A Study On The Three-dimension Construction Model Of Performance Factors Of The Managing Staffs In The Middle Of The Hierarchy Of The Enterprise And Its Application Research

Rapid development of productivity and science and technology has brought about more sophisticated and intense competition among enterprises than ever. Under such circumstances, the role of talents, especially talents in management, has been highlighted with time passing by. It has become a shared opinion for enterprises that efficiency and good profits are both dependent on management, a key to the success of an enterprise. Therefore, it is of utmost importance to precisely and scientifically evaluate the performance of management talents.In this paper, firstly, by analyzing the related domestic and international cultural heritage data, I duce the theories and models relating with the performance appraisal of the managing staffs in the middle of the hierarchy used in the text; Secondly, based on the existing performance models having several shortcomings, I construct the performance factors model of the three-dimensional structure of the middle management performance evaluation, give the theoretical explanation for it, and compare with the other models; Thirdly, by questionnaire, I analysis the affecting factors to the performance of the managing staffs in the middle of the hierarchy. Then I construct the index system of the performance appraisal; Finally, I use this three-dimensional model for a specific application. I mainly choose the samples in the Sunshine Corporation, and further the study in data analyzing.The empirical study shows that organizing and coordinating ability, and innovation, the ability to communicate of the personal characteristics, quality and efficiency of the objectives and tasks, and interpersonal environment, the pay packages and vocational training opportunities of the objective conditions, Middle-level managers have significant correlations with the overall performance of the managing staffs in the middle of the hierarchy; and the professionalism has no significant impaction with it.According to the survey findings, this paper makes the following recommendations: in order to improve the performance of middle level managers, the enterprises have to improve their interpersonal enterprise environment, and improve the pay and benefits of the staff, provide more vocational training opportunities. By that, the enterprises can meet characteristics of the managing staffs in the middle of the hierarchy, the kind of special management groups and meet their own needs, so as to make enterprises more contributions.