Construction Of Fc Sub-director Of The Center For Balanced Scorecard-based Performance Appraisal System

In the era of rapid development, strategy becomes the key factor for organizational development. To establish a management structure and a human resource management system in conformity with the strategy becomes one major task for an organization. In the whole structure of human resource system, the performance appraisal system becomes a basic link. In the performance appraisal system, the performance process, behaviors and result of members can be appraised by decomposing the strategic target of the'organization, confirming the task of a department and determining the responsibility of a job, and then the result of performance appraisal is fed back to the daily management of the organization so as to make the company management more pertinent, stimulate employees to improve their performance effectively and finally promote the completion of the organizational target for virtuous cycles of the development of both employees and the company.The FC center is an organization which is a public institution in nature and has typical market features in actual operation, of which the management level of human resources has always been far left behind. In order to promote the effective implementation of the strategic development plan, the center established a 5-year development plan in 2005, having made extensive adjustment to the organization and made the FC centera business center directly under the Provincial Center, and meanwhile, the director of the branch center is under direct control of the Provincial Center in a marketing mode. It is an essential measure to appraise the performance of the director of the FC branch center effectively for promoting the rapid development in the business of the FC centerand realizing the 5-five plan. Starting from the nature of the FC Center, the traditional appraisal system of "Morality, Capability, Diligence and Achievements" is reserved, and in addition, the key performance indicators of the director of the FC branch center are extracted by the balance score card from 4 dimensions so as to establish a performance appraisal system based on KPI balance score cards and including the appraisal of capability and attitude indicators. Communication and feedback should also be stressed in the whole performance appraisal so as to promote the rapid business development of the FC center effectively.The paper includes five chapters. In the first chapter (Introduction), it mainly introduces the background and purpose of research, research framework, and related research methods. In related theories for performance appraisal (the second chapter), the basic meanings of performance, performance appraisal and performance management are elaborated, and the principle of performance appraisal is put forward; balance score card is introduced on the basis of the principle, and related problems needing attention in the process of implementing balance score card and constructing performance appraisal system are summarized according to the practice of Chinese enterprises. In the third chapter (FC Branch Center's Performance Appraisal System Based on Balance Score Card), it introduces the basic situations of FC center and the basic background for constructing the performance appraisal system; based on conditions above, a performance appraisal system of FC branch center director, which is based on balance score card, is constructed; the hierarchical structure of performance appraisal is discussed. In the fourth chapter (Application of FC Branch Center Director's Performance Appraisal), it puts forward proposals from the aspects of performance work and further optimization. In the fifth chapter (Effect and Conclusion for Operating FC Branch Center's Performance Appraisal System), the performance appraisal indicator system and the operational procedure have favorable application effect, and reach the anticipative purpose. The paper also further concludes and puts forward the applicability of the balance score card to the organizations with definite development strategies. In addition, after combining with some other performance appraisal methods effectively, the balance score card can improve the effect, and only with some related cooperation of the organization, the performance appraisal system can run effectively. The performance appraisal system also accumulates the relatively dynamic experience in the successful 4-dimensional performance appraisal of the FC branch center.