Design And Application Of Jilin Mobile Communication's Strategic Performance Management System

The performance management system based on the organizational strategy, canmeasure the efficiency and performance level of an organization. Balanced Score Card(BSC)provide a comprehensive frame for an organization to implement its strategic managementand performance management. The Key Performance Indicators(KPI) system based onBSC has overcome the limitation of financial indicator oriented traditional KPI system, andcombine the responsibility of department and individual organically, and make a one wayforce to push the organization to go forward.The current traditional performance appraisal system of Jilin Mobile CommunicationsCorporation Ltd., has the shortcomings such as current strategy-based performancemanagement is defined as the processes that manage the influential factors when achievingcorporate goals. Excellent performance management system help the corporate to develophuman resource, improve management level, attain the corporate strategic goals andemployee's individual objectives at the same time. Review the development of performancemanagement in our country, we can conclude that there are five stages the performancemanagement undergoes: adjusting reward and punishment under the egalitarianism,objective appraising, performance factors appraising, objective index appraising, andstrategy-based performance appraising. In each stage, there comes some new approaches.Every approach has good side and bad side, and applies to some circumstances. In order toestablish an excellent performance management system, a corporate must bring someapproaches into a state of balance and make fully use of them according to it's own situation.So, the tendency of performance management is overall performance management, whichhas two sides as others. In this thesis, the author point out some criteria to measure whetherthe performance management system is suitable or not: strategic congruence, validity,reliability, acceptability, specificity, utility, and some useful methods: performancesatisfaction survey, performance utility survey, methods for inspect validity and reliability.The designed performance management system of the manufacturing enterpriseincludes the following three parts: Employee routine evaluation: It is decided and organizedby department, occurs once a month. It is focus on Chinese employees, use the way ofsuperior appraisal, emphasize on achievement and attitude. Employee performanceevaluation: occurs twice a year. The program is formulated by human resource department,and carried out by other departments. It is focus on Chinese employees who run out theprobation period. Appraisal content include two aspects: how competent the employee isand employee quality. Use the way of self-rating, mutual rating, superior appraisal andleader weighted. Appraisal result is a process of a link with employee distribution, bonusallocating, employee training, and so on. Manager evaluation: occurs once a year. Theprogram is formulated by human resource department, and carried out by other departments.It focus on Chinese managers, the main way is superior appraisal, the result is adjusted bydemocratic appraise and human resource department appraisal. According to their totalpoints, ratees are divided into five grades: special, excellent, good, poor, not rated. Theappraisal result applies to personnel planning, transfer, labor contract, promotion, pay andreserved leader training.Current performance management of the manufacturing enterprise is based onpersonality. Although it has a lot of advantages: low cost, pay attention to result applies, etc.But there is some problems could not be neglected: unclear performance standards, notperformance orientation, subjective, bargaining between departments and HR department,etc. So current system must be improved. The improvement should include the followingparts: Change the guiding ideology of performance management. The ultimate reason ofthose problems is that the performance management is not strategy-based and human-based.Performance management should be connect with the strategy, support the strategy, andtransmit the strategy into employees'goals. In the enterprise, buildup performancepartnership between departments, superiors and subordinates, colleagues, emphasize onon-the-job direction and performance communication, is helpfully to realize the overalleffect of performance management. Only bring development and management function ofthe performance management into play, make employees participating in the wholeperformance management process, carry out self-management, can mobilize employees'initiative and creativity to improve performance, and finally attain the corporate strategicgoals and employee's individual objectives. Change the content of performancemanagement. Indexes and criteria of performance management should be different,according to different characters of departments, positions and personalities, and takemeasurability and accurate at a limited cost into account. To key performance indexes,MBO method should be used, to ensure that they are accurately accomplished. To basicperformance indexes, some closely related indexes, such as attitude and contextualperformance, should be used to simplify the performance management and reduced cost.Change the methods and processes of performance management.According to all suggestions above, the author designs a performance managementimprovement plan for Jilin Mobile Communications Corporation Ltd., carry out feasibilityanalysis of the plan, lay down an implementation plan in detail, and buildup an evaluationsystem for the performance management system. In the performance managementimprovement plan, performance appraisal is divided into three levels, and explains the wayof appraisal, content, implementation relations, and process in detail to every level, andattach some appraisal table. The feasibility analysis discusses relative superiority, influentialfactors, and some problems that probably occur.