Research On The Performance System Reform Of ZT Real Estate Company Based On The Balanced Scorecard

When Western management fever swept the land of China,Chinese enterprises began to study the Western management.Facing the westerner professionals,the performance assessment seems very efficient.However,in China,when it is utilized in traditional Chinese enterprises,the assessment tool can still play?Or what kind of problem did they meet?ZT Real Estate Company is an enterprise restructured from the state owned Housing Developing enterprise,what are the difficulties encountered by ZT real estate company during performance assessment.ZT real estate has experienced various stages from no assessment to formalism assessment and to a burden.The assessment appears a negative effect as a result.For example,assessment is only for company employees.There is no assessment for the project managers.The market positioning has not been reflected in the operating process.Employees' satisfaction decline among some employees,Discord has happened,etc.By self-analyzing,we found the problems are listed below:lack of strategy repositioning,no objective management,no assessment to project leads to strategy objective off course,no incentives,short of effective communication and reflection,no performance improvement,and short of awareness of performance culture,etc.There is a general belief that performance assessment is the job of human resources department.This paper contains five chapters.The first chapter introduces research background and innovations of this paper.The second chapter narrates the theory and essential difference between performance assessment and performance management.The reasons for the failure of the previous assessments are listed in chapter 3.In charter 4,considering the existing organizational structure and human resources system,we try to re-build the new Performance Assessment System including three management levels respectively(Project manager level,Middle manager level and Employee level).Through the measures such as strategic objectives management(MBO),Balanced Scorecard(BSC),combining daily management and performance assessment,Performance assessment training,weakening of the assessment results,and focusing on communication,counseling,feedback to improve the performance and foster a positive corporate culture.The final chapter concludes that the efficient performance come from management rather than performance assessment.Same reason like a quality products are not come from test but from the production process.We also hope the paper could inspire the similar companies in performance assessment.