The Research Of Performance Appraisal System About SG Company Middle Managers

Shanxi Province was the establishment of a comprehensive reform pilot areas this opportunity for the country’s resource-based economy in transition.lt has stimulated the "12th Five-Year" first year as a coal production enterprises, in this rare historical opportunity, SG company plans to design capacity to500million tons from1.2million tons bigger. Capacity gradually bigger at the same time, capacity and quality of all staff need to be constantly enhanced. Middle management cadre as SG backbone of the company, their abilities and enhance the quality of a direct relationship with the grand goal of the SG Company. Therefore, a reasonable assessment of the performance of middle managers, the establishment of a set to promote continuous improvement of middle managers performance evaluation system to become a top priority. Author according to the company’s current performance assessment of the status quo in SG exist in the system of assessment does not clear; the assessment were not clear; indicators unreasonable; assessment score calculation process is not open; single assessment methods; assessment emphasized that the results ignored unreasonable aspects of the process; incentives rather monotonous, SG Corporate middle managers a performance appraisal system established in accordance with the principles of the theory. More clearly in the new performance appraisal system, proposed assessment project for middle managers to refine the assessment indicators, standardized assessment scores of weight; clearly told a different middle managers to make any achievements give what incentives; highlighted the performance of communication links; a complaint links; use a variety of performance assessment methods; convergence SG company’s "12th Five-Year Plan. This makes you middle managers more clearly their own job requirements and aware of their own work standards and direction of efforts to mobilize the enthusiasm of the middle managers work, creativity, and to protect the legitimate rights and interests of middle managers, to improve their work. The new performance appraisal system to emphasize ongoing communication and continuous performance improvement, assessment results directly affect the pay of middle managers, career development planning, the adjustment of duties. In this way, the employees’personal development and the development of enterprises cleverly linked, and thus laid the foundation for the successful completion of the SG company’s in the "12th Five-Year Plan".