The Improvement & Study Of Functional Department Performance Appraisal System In Cl Expressway Company

In China highway operating companies, the business department is to create value for the enterprise and the function departments is to assist decision makers and be the adviser for the company, only have the right of suggestions, guidance and coordination. The highway operated by CL is the important part of Guangxi highway freeway road "7918" network plan, and also the first listed freeway of Guangxi which has obvious location advantages. Therefore the company is on the development period of strategic opportunities, it must improve the overall management level to meet the situation of company’s development. Since the performance appraisal is an important part of human resource management and the performance appraisal of function development is blind, only improving the performance appraisal system of CL functions development is the way to achieve functional and business departments working together, to establish enterprise standardization, fine, people-oriented management.This article is only for in-depth study of CL functional departments’ performance apprais al system, does not consider the case of departmental staff level. Based on the study of domestic and foreign-related theories, this article analyses the status and problems of CL functional departments’ performance appraisal system, to looking for the breaking point. According to the company’s development strategy, by using BSC, KPI, AHP and other performance management tools, this study proposes the improves advices of CL functional departments’ performance appraisal system. On the one hand, it makes the assessment of dimensions divided more comprehensive, more effective of evaluation index, more reasonable of weights setting, and more detailed of assessment criteria, it also makes the entire appraisal process more pertinence and operability. On the other hand, it shows the difference of the nature and focus on different functional department work exactly and better integrated with departments and individual performance. It provides the basis for salary distribution, job promotion, enhancing communication and staff training. After all, it enhances the company’s overall performance assessment level.The paper is divided into six chapters, the main content is:the introduction of the first chapter:describes the research background, significance, purpose and research ideas, framework and methods; carried on the domestic and foreign performance appraisal theory and practice research to overview. The second chapter discusses the related concepts and theories of performance appraisal, and focuses on the definition, the role, typical methods, and tools of CL Company’s functional departments. The third part is to find out the current situation and problems of CL functional departments’ performance appraisal by investigation and interview methods, and also analyzing the reason. The fourth part is to revise CL’s functions performance appraisal system by resolving the strategic goal of company, dividing dimensions of test, filtering assessment indicators, determining the index weight and standards, dividing evaluation level and results, and improving implementation process. The fifth part is presented to the safeguard of CL new performance appraisal system. The final chapter proposed the innovation point, concludes research findings of the article and analyzes the shortcomings.