Performance appraisal is an important part of performance management, which not only evaluates the real performance of employees in the previous work cycle, but also needs to take into account the balance between internal and external enterprises, and the balance between long-term and short-term goals, so as to finally achieve the corporate goals. With the development and growth of the company, how to further improve the level of performance appraisal, to promote the employees and enterprises to achieve the "progress and growth" of the long-term goal, has become an urgent problem to be solved.
This paper takes S company as the research object. Firstly, it adopts the literature research method to sort out the relevant theoretical achievements of enterprise performance appraisal. On this basis, the management status of S Company is investigated by the field investigation method, and the existing problems of S Company under the current performance management index system are summarized by the interview method and questionnaire survey method, which mainly include the following points: 1) The performance appraisal indicators are out of line with the company's strategy; 2) The design of performance appraisal is unreasonable and cannot fairly reflect the contribution of employees; 3) Employees' participation in the design process of performance appraisal indicators is poor, and employees are not enough to understand; 4) Insufficient application of performance appraisal results, poor incentive effect, etc.; Afterwards, the paper used the balanced scorecard method to start from the drawing of the company's strategic map, listing an evaluation index system that includes four dimensions: finance, customers, internal processes, learning and growth. Regression analysis was used to screen out important indicators, and expert scoring and Analytic Hierarchy Process were used to determine the weights of each indicator. In response to the problems in performance evaluation, Optimized the performance evaluation index system for frontline production employees; Finally, relevant safeguard measures for optimizing the performance evaluation index system of S Company were proposed from several aspects such as company organizational structure, company system, and employee training.
The optimization of the performance appraisal index system proposed in this paper not only helps Company S to reduce the cost of human resource management, enhance the cohesion of corporate unity, and improve the efficiency of internal operations, but also provides a reference for other similar enterprises in performance management.
谷歌
火狐
