Research On The Optimization Of Performance Appraisal Among Middle-level Cadres In DQ In The Perspective Of Person-Job Matching

Facing the global economic downturn, adjustments on national macro-economic policies, fierce industrial competition as well as changes of their own development, the large, key state-owned enterprise, named DQ, starts to implement the organization reform and talent allocation. During the move, the work performance of the middle-level cadres in DQ comes to deviate from that of the collective group and the performance appraisal system in the middle-level cadres are far from the perfection. In the meantime, there are also some problems in the aspect of the person-job matching in the middle-level group. Therefore, it becomes a tough problem for the business managers that how to optimize the performance appraisal system so as to increase the degree of the person-job matching and work achievement, thus finally it can push the improvement in the enterprise overall operation.DQ is evolving from a three-tier state-owned company to a major national equipment manufacturer which has the typical national-owned characteristic. Furthermore, on the basis of person-job matching, it is also typical and referential to delve into the optimization of the performance appraisal in the middle-level cadres in the DQ.Based on current situations that DQ is facing and conditions of middle-level cadres, this thesis undertakes empirical analysis on the relations of person-job matching, performance appraisal and work performance as well as the functional mechanism to conduct suggestions on optimizing relevant performance appraisal system. Firstly, this paper makes a literature review on person-job matching theory, work performance and performance appraisal system, laying the theoretically guiding foundation. Secondly, according to situations of middle-level cadres’ work performance appraisal system in DQ, this paper raises current problems of middle-level cadres in DQ in an effort to find its causes and summarizes up some relation among the three aspects. Last but not the least, through empirical analysis, this paper finds that person-job matching of middle-level cadres have such three dimensions as the job position matching, staff’s individuality matching and their competence matching. Meanwhile, work performance includes contextual performance and task performance. Moreover, via variance analysis, it is found that middle-level cadres at different posts, ages, working years and plant ages hold distinctive understanding of job position matching, staff’s individuality matching and contextual performance. By regression analysis, this paper unearths that person-job matching has great impacts on work performance. Besides, performance appraisal system has an influence not only in employees’ working performance but also in person-job matching.After researching on the actual problems of the enterprise and finishing the empirical study, this paper provides corresponding constructive suggestions on reconstructing performance appraisal system for middle-level cadres in DQ. Meanwhile, there is a conclusive statement on shortcomings and flaws of this research at the end of this paper.