Study On Optimization Of Organizational Performance Evaluation System Of G Iron And Steel Company

In the current "14th five year plan" stage,China’s economic development has entered a new normal period.As a pillar industry of the national economy,the steel industry has a white hot market competition trend.How to achieve a series of goals,such as reducing production capacity,reducing cost and increasing efficiency,optimizing industrial layout and upgrading product structure,is an urgent task for many iron and steel enterprises.The reform and innovation of management mode is imminent for these iron and steel enterprises.Among them,the performance evaluation mechanism,as an important part of the enterprise management model,plays a role of feedback and guidance to the business activities of the enterprise.A scientific performance evaluation system can guide the enterprise to develop in the established direction and reflect the current problems of the enterprise to the enterprise managers,which is conducive to the managers to make decisions quickly.G iron and steel company is a large state-owned iron and steel enterprise located in Western China.It is a listed subsidiary of state-owned iron and Steel Group B.In order to deeply analyze the problems existing in the company’s current organizational performance evaluation system,this paper contacted the relevant personnel in charge of performance management of the company,completed the questionnaire survey on the deficiencies of the company’s current organizational performance evaluation system with the assistance of relevant personnel,and interviewed experts on the survey results.This paper finds that the current organizational performance evaluation system of G company fails to play the guiding role of its corporate strategy,and lacks attention to long-term interests,so there is a large room for optimization.As a strategy oriented performance evaluation tool,the introduction of balanced scorecard can strengthen the role of enterprise strategy in the performance evaluation mechanism,and economic value added can reflect the real enterprise value that is more responsible for shareholders.Therefore,this paper introduces the Balanced Scorecard and economic value added,and uses them together to optimize the organizational performance evaluation system of G company.After the detailed decomposition of G company’s enterprise development strategy,draw a strategic map for it,and then preliminarily draw up 33 alternative end-level indicators in four dimensions of the balanced scorecard.In order to strengthen the rationality and adaptability of indicators,two rounds of Delphi research were carried out on 33 alternative indicators.Through two rounds of screening and correction,and the hierarchical analysis of the index weight,a complete index system including 32 end-level indicators is formed.With the help of the performance management personnel of G company,determine the overall evaluation standard and specific index evaluation standard of the system.After completing the optimization design of the organizational performance evaluation system of G company,this paper applies the optimized evaluation system to evaluate the organizational performance of G company in 2020,and the total performance is at the qualified level.Through the research on the optimization of the organizational performance evaluation system of G iron and steel company,this paper hopes to provide a valuable reference for the relevant research of other state-owned iron and steel enterprises.