Research On The Improvement Of Performance Assessment For ZJ Company's Middle-level Managers

With the steady construction and continuous promotion of the “Belt and Road Initiative”strategy,China's construction enterprises have ushered in an unprecedented period of development opportunities.Against this background,the attention of China ' s major construction enterprises to their own performance output and the overall performance profit and loss level of the industry has undoubtedly become the main motivation for the improvement of core competitiveness of the industry group and the maintenance of market vitality.Its theoretical basis lies in that performance management is an organic part of human resources planning,which is the key link and important step in the management of the evaluation system to concretely transform the abstract enterprise strategic planning into a specific index.The realistic base is that performance is often achieved by decomposing the development goals of the enterprise and implementing it to the “root-level employees” as the terminal of the internal control value chain,that is,by quantifying the employees to clearly understand the “top design” of the enterprise;which can not only guide and motivate employees' behavior to enter the "central track",but also help to build a enterprise management system with clear structure and clear authority and responsibility,and place employees' behavior orientation and organizational performance feedback in a virtuous circle,so as to solve the lagging problem of large-scale construction enterprise management.ZJ Corporation obviously has the typicality of presenting the above theoretical and realistic logic.Therefore,this paper takes ZJ company,a wholly-owned subsidiary of one of the world's top 500 state-owned construction enterprises,as the research sample,combines the cutting-edge theoretical knowledge of performance management,and probes into the performance management structure of middle managers in large state-owned construction enterprises from the perspective of performance evaluation indicator optimization.Firstly,ZJ Corporation has the characteristics of state-owned enterprise background,wide business scope and strong capital ability,which makes it representative among the construction enterprises in China;secondly,specific to the performance evaluation index system of ZJ company's middle-level managers,through the analysis of its organizational structure and personnel structure,and combined with the results of the questionnaire feedback,it should be found that the performance index system is not consistent with the enterprise strategy,the performance index is not scientific,the goal is not clear,the incentive mechanism is not enough and the feedback mechanism is not timely;in view of this,it is necessary to followthe principles of strategic goal orientation,feasibility principle,quantitative and qualitative combination,and use the two performance management tools of "Key Indicator Method" and "Target Management Method" to set and optimize the strategic indicators of ZJ company's middle-level managers' performance evaluation index system,and then use the "Analytic Hierarchy Process" to determine the weight of the relevant indicators;finally,it should start from four aspects: organizational security,institutional security,cultural security and technical security to ensure the implementation and continuous improvement of the optimized index system.