Research On Performance Appraisal System Design Of T Group Headquarters Engineering Management Department

With the acceleration of domestic enterprise reorganization and cross-border merger and acquisition of Chinese enterprise,large-scale group enterprise emerges constantly,then it is increasingly urgent for its demand of performance evaluation and management to be fulfilled upon the functional departments.Many top-level operation departments in the T Group,represented by its headquarter engineering management department,are essentially functional departments mainly at management and coordination.The current research is almost focused on the traditional functional department evaluation and work economic indicators evaluation,such as individual performance evaluation,administration and finances,etc.while the research performance evaluation upon functional department is relatively less.As many large-scale group enterprises,T Group evaluates the overall department performance through the annual work report by its department leader and with this basis deduces and evaluates the performance grades of the department team members,but only results in the large logic deviation of evaluation objective,object and indicator.This evaluation method lacks of objectivity and fairness,so its employee turnover is relatively serious.In addition,the "top leader obedience but not to leader in lower class" mode prevails,it is rather hard to coordinate and manage the departments.Moreover,the sentiment of job resistance emerges from some senior executives and staff,etc.If we trace the problem cause to the bottom,it is fundamentally due to the misunderstandings of performance evaluation and work orientation,the defects of performance evaluation system and evaluation indicator design,as well as imperfection of enterprise basic management,etc.Based on the decomposition of the group strategic objective and statistical analysis of the work record in previous years of the headquarter engineering management department,this thesis analyses its functional value in application of the enterprise life cycle theory,Fayol's general administration theory and Michael Porter's five forces model,and abstracts and designs six evaluation latitudes:Cooperate,Cultivate,Supervise,Plan,Support and Pilot.Three evaluation indicator:result focused and oriented year-end KPI quantitative indicator,A type evaluation indicators(quarterly key work),as process focused work efficiency,work attitude and work result quality evaluation,and B type evaluation indicators(monthly regular work).With these six evaluation latitudes and three types of evaluation indicators,I set up the brand new CPS department performance evaluation system for T Group headquarter engineering management department.In addition,coordinative work plan,performance evaluation information system,performance feedback mechanism,performance application system,performance evaluation coordinative mechanism with daily management are also established,so that the CPS department performance evaluation system is upgraded into CPS department performance management system and its practice viability is also increased.CPS department performance evaluation system embodies the group strategic objective orientation and the functional value proposition of engineering management department,it enables more suitability for the functional orientation and practice development of group headquarter engineering management department.By finalizing the importance of six latitudes and weighted value of three evaluation indicators,it effectively reflects the group value orientation,which enables more flexibility of the department function and priority work to the interior and exterior environment in time.Meanwhile,the fusion of result evaluation and process evaluation,quality and quantity evaluation,subjective and objective evaluation could effectively avoid the subjective randomness and emphasize the objectiveness and fairness of evaluation.