Research On Performance Management Problems And Countermeasures Of S Airline’s Flight Dispatch Center

S Airline’s flight dispatch center is a key department of the operational command center of S Airline,the state-owned enterprise.In the past,the management of the company wrongly adopted performance appraisal instead of performance management because of lack of knowledge of performance management and ignored the other aspects of performance management.Moreover,the performance appraisal itself is used for all departments though it is only partially fitted.In this context,this paper conducts in depth research on the performance management issues of S Airline’s flight dispatch center.This paper first analyzes the current status and problems of state-owned S Airline in performance management,and explores the root causes.Through the questionnaire and data analysis,this paper concludes that there are many problems in performance management of the flight dispatch center,such as complicated management system without major measures,the unreasonable design of performance appraisal indicators,and the ineffective incentive measures of performance management.Besides,the performance management process is not a closed-loop management.Secondly,by analyzing the problems related to enterprise performance management,it is found that the main reasons are as follows: 1)the functional department and the human resources department lack collaboration;2)Marginalization of performance management;3)Ineffective performance management and performance evaluation indicators does not reflect labor efficiency.Based on the analysis of the problem and the cause,the author conducted deep researches and consulted HR experts to put forward the specific implementation plan,and built a performance management system according to the company strategy.By decomposing the strategic indicators into small targets,efforts should be made to scientifically select indicators that emphasize the labor efficiency,such as average flight volume per capita,additional oil rationality,and real-time flight tracking.In the performance management process,three important communications should be used to avoid marginalization of performance management.At the same time,the results of the points system are used to clearly refine the contribution of employees to enterprises,create a fair and open assessment environment based on law instead of subjectivity.Besides,performance appraisal results should be related to incentive mechanism and applied to salary distribution,job rank management,and evaluation.Moreover,in order to achieve the strategic objectives,closed-loop performance management should be established,including performance target setting,performance implementation process monitoring,performance evaluation and assessment,performance feedback and result application.All in all,only with scientific and reasonable performance management,the organization efficiency of the flight dispatch center will be continuously improved,thereby enhancing the competitiveness of enterprises.Finally,the author hopes that the research in this paper can provide valuable suggestions for the performance management model of state-owned airlines,and provide a good example for the performance management reform of other enterprises.