随着中国民用航空运输行业的高速发展，传统的航班人工放行模式已不能满足今日航班量的要求。空中交通流量管理工作随之变得日益繁忙，其重要性也逐渐增加，但目前流量管理单位绩效考评制度存在不足，没能客观、合理地考察每个员工的工作状况，导致了一大批优秀的流量管理从业人员的流失，从而使空中交通流量管理的工作强度和压力进一步加大。中国的空中交通流量管理体制还未建立完善，有关空中交通流量管理技术的更新也是决定其未来发展的一大因素，因此其对技术与管理模式的更新需求及其迫切。应当建立更为合理的空中交通流量管理的绩效考评方法，继而提高员工的积极性，缓解流量从业者的工作压力，提升流量管理团队的学习与科研能力，提高未来流量管理的科技水平，驱动空中交通流量管理单位实现其战略目标。 本研究以BE空管局流量管理室为研究对象，根据BE空管局流量管理室的战略目标和流量管理室运行工作的实际情况，采用文献查询、调查访谈等方法确定驱动流量管理室发展的核心因素，理清这些要素之间的逻辑联系，绘制空中交通流量管理的战略地图，基于平衡计分卡的绩效考评理论，并对传统平衡计分卡的财务层面做出适当变型，制定出适应于BE空管局流量管理室发展、具有可操作性的考核指标，确定各个考核指标的参考值。 最后，本研究利用层次分析法对各个指标的层面的权重进行分配，计算出各考核指标在平衡计分卡的权重。使用层次分析法计算考评指标的权重，改善了传统绩效考核中依靠主观判断权重的局限，使绩效考核结果的公正性、客观性得到增强。

With the fast development of Chinese Civil Aviation, the word load of air traffic control in China is becoming harder and harder. However, the ways of management of air traffic control in China didn’t change a lot, which causes a huge number of good air traffic controllers left their work place to search for another job, which leaves a harder work load to the ones who stay in air traffic control units in China. At present, there are many deficiencies in the performance appraisal system of air traffic control units, which fails to objectively and reasonably investigate the working conditions of each employee. It is very important to establish a better system of Performance Management because with a better method of Performance Management, air traffic controllers will word more efficiently and reduce the work load for the air traffic controllers, which would benefit the safety of civil aviation. This research takes the air traffic flow management (ATFM) unit of BE Air Traffic Management Bureau (ATMB)as the research object. According to the strategic planning of the air traffic flow management unit of BE ATMB and the actual situation of the civil aviation industry, the core factors driving the development of the air traffic flow management unit are found by drawing the strategic map of the unit, and then the logical relationship between them is found out and the feasibility is worked out. The evaluation index of volume measurement and the calculation method between values. Finally, this study uses the analytic hierarchy process to distribute the weights of each index level, which calculates the weights of each evaluation index in BSC (balanced score card). This method improves the limitation of traditional performance appraisal which relies too much on subjective judgment, so that the fairness and objectivity of performance appraisal results are enhanced.