩效的高低直接影响着企业的整体效益，因此，掌握和提高团队的工作绩效是企业绩效管理的一个重要目标。通过运用科学的管理方法和衡量标准，对团队的工作绩效进行定期的考评，目的不仅是为了规划人力资源和薪酬，激励和发展员工潜力等有助于企业达到预期目标。企业通过对自身的绩效管理获得反馈信息，便可据此制定相应的决策与措施，调整和改进其效能。绩效管理对企业资源的分配效率的提高起到了决定性的作用。