A Research On Optimization Of Performance Management System Of XS Construction Group Under The Background Of EPC Transformation And Upgrading

With the slowdown of China's economy and the development trend of quality larger than the speed of development,the construction industry is facing new development trend.Industry transformation and upgrading is imminent.Construction enterprises are facing increasingly fierce competition in the domestic and international market.Performance management,as the core system of enterprise human resource management and the foundation of enterprise incentive system,is attracting more and more attention.The purpose of performance management is to improve the individual's ability and performance level,so as to optimization and improve the performance level of the enterprise.As a general contractor of a private enterprise,XS is engaged in the construction organization design and project management of housing construction.After nearly fifty years of development,it has formed the capacity of 1 billion 600 million annual output value and has a good development prospect.Although XS leadership has established the transformation direction of EPC+building industrialization +BIM,XS company's human resource management foundation is weak,especially its performance management level is low.Performance is only used to determine bonus distribution plan,and lacks support for transformation and upgrading.Based on data analysis,interview and questionnaire survey,this paper uses the basic theories and methods of human resource management to diagnose and analyze the current situation of XS's strategy,organization and performance management.On the investigation and analysis of problems and performance management in XS company,found that the existing performance management system of XS company,no quantitative index system,not a good measure of XS company's strategic development goals,can not reflect the XS's strategy(transformation)guidance,can't reflect the real XS company employee performance performance coaching,performance feedback and application performance also was inadequate.The evaluation results did not play a very good incentive effect,the diagnosis is XS,the original performance management system can not adapt to the need to upgrade and develop.At the same time,the strategic clarification,the adjustment of organizational capacity and the transformation of culture,as well as the construction of the supporting system should be perfect.In the full understanding of domestic and foreign literatures analysis of management performance,found in a variety of performance management tool,the balanced scorecard is a kind of widely used,which is based on the strategic objectives of the enterprise,the various measures of integration as an organic whole,which includes both the traditional financial indicators of performance appraisal.By increasing the customer,internal operation,study and development of business indicators to supplement financial indicators,make the performance appraisal system more perfect.Therefore,based on the Balanced Scorecard performance management theory,the development of the four dimensions of the XS company's performance evaluation system from the financial,customer,internal operation,study and design systematically,to establish the performance plan,performance counseling,performance evaluation,performance feedback and communication results from four aspects of the implementation of the performance management system.In order to improve the level of enterprise performance management,to ensure the realization of the strategic goal of enterprise.