习近平总书记指出，国有企业是中国特色社会主义的重要物质基础和政治基础，是党执政兴国的重要支柱和依靠力量，在带动国民经济实现跨越式发展、构建完整工业体系、服务和保障民生、应对危机等方面作出了重要贡献。近些年来，在深化国有企业体制改革的进程中，发展以国有企业员工绩效考核为重点的管理实践为促进国有企业适应社会经济快速发展提供了充足动力。

为更好增强国有企业核心竞争力，实现高质量发展，不断提高企业人力资源管理水平，本文以北京城建集团B事业部为研究对象，基于目标管理理论、激励理论、期望理论，以查找问题--分析问题--解决问题为基本思路，通过运用问卷调查法和访谈法，深入研究B事业部绩效管理现状，总结其存在的不足之处及其成因，并提出相应优化建议和保障措施。在问卷调查过程中，面向B事业部所有员工共发出375分问卷，收到有效反馈问卷232份，并在各岗位职级员工中选取了18人进行深度访谈。经调查研究，B事业部在绩效管理方面主要存在的问题有：绩效计划设定不合理，绩效实施过程缺乏监管，绩效考核过程缺乏科学性，绩效反馈机制不完善，绩效考核结果运用不充分等。针对以上存在的问题，提出了六大的管理对策：一是加强战略目标管理，二是完善绩效管理流程，三是加强绩效督导管控，四是完善绩效考核机制，五是完善绩效沟通反馈机制，六是加强绩效评估结果在薪酬分配、岗位调整、评优评先、培新开发方面的应用。希望通过本文的研究成果，帮助B事业部建立和完善绩效管理体系，优化绩效管理现状，同时，也希望能对国有企业在推广全员绩效管理方面提供借鉴与参考，为提高国有企业人力资源管理水平提供实践经验，为激发国有企业综合竞争力提供有力抓手。

General Secretary Xi Jinping pointed out that State-owned enterprises are an important material and political foundation for socialism with Chinese characteristics, and an important pillar for the Party to govern and rejuvenate the country,it has made important contributions in driving the national economy to achieve leapfrog development, building a complete industrial system, serving and protecting people's livelihood, and coping with crises.In recent years, in the process of deepening the reform of the state-owned enterprise system, the development of management practices focusing on the performance appraisal of state-owned enterprises has provided sufficient impetus for promoting the adaptation of state-owned enterprises to the rapid development of social economy.

 In order to better enhance the core competitiveness of state-owned enterprises, achieve high-quality development and continuously improve the level of human resource management of enterprises, this paper takes B Division of Beijing Urban Construction Group as the research object. Based on the theory of management by objectives, incentive theory and expectation theory, this paper takes problem finding, problem analysis and problem solving as the basic idea, and adopts questionnaire survey and interview methods. Conduct an in-depth study on the current situation of performance management of B Division, summarize its shortcomings and causes, and put forward corresponding optimization suggestions and safeguard measures. In the process of questionnaire survey, a total of 375 questionnaires were sent out to all employees of B division, 232 effective feedback questionnaires were received, and 20 employees from various positions and ranks were selected for in-depth interviews. According to the adjustment research, the main problems of B Division in performance management include: unreasonable performance plan setting, lack of supervision in performance implementation process, unscientific performance appraisal process, imperfect performance feedback mechanism, and inadequate use of performance appraisal results. In view of the above problems, the management countermeasures of "three strengthening and three perfecting" are put forward: The first is to strengthen the management of strategic objectives, the second is to improve the performance management process, the third is to strengthen the performance supervision and control, the fourth is to improve the performance appraisal mechanism, the fifth is to improve the performance communication and feedback mechanism, and the sixth is to strengthen the application of the performance evaluation results in the compensation distribution, post adjustment, evaluation and new development. It is hoped that the research results of this paper will help B Division to establish and improve the performance management system and optimize the status quo of performance management. At the same time, it is also hoped to provide reference for state-owned enterprises in promoting the performance management of all employees, provide practical experience for improving the human resource management level of state-owned enterprises, and provide a strong starting point for stimulating the comprehensive competitiveness of state-owned enterprises.