截止到2020年末，我国轨道交通建设呈高速发展态势，大陆地区共45个城市开通轨道交通线路7978.19公里。进入“十四五”，国家相关部委和行业协会陆续出台了关于“十四五”轨道交通行业和区域的规划性文件，对轨道交通总体提出“高质量发展”的要求。

N地铁运营公司成立于2003年，隶属于N地铁集团公司，现负责N市近400公里轨道交通线网的运营管理、乘客服务及设施设备的维修保养，同时担负起网络化运营的筹备任务。截止到2020年末，公司运营线网规模位列全国第六，年客运量超过10亿人次。从开通运营至今近多项行业关键指标国内领先，公共出行占比也超过本地公交成为市民公共出行的首选，“人文地铁”品牌也深入人心、享誉业内。

随着N地铁运营公司逐步进入运营平稳期，企业当前也面临一些潜在的问题。外部方面，一是国家相关部委和行业协会提出的“高质量发展”的要求对企业经营水平提升的压力；二是未来区域一体化将使公司面临新的竞争环境；三是行业高速发展的大背景下，各地轨道交通运营公司如雨后春笋般出现，设备先进、技术新颖，N地铁运营公司原来领先的不少行业关键指标逐步被这些新兴公司追赶甚至超越，行业地位受到冲击。内部方面，一是员工对公司经营水平提升管理活动参与不积极；二是存在企业绩效水平增长缓慢，战略目标完成压力较大；三是关键任务目标无法完成对公司经营规模的存续会产生潜在风险。

企业面临的这一系列问题，与N地铁运营公司绩效管理体系的运行效果息息相关。因此，本次研究以N地铁运营公司的绩效管理体系为研究对象，通过现状分析、专家访谈和调查问卷分析等形式收集基层信息，并运用戴明循环模型、目标设定理论、目标管理理论、马斯洛需求层次理论、激励保健因素理论等理论工具来对N地铁运营公司现有的绩效管理体系进行科学系统的分析。通过分析，发现N地铁运营公司的绩效管理体系存在组织绩效与个人绩效脱节、绩效计划指标制定不科学、绩效改进环节缺失、绩效结果应用效果缺乏激励、绩效管理沟通与反馈不足等问题。针对这些存在的问题，继续运用相关理论与模型制定优化方案，对N地铁运营公司绩效管理体系的架构、绩效评价指标设定、绩效改进环节、绩效评价结果应用和绩效沟通、辅导与反馈的具体优化方案逐一进行了阐述，之后还提出了确保本次绩效管理体系优化方案有效实施的保障措施。

本次对N地铁运营公司绩效管理体系优化研究的论述，为N地铁运营公司绩效管理水平持续改进提供思路。希望通过实施这些优化措施能够有效地改善N地铁运营公司绩效管理体系运行的效果，为企业绩效水平的提升提供有效的保障。同时，也对其他轨道交通运营公司的绩效管理提供借鉴。

By the end of 2020, our country's rail transit construction is under a rapid development. 45 cities in mainland China have opened 7978.19 kilometers route. Entering the "14th Five-Year Plan", relevant national ministries and industry associations have successively issued some documents on the "14th Five-Year Plan" rail transit industry and regions which indicates high-quality development has become future stage for all transportation enterprise in China.

N Metro Operating Company was established in 2003 and belongs to N Metro Group. It is now responsible for the operation and management of nearly 400 kilometers route in N City, passenger services and maintenance of facilities and equipment. At the same time, it also undertakes the preparatory tasks for networked operations. By the end of 2020, the company's route ranked sixth in the country, with an annual passenger journey exceeding 1 billion. Since it is up and running, many industrial key indicators have lead in the country, and the proportion of public travel has exceeded that of local buses. It has become the first choice of citizens for public travel. The "Humanistic Metro" brand is also deeply rooted in the public and well-known in the industry.

However, with entering into a mature stage, the company is currently facing some potential problems in aspect of external and internal factors. In terms of external factors, the requirements of “high-quality development” put pressure on the improvement of business operation level. Secondly, the future regional integration will expose the company to a new competitive environment. Thirdly, the rapid development of the industry, the new entrants of this industry will pose new threats to old rail transit operating companies. Many of the industry key indicators that the N subway operating company’s dominant position is slowly disappearing or even surpassed by other companies. Turning to internal aspects, employees are not actively participating in the management activities of the company’s business level improvement. Then there is slow growth in corporate performance which leads to a greater pressure to achieve strategic goals. Lastly, the failure to complete key tasks and objectives will cause potential risks for going concern.

Whether the N Metro Operating Company can effectively solve these problems is closely related to company's performance management system. Therefore, this research identify and analyze the current N Metro Operation Company's personal performance management system. The following analysis will collect fundamental information through expert interviews and questionnaires, and then use goal setting theory, Maslow's hierarchy of needs theory, social comparison theory, organizational justice theory, Social identity theory, service triangle theory model, "Deming cycle" model and other theoretical and analytical tools for further investigation. Through analysis, it is found that the performance management system of N Metro Operating Company has problems such as disconnect between personal and organizational performance, insufficient communication of personal performance management, lack of performance improvement links, performance management, and measures to promote enthusiasm of employees insufficient personal performance management communication.

In response to these existing problems, this research will continue to use relevant theories and models to formulate optimization plans, to determine the structure of the N Metro operating company’s performance management system, performance evaluation index setting, improvement links, evaluation results application and communication, coaching and feedback. The optimization plans were elaborated one by one, and the specific content of the performance evaluation index setting and other issues were explained in detail by taking three representative positions of the N subway operating company as examples. It also propose a plan to ensure the optimization of the performance management system.

This research provides ideas for the continuous improvement of the performance management for N Metro Operating Company. It hopes that the implementation of these optimization measures can effectively improve whole performance management system, and provide an effective guarantee for the future improvement. At the same time, it also provides reference for other rail transit operating companies.

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