Z公司是一家集研制、开发、生产、测试于一体的某新材料专业研究机构，充分发挥资源整合互补效应，坚持创新和市场驱动，努力打造成为我国某特种新材料原创技术发源地和高技术产业化平台。Z公司要实现这个战略目标就必须拥有一支优秀的研发团队和人才，要通过搭建一套科学的绩效管理体系，做好人才的选育用留。因此Z公司针对现行绩效管理体系的优化是非常必要的。

为了制定更有针对性的优化方案，本文首先采用问卷调查与访谈的方式，发现Z公司研发人员绩效管理中存在的问题。本文针对绩效管理问题向技术研发人员发放172份问卷，回收有效问卷142份，对Z公司技术研发人员绩效管理问题进行深入的分析与总结。同时，本文通过对12名技术研发人员以及7名中高层管理人员进行访谈，对问卷调研结果显现出的问题进行更有针对性的原因挖掘。通过问卷调研与访谈，本文发现Z公司目前技术研发人员的绩效管理无法充分激发其工作积极性、绩效考核目标缺乏与公司战略目标和岗位职责之间的协同，绩效考核无法客观地评价研发人员的工作表现，绩效考核流程存在缺失，没有良好的反馈与申诉渠道，绩效结果未发挥应有的作用。通过进一步分析，本文发现造成上述问题的主要原因在于Z公司目前的绩效管理未得到公司高层领导实质上的重视，绩效考核指标难以量化，绩效沟通反馈被忽视以及绩效结果应用遇到一定程度的阻力。

Z公司研发工作具有创造性强、工作内容不确定性比较高等特点，为了激发技术研发人员工作积极性和创造性，本文将采用OKR的绩效管理模式进行整体优化。通过OKR绩效管理模式，逐级拆解公司目标，明确个人绩效指标，实现公司与个人目标的统一。技术研发人员个人指标设置主要从目标与关键结果的完成度、对工作的贡献度等方面进行，同时设置职业素养与成长能力等共性指标。通过加强绩效过程管理，提高绩效结果应用力度，促进个人与公司目标的实现。本文是基于传统国有科技型企业为背景进行的研究，对同类型企业的技术研发人员绩效管理改革也提供了思路。

Z Company is a professional research institution for new materials that integrates research, development, production and testing. It fully leverages the complementary effects of resource integration, adheres to innovation and market driven, and strives to become the birthplace of original technology and a high-tech industrialization platform for a certain special new material in China. To achieve this strategic goal, Z Company must have an excellent R&D team and talent. It is necessary to establish a scientific performance management system and do a good job in talent selection and retention. Therefore, it is necessary for Company Z to optimize its current performance management system.

In order to develop more targeted optimization plans, this paper first uses questionnaire surveys and interviews to identify the problems in the performance management of R&D personnel in Company Z. This paper distributed 172 questionnaires to R&D personnel regarding performance management issues, and collected 142 valid questionnaires to conduct in-depth analysis and summary. In addition, this paper conducted interviews with 12 R&D personnel and 7 middle and senior management personnel to explore more targeted reasons for the problems revealed in the questionnaire survey results. Through questionnaire surveys and interviews, this paper founds that the current performance management of Z company's R&D personnel cannot fully stimulate their work enthusiasm, the performance evaluation goals lack coordination with the company's strategic goals and job responsibilities and the performance evaluation cannot objectively evaluate the work performance of R&D personnel. Meanwhile the performance evaluation process is incomplete with no good feedback and appeal channel, and the performance results have not played their due role. By further analysis, this article finds that the main reasons are that the current performance management has not received substantial attention from the company's senior leadership, performance evaluation indicators are difficult to quantify, performance communication feedback has been ignored, and the application of performance results has encountered a certain degree of resistance.

The R&D work of Company Z has the characteristics of strong creativity and high uncertainty in work content. In order to stimulate the enthusiasm and creativity of R&D personnel, this article will adopt the OKR performance management model for overall optimization. Through the OKR performance management model, the company's goals are decomposed step by step, and individual performance indicators are clearly defined to achieve unity between the company and individual goals. The setting of personal indicators for R&D personnel mainly focuses on the completion of goals and key results, contribution to work, and common indicators such as professional competence and growth ability. By strengthening performance process management, enhances the application of performance results, and promotes the achievement of personal and company goals. This article is based on the background of traditional state-owned technology-based enterprises, and provides ideas for the performance management reform of R&D personnel in similar enterprises.