本文的研究对象是迅达（中国）电梯有限公司（Schindler（China）Elevator Company），1874年成立于瑞士，是世界第一大自动扶梯生产商，同时也是世界第二大电梯供应商。目前迅达集团在全球一百多个国家和地区拥有90多个控股公司，设立了一千余家分公司或分支机构，员工近5万名，年营业额超过100亿瑞士法郎。1980年进入中国，是改革开放后第一家外商在华投资的中外合资机械工业企业。公司于2009年1月由瑞士总公司全资控股，开始由国企风格迈向真正的外企管理。经过改革开放30年的发展，迅达电梯公司经历了计划经济时期的辉煌，随着计划经济向市场经济转型，企业文化、组织机构及管理模式已经不能适应市场发展的进程，正在进行全面、深入的改革。特别是对于维保业务,多年来没有对维修工的考核体系进行过改进,本次研究可以为这一改革起到积极的推动作用,并对维保业务更好、更快、可持续地发展起到积极作用。作为迅达电梯公司维保业务的一名管理者，作者发现一线维修员工是完成业务指标的核心团体，故对这一群体的绩效管理现状做了充分调研，尤其是通过员工满意度调查和关键员工的访谈结果，发现了维修工绩效考核体系中主要存在的问题——考核与管理之间缺乏联系，评估方法简单、脱离实际；对维修工技能和职业发展的关注流于形式，使他们对职业没有发展观念；同时不健全的绩效考核体系所得出的结果也令大部分员工缺乏对公司管理的信任和信心。本文首先在理论上研究了绩效和绩效评估及绩效管理的相关原理，同时也对平衡记分卡（BSC-Balanced Scorecard）及目前较为先进的绩效管理工具——KRIF四要素绩效考核模式，即将关键绩效考核指标（KPI-Key Performance Indicator）、日常绩效衡量（RPM-Routine Performance Measurement）、例外关键事件（IGE-Irregular Critical Incident）和未来绩效潜力（FPP-Future Performance Potential）整合为一的考核体系，相关理论进行了论述。通过与本公司其它岗位的对比，找出维修工岗位在工作内容、工作环境等方面的特殊性；采用问卷法调查分析工作现状；采用逻辑推理法、实证分析法、比较分析法等，结合电梯维保行业实际情况，从员工调查和观察结果出发，重新进行工作分析、不同考核工具的比较、目标设置标准等，并从信度、效度、适用性、公平性等分析绩效考核体系设计思路。采用实证分析法，针对目前考核体系的缺陷与不足，提出相应的考核改进办法，以期更全面、更有效地衡量员工绩效。绩效考核体系必须符合员工的真实发展愿望，同时要与企业战略愿景相符。作为始终都贯穿在绩效管理过程中的重要环节，沟通与培训在企业实际的绩效管理实施过程中往往被忽视。如何从制度上保障这两个方面得以自始至终地在评估者与被考核对象间执行，本文也做了相关的论述。本研究仅为电梯企业对维修工岗位绩效考核方面的解决方案的制定和实施提供参考。

This article is researching on Schindler（China）Elevator Company. Its parent company Schindler Group, founded by Mr.Schindler in Switzerland in 1874, is the largest supplier of escalators and the second largest manufacturer of elevators worldwide, its operations cover all five continents, more than 100 countries, with a network of over 1000 branches spanning every continent, now employs 50,000 staff, and the business revenue is over 10 billion Swiss franc. Schindler is the first foreign manufacturer company that cooperated with Chinese local companies after China Reformation in 1980. Schindler Group run all the business as a fully owner in China since the January 2009, when its management style became foreign way. After 30 years development, Schindler China experienced golden time in planned economic time, but with the change from planed economic to market economic, its culture, organization, and management type could not be adapted to market growing any longer. Especially the service business, mechanics performance management system has not changed for a long time, and further reform is needed. This research would be helpful in stimulating the development of service business. As a manager in Schindler, the author found that service mechanics is the key person in achieving business objectives. Plenty research on their performance management status is done accordingly. The result figured out some major problems. For example, evaluation had not been linked to management, appraise methods are simple, mechanic was not taken seriously, attentions was seldom paid on skill and career development, and weak system made the workers losing trust and confidence on the company.The author did some research on performance and performance evaluation management theory at the very beginning. Methods including BSC, KPI and KRIF theory also were taken place here. Compared with other position, the author found some characteristics on service mechanic’s work and situation. Further analysis was made on mechanics’ job characteristics, so as to find out where the weakness is in the old system, and how to improve it. Employee performance evaluating system must meet the real development aspirations of the staff, and be in line with the corporate strategic vision. As a crucial cycle in the performance evaluating management process, communication and training in the actual implementation process of performance management is tend to be ignored. So, it is important to make institutional guarantee so as to insure the implementation of these two aspects between the assessors and the evaluating objects. The research merely provides reference for the formulation and implementation of maintenance’s performance evaluation system.