Research On Performance Appraisal For Managerial Staffs Of HT Training Company

After many years of development and competition, the fundamental and key factors ofChina’s private training institutions to be bigger and stronger have no longer been scale, butthe internal management. Many enterprises of our training industry are mostly bornwilderness, there are many loopholes in the human resources management, especially inunscientific, incomplete performance appraisal mechanism. This paper selects theperformance appraisal for managerial staffs in HT training company as a sample, ERGtheory and dual-factor theory as a guide, the Balanced Scorecard as the core, and it use thekey performance indicators, management by objectives and a360-degree assessment tools toanalyze the problems of their performance appraisal mechanism and put forward to improvethe program.The drawbacks of the performance appraisal mechanism for managerial staffs in HTtraining company basically include: fuzzy understanding and deviation in the objectives ofperformance appraisal; lack of scientific key performance indicators and many subjectiveeffect factors of managers; irrational appraisal cycle and unscientific application of theperformance appraisal result; lack of a fair assessment and so on. Overall, the unreasonableassessment target leads to the quick success of the examination atmosphere; theunreasonable appraisal indicators cause the speculative chain reaction; the unreasonablecognition of managers cause the conflict and unfair sense to the process and the result, whichare the three popular problems in their performance appraisal mechanism for managerialstaffs.In this paper, the program to improve the performance appraisal mechanism formanagerial staffs in HT training company include:(1) Reconstruct the performance appraisaltarget system. Based on corporate strategy, through balanced scorecard tools, from thefinancial, customer, internal process, learning and growth aspects, the enterprise strategictarget is decomposed to be the assessment index system consisted of the specific balancedindex layer by layer.(2) Reset the key performance indicators. To determine the keyperformance indicators should fit the actual situation of the enterprise, follow the "SMART"principle, be coordinated and unified, reflect the spirit of democracy and communication,pay attention to the role of guiding indicators and decompose and refine the key indicators from the enterprise performance, department performance and employee performance.(3)Replan the performance appraisal process design. This paper gives a detailed narrative aboutthe assessment content, assessment methods, assessment cycle, assessment index andproportion design, assessment process and other aspects to improve the HT company’sperformance appraisal mechanism for managerial staffs and designs a specific templateabout the assessment index for the leaders of the functional departments, business supportdepartments, business units and the balanced scorecard card for the leaders.