当面临着锐不可当的经济全球化趋势、飞速发展的技术变革和创新、变化中的差异化客户需求等环境下，企业所具备的传统竞争优势，例如雄厚的资本、规模经济、地方政府垄断等，都只能保一时平安。唯有保持产品和技术的持续创新，才可以使企业不断赢利并获得持久的竞争优势。A公司作为技术主导型的企业，研发人员是企业的核心人力资源，只有通过科学的管理体系来构建核心竞争优势，才有可能赢得市场并实现可持续发展。伴随着国际化战略的推进，研发人员的作用越来越明显。当前A公司对研发人员管理的部分问题已经显现：基于目标管理的研发人员考核方式并没有根本的改进，绩效考核的导向、激励作用没有发挥出来，不利于个人绩效的提高和企业战略的实现。本文运用实证研究的方法，以绩效考核的相关理论为基础，基于问卷调查，通过对A公司研发人员绩效考核实际情况的研究与分析，发现其存在的问题与不足：绩效考核内容单一、考核过程缺乏反馈、考核结果应用单一等。结合KPI以及360度考核等现代管理考核方法，提出科学评价A公司研发人员绩效考核的改进方案，从而为建立有效的企业管控机制、员工激励与处罚机制，提升员工的工作绩效，从而达到提升组织绩效实现企业目标，为风电设备制造企业的发展提供新的思路。

Facing the irresistible economic globalization, accelerating technical change and innovation, variable differentiated customer needs, enterprise is just short-lived with the traditional competitive advantage, such as plentiful capital, scale economy and government monopolies. Enterprise doesn’t gain profit to seize competitive advantage until just keeping persistent innovation. As a leading technical company, R&D Employee is the key human resource of the enterprise; company is able to win the market to realize substantial development through scientific management system. With the advance of International Strategy, based on MBO for performance evaluation of R&D Employee didn't make any improvement. Impact of guidance and motivation is inefficient, which is not good to improve performance and realize the target.This paper uses empirical research methods, Performance evaluation theory combined with survey investigation, efforts to study and analyze practical situation so as to find its problem and disadvantage: content singleness, no feedback, application singleness and so forth. Combined with KPI and 360 evaluation, put forward an improved solution to set up efficient management system, motivation and penalty system to improve employee's performance so that we can improve organization's performance to realize the company target, also a new idea to develop wind manufacture company.