目前国有单位正面临着日益复杂的内外部环境。从外部环境来讲，经济全球化导致有更多的竞争对手出现，正在威胁着已有的市场地位；从内部环境来讲，一些国有单位也开始尝试多元化经营，内部的组织结构也更加复杂。传统的绩效管理体系越来越难以满足这类单位接下来的发展，绩效管理体系的优化正成为单位管理中首要解决的问题。本研究以茧丝绸行业的国有单位A单位为例进行研究，发现A单位当前的绩效管理体系在绩效计划、实施、考核与反馈各个环节都存在一些问题。而这些问题也正成为阻碍单位快速发展的绊脚石。

本研究通过问卷调查法以及访谈法对单位现行的绩效管理体系进行了深入的研究，同时借鉴已有学术成果的文献研究对当前问题进行了分析。本研究发现，当前单位的绩效管理各个流程中暴露出了一些问题，虽然单位实行以KPI为主的绩效考核体系，但是已经显现出考核指标单一、考核评价过于主观、绩效结果运用方法单一、绩效反馈缺失或不及时、绩效管理效果欠佳、员工对绩效管理并不重视等诸多问题，严重阻碍了单位实现中长期战略目标。

为了解决A单位绩效管理体系优化的问题，本研究将目标与关键成果法OKR引入到A单位的绩效管理体系中，并整合形成了KPI-OKR绩效管理体系。新的绩效管理体系既保留了KPI绩效管理法的流程环节，又将OKR的思想优势与之互补，增加了单位上下的沟通机制、关键绩效指标的制定方法、加强了绩效反馈和沟通辅导等管理动作等。KPI-OKR绩效管理体系帮助A单位从绩效计划、实施、考核和反馈各个流程环节都进行了优化设计，并且还设计了借助线上化绩效管理系统的工具来降低绩效管理的成本、以及增加新绩效管理方法的易用性，从而帮助A单位更好地实现单位战略目标。

本研究将不同绩效管理方法进行融合，并以A单位为例将绩效管理体系进行了优化设计，是一种较为创新的尝试。不仅有利于单位上下目标保持一致，且能随时根据外部多变的环境随时调整，另外还可以激发各级员工的主人翁精神以及创新能力，帮助单位更好地实现自身战略目标，并且更好地为中华民族的伟大复兴贡献自己的力量。虽然该模式还有待进一步验证和优化，但是对类似于A单位的国有单位有一定的借鉴意义。

Currently, SOEs（state-owned companies） are facing an increasingly complex internal and external environment. In terms of the external environment, economic globalization has led to the emergence of more competitors, which are threatening the existing market position; in terms of the internal environment, some SOEs have started to try to diversify their business, and the internal organizational structure has become more complex. The traditional performance management system is becoming more and more difficult to meet the future’s development of such enterprises, and the optimization of performance management system is becoming the primary task to complete from the perspective of the enterprise management. This study takes Company A, a state-owned enterprise in the cocoon and silk industry, as an example, and finds that the Company A’s current performance management system has some problems in all aspects of performance planning, implementation, assessment, and feedback. These problems are also becoming a stumbling block to the rapid development of the company.

This study conducted an in-depth analysis of the current performance management system of the company through questionnaires and interviews, and also analyzed the current problems by drawing on research findings in recent literature. Although the company implements a KPI-based performance appraisal system, it has revealed many problems such as the single appraisal index, the over-subjective appraisal evaluation, the single method of applying performance results, the missing or untimely performance feedback, the poor performance management effect, and the employees' lack of attention to performance management, which seriously hinder the company from achieving its medium and long-term strategic goals.

In order to solve the problem of optimizing the performance management system of Company A, this study introduces the objective and key result (OKR) performance management method into the performance management system of Company A and integrates it to form the KPI-OKR performance management system. The new performance management system not only retains the process aspects of KPI performance management method, but also complements the ideological advantages of OKR, increases the communication mechanism across the company, the development method of key performance indicators, and strengthens the management actions such as performance feedback and communication coaching, etc. The KPI-OKR performance management system helps company A to optimize all process aspects from performance planning, implementation, assessment, and feedback. The KPI-OKR performance management system helped Company A to optimize all the processes from performance planning, implementation, appraisal, and feedback, and also designed tools to reduce the cost of performance management and increase the ease of use of the new performance management method with the help of an online performance management system, thus helping Company A to better achieve its strategic goals.

This study is an innovative attempt to integrate different performance management methods and optimize the design of performance management system by taking Company A as an example. It not only helps to keep the company's goals consistent and can be adjusted at any time according to the changing external environment, but also stimulates the ownership and innovation of employees at all levels, which helps the company to better achieve its strategic goals and better contribute to the great rejuvenation of China. Although the model needs to be further verified and optimized, it has some significance for state-owned enterprises like Company A.