The Analysis And Suggestions To The Performance Management System Of Shanghai CIMC Reefer Containers Co.,Ltd.

The subject of this paper is the performance management system of Shanghai CIMC Reefer Containers Co., Ltd. (abbr. SCRC)SCRC has registered capital of USD 31 million and the total investment is up to USD 50 million. As one of the mainstay hold companies of China International Marine Containers (Group) Ltd. (abbr. CIMC) which has been the largest manufacturer of the world SCRC was incorporated in June 1995 and has the good reputations on producing reefer containers.The research works about this paper are emphasis on the following items,Firstly, the environment of enterprises is dynamic so that the enterprises have to adjust their policy up to the changing conditions. The effective performance management system should be always suitable to the alterations.Secondly, one of the purposes of performance management (abbr. PM) is to motive the employee make great efforts to reaching the target of the organization. Although it is always widely used combined with the payment and training policy in the enterprises, PM itself is a good method of motivation. PM could bring to bear the lower cost to reaching the target of the organization if it were managed effectively.Thirdly, performance management does not always mean performance evaluation, though, which is the key node to the PM circle. The PM circle is combined with the performance goal setting, the performance controlling, the performance evaluation and the evaluation outcome feedback and further utilizing.So if we want to manage the employees' performance successfully, we should emphases the every step of the PM circle.The last not the least, the PM system should be suit for the enterprise cultures. The excellent PM system will be the stages of the employees where they can create themselves enthusiastically.The framework of this paper includes four parts. Part I are the theories related to the paper. Part II is the analysis of the performance management system of SCRC including the brief introducing of the background of SCRC and its performance management system, the analysis of the system and some advice for the performance evaluation criteria. Part III are the reform suggestions of the system including the suggestions of the PMS structure and course, payment policies related to the performance. There are also some advices on the preparations for the reform course in Part III. The contents of Part IV are the performance criteria setting of the position of "the assistant manager of finance department" based on Part II and Part III, which can be a model to reference.