Research On Performance Appraisal Optimization Of JT Company

After many years of development of our market economy,a lot of group enterprises have emerged and many subsidiaries have been established.How to evaluate the performance of the subsidiary company to meet the needs of the development of the head office is an important issue that senior managers of the head office need to consider.The more mature performance appraisal method began in the United States in the 1970s and was introduced to China in the 1990s.After decades of continuous development,it has a relatively complete performance assessment system,rigorous process,and circulatory system,resulting in methods such as"balanced scorecard","key indicator method",and"target management method".In particular,the"balanced scorecard"that can translate strategy into action is a performance appraisal tool that human resources departments and even the corporate level are willing to pay attention to and use.This paper studies the performance appraisal theory of the subsidiary company,and takes JT company as an example,and focuses on the performance appraisal of the subsidiary company.JT is a small conglomerate company with both wholly-owned subsidiaries,holding subsidiaries,and equity companies.With the increase in business outlets,the scale of business,and the extension of the management chain,senior managers of JT have been exploring how to better evaluate the performance of subsidiaries.,Let the subsidiary advance the business in the direction of the company’s development strategy.After analyzing JT’s medium-and long-term strategy,this paper analyzes the performance appraisal system of the former company’s subsidiaries,finds out the problems in performance appraisal,and finds that there are problems such as the disconnect of the subsidiary company’s corporate strategy,and the excessive emphasis on short-term indicators to ignore long-term development.Can not meet the development needs of the subsidiary company.Through exploring the relevant theory of performance appraisal,we know that the"balanced scorecard"can solve the dilemma of the performance appraisal of the subsidiary company.According:to the survey and analysis of the management and the subsidiary management,the paper verifies that it is feasible for the company to carry out the performance evaluation using the"balanced scorecard"method.JT executives generally believe that the"balanced scorecard,can be used to achieve the strategic mission of the head office,and the senior management of the subsidiary also hopes to change the existing assessment methods.Based on the above favorable conditions,this paper optimizes the design,weight design and implementation points of the assessment indicators according to the four dimensions of the"balanced scorecard"(finance,customers,internal business processes,learning and growth).In turn,a performance appraisal system based on a balanced scorecard for corporate companies and subsidiaries has been formed.At the same time,other dimension indicators required by state-owned enterprises have been improved,and according to the guiding requirements of the regulatory authorities,the classification assessment and differential assessment have been highlighted.The evaluation index system of its subsidiary functional and commercial categories is designed in a targeted way,and different weights are allocated.At the same time,the main points that need to be paid attention to in the implementation of the system are clarified,so that the performance evaluation system based on the"balanced scorecard"can assume the strategic requirements of the head office.And can effectively promote the assessment system.