Research On The Reconstruction Strategy Of The Performance Management System After The Merger And Reorganization Of RT Group

In the 19th CPC National Congress,the principal contradiction in China has been defined scientifically.There is a contradiction between the growing good life of the people and the inadequately balanced development.Building a subway is building a city.The construction and operation of urban rail transit with great significance for solving major contradictions has improved people's living standards.Urban rail transit promotes the development of industries,transportation,real estate and other related industries,expands urban development space,and improves urban value.Urban rail with strong externality enables the rapid flow of resources and services such as passenger flow,logistics,capital flow,information flow,etc.in various regions of the city and even between cities.At present,the rail transit groups in all cities in China have the characteristics of scale and diversity.The performance management system,as an important tool for group management and control,has always been an important part of the discussion and research of enterprise management in the industry.As the first rail transit group in China to be built,RT Group has carried out large-scale merger and reorganization in order to further enhance its competitiveness.The research and redesign of its existing performance management system has become an urgent issue.Based on the practical problems after the merger and reorganization of RT,the thesis applies the theoretical methods of performance management to the group operation of the rail transit industry to solve the current human resources problems of RT Group.From the perspective of balanced scorecard and KPI,the analytic hierarchy process and direct scoring method are used to explore the best performance management model of the RT Group.In the specific research process,the thesis first introduces and analyzes the background of the merger and reorganization of RT Group,and briefly introduces the research significance.Secondly,we analyze the specific situation of RT Group and the problems existing in current performance management,and illustrates the necessity of rebuilding the performance management system.After that,we combine with the specific conditions of each subsidiary,the specific construction of the performance management system.Finally,the correspondine implementation plan is proposed and a series of supporting measures are provided to ensure the smooth implementation.The main results of this thesis is that we focus on the performance management of the second-level subsidiaries of RT Group,instead of assessing each department in the traditional sense.Taking the time node of merger and reorganization as an opportunity,we fully consider the specific situation of each subsidiary,and finally implementing the performance indicators for the subsidiaries.The problems faced by RT Group have certain representativeness,which is a common problem faced by China's rail transit enterprises in the reform of state-owned enterprises,Therefore,the direct aim of this thesis is to solve the performance management problem of RT Group after merger and reorganization,and at the same time,it has played a certain inspiration for the vast number of similar enterprises in China.