Study On Performance Appraisal Of Managers Based On Corporate Performance Value

With the globalization of economy, increasing liberties in world trade and the development of Internet, the era of knowledge economy and post-industry society has arrived. Consumers' demand varies greatly in the twinkling of an eye, technology innovation accelerates continuously, lifecycles of products shorten endlessly, and competition of market has become much fiercer gradually. All these make business management face more and more strike and challenges. The company in the leadership may fall into bankruptcy in a short time. The quick change of markets and economic environment request more proper and more accurate performance appraisal of enterprises.The quick development of new economy has made both the interior and the exterior environment of enterprise development change greatly. The development of enterprises has become more reliable on the performance of managers. Performance appraisal, especially performance appraisal of managers, has always been hotspot in circles of researchers and businessmen both home and abroad. How to appraise the performance of managers has become a problem before us. It is not only related to the connection between rewards and performance of managers and whether we can bring enthusiasm of managers into full play, but also interrelated to the sustaining, healthy development of enterprises. Therefore, it has great significance in research and practice and is a crucial step in business administration.Successful performance appraisal of managers has become the important qualification for the continued development and sustained deal of enterprises. And one way to achieve the aim is to establish a set of standards for performance appraisal, which suits the enterprise development and can promote the maximum of corporate value. For a long time, it has been an important target for enterprises to seek a suit of feasible criterion to appraise performance of managers.Under the condition of new economy, the increase of corporate value has turned into a key factor in the scale of enterprise development. So, in the text, I want to appraise performance of managers based on corporate value. Although corporate value has become a prominent role in performance appraisal of managers, there are also some limitations for its application because it puts a great emphasis on the financial performance in the present, but ignores thepotentialities of development and non-financial performance, which are main constitutes in performance of managers.For the reasons described above, I intend to introduce a new concept of value based on corporate value: corporate performance value, which aims to appraise performance of managers. The design of the system makes it possible to appraise performance of managers properly.There are five chapters in the text. The first part is preface, which mainly concerns about research status of corporate value and performance appraisal of managers, its significance in research and practice and the frame of the discourse.In the second part, the concept, content, characteristics and significance of managers' performance are depicted. With the analysis of the evolvement in the performance appraisal methods of managers, a new concept is introduced: corporate performance value, which is also the core of the discourse. In this part, the frame of corporate performance value is portrayed, which aims to appraise managers' performance. The general description of corporate performance value settles base for the next part and indicates the close relationship between it and managers' performance clearly. Performance of managers has a great impact on the achievement of enterprises. How to appraise managers' performance is becoming the bottleneck to improve the efficiency of enterprises. To appraise managers' performance on the basis of corporate performance value not only represents the achievements acquired, but also embodies the invisible potentialities of the development. Thus, the system has realized the consistency between managers and shareholders, which can benefit more to...