数字化背景下工程项目部员工绩效管理研究

Research on Performance Management for Employees in Engineering Project Departments in the Digital Era

摘要: 数字中国建设的深入推进，为企业人力资源管理数字化转型提供了政策契机与技术条件。工程项目部作为建筑施工与能源企业价值创造的前沿阵地，其绩效管理水平直接关系到项目效益与企业竞争力。但项目部本身具有项目周期波动大、地理分布分散、岗位类型多元等特征，使得传统绩效管理模式难以适配其特殊情境。实践中，不少企业项目部普遍面临绩效目标与战略脱节、过程监控薄弱、考核主观性强、结果应用有限、数字化程度滞后等问题，制约了绩效管理效能的充分释放。为此，文章结合工程项目部组织特性与员工构成特点，系统梳理当前绩效管理存在的突出问题，从数字化平台搭建、指标体系优化、过程管控强化、结果应用深化、人才队伍建设五个方面提出优化路径。研究认为，数字化技术能够有效破解工程项目部绩效管理的诸多痛点，推动绩效管理由经验驱动转向数据驱动，对于激发员工活力、提升项目管理效能具有重要意义，也可为同类企业提供可借鉴的实践思路。

Abstract: The in depth advancement of the construction of Digital China has provided policy opportunities and technical conditions for the digital transformation of enterprise human resource management. As the frontier of value creation in construction and energy enterprises, the performance management level of engineering project departments is directly related to project benefits and enterprise competitiveness. However, project departments themselves are characterized by large fluctuations in project cycles, scattered geographical distribution, and diverse types of positions, making traditional performance management models difficult to adapt to their special contexts. In practice, many enterprise project departments generally face problems such as a disconnection between performance goals and strategy, weak process monitoring, strong subjectivity in assessment, limited application of results, and lagging digitalization, which restrict the full release of performance management effectiveness. To this end, this paper systematically sorts out the prominent problems existing in current performance management by combining the organizational characteristics and employee composition characteristics of engineering project departments, and proposes optimization paths from five aspects: digital platform construction, indicator system optimization, process control strengthening, result application deepening, and talent team building. The study argues that digital technology can effectively address many pain points in performance management of engineering project departments, promoting the transformation of performance management from experience-driven to data-driven, which is of great significance for stimulating employee vitality and improving project management efficiency, and can also provide practical ideas for reference for similar enterprises.