Research On Optimization Of Performance Evaluation System For Middle Management Personnel Of ZN Group

After years of rapid development,real estate enterprises have shifted from rough management to fine management.At present,the real estate industry is affected by the financial,economic,government regulation and other aspects of the fierce competition in the market,more and more companies have a very difficult life,we must find a new breakthrough,otherwise they will face bankruptcy or merger.With the intensification of industry competition and the difficulty of changing the external environment,most companies are facing the choice of transforming from within to promote the survival and development of the company.This paper combs and summarizes the research status at home and abroad through literature analysis.Based on the theory of performance appraisal at home and abroad,especially OKR theory,this paper studies the performance appraisal of middle-level managers in ZN Group.Firstly,it collates,summarizes and refines various systems,documents and methods of industry policy and company's performance appraisal system,then compiles performance appraisal questionnaires for middle-level managers of ZN Group,conducts in-depth interviews with key stakeholders,collects relevant research data,and finds out various factors affecting the performance of middle-level managers of ZN Group.Then,according to the requirements of OKR theory,we optimize the performance appraisal system of middle-level managers in ZN Group.The specific research contents are as follows:First,theoretical preparation.The definition of performance appraisal,the performance management cycle,the value of performance appraisal and the tools of performance appraisal are introducedcomprehensively,especially the OKR theory.OKR(Objectives and Key Results)is the method of objective and key results.This paper introduces the background,main characteristics,operation process and steps,implementation guarantee of OKR,and compares OKR with other assessment tools,highlights the advantages of OKR,and introduces the preconditions of implementing OKR,which lays the theoretical foundation of this paper.Secondly,problems are found.Take ZN Group as an example to find out the problems in its performance appraisal system.This paper describes the basic situation of ZN Group,the working age,educational background and age of middle-level managers,and emphatically introduces the performance appraisal system and performance indicators of middle-level managers.Then,it investigates the current situation of the performance appraisal system of middle-level managers in ZN Group,and analyses the relevant survey data.It is found that the main problems of the performance appraisal system of middle-level managers in ZN Group are as follows: the concept of performance appraisal is backward,the value of each link of the whole performance appraisal system is ignored;the performance appraisal takes the form,only pays attention to the results,seldom pays attention to the process,and questions arise.The problems have not been solved in time;the combination of performance appraisal objectives and company-level strategic objectives is not close,and the completion of some appraisal indicators has not brought good results;the company-level goals and departmental-level goals are partly decoupled;the performance appraisal is unfair,and the performance appraisal process is not transparent;the communication effect of performance appraisal is poor,and the gap is not well utilized at all stages of performance management.The problem of tool improvement has not taken into account the employee's career development and personal growth.Thirdly,analyze the problems.In view of the problems in the performance appraisal of middle-level managers highlighted above,based on the results of the survey,this paper analyzes the reasons for the problems in the performance appraisal of middle-level managers in ZN Group,and concludes the following aspects: insufficient attention paid by company leaders to performance appraisal,lack of knowledge and skills in performance management,lack of awareness of initiative change,and inadequate monitoring of performance appraisal;The performance appraisal system is incomplete and lacks basic performance process control and in-depth communication;there are deviations in the way of performance appraisal,low employee participation,opaque appraisal and strong subjectivity of appraisal;the results of performance appraisal are discounted,the operation is not standardized,and the development of employees is not concerned.Fourth,put forward countermeasures.Based on the analysis of the problems and their causes in the performance appraisal of middle-level managers in ZN Group,this paper aims at solving the problems,follows the principles of foresight,pertinence,systematicness,effectiveness and incentive,and puts forward specific optimization measures:introducing the concept of OKR management,paying attention to strategy,grasping the key of work,and establishing a scientific target system;focusing on the key points and objectives of the appraisal;Targeted as the direction,the performance appraisal system and the company's strategic objectives will be deeply integrated,hierarchical decomposition of mutually supportive goals and evaluation indicators;optimize the evaluation index system to ensure objectivity,enforceability and results;clear performance appraisal benchmarks,non-misalignment,non-bias,considering systematic support;determine the performance appraisal system,all-round evaluation and supervision;establish effective performance;Effective communication channels,achieve the whole process of performance appraisal communication,understand the working status of employees,work ability and behavior,to ensure the achievement of the feasibility.Through the overall optimization design of the performance appraisal system of middle-level managers in ZN Group,the objectives and key points are clarified,the process and key control are sorted out,the employee participation is strengthened,and the application purpose of the appraisal results is implemented,so as to promote the effective landing of the performance appraisal and help achieve the strategic objectives at the company level.In addition,in order to ensure the effective and orderly development of performance appraisal without big deviation,combined with the concept of OKR tool implementation,some security measures have been taken after the optimization of performance appraisal system for middle-level managers in ZN Group.The main measures include: strong support from leaders,self-directing performance appraisal work;leaders grasp basic knowledge and skills of performance management,emphasizing performance.The correctness of the assessment concept;strengthening the participation of middle-level managers in setting goals,from passive acceptance to active advice and suggestions;the division of responsibilities to implement the content of the assessment,detailed division of labor,clear responsibilities,and evidence-based assessment;maintaining effective communication in all aspects of performance assessment,timely detection of problems,correction of errors,and improvement of the quality of assessment.The conclusion of this paper is: Firstly,in order to improve the performance appraisal effect of middle-level managers in ZN Group,it is advisable to adopt OKR management mode,so that middle-level managers can deeply understand the deep combination of their growth andcompany-level strategic objectives,which is a mutually successful and mutually reinforcing relationship,and ultimately lead to a win-win outcome for both sides.Secondly,we should establish a scientific performance appraisal system,pay attention to the content and division of responsibilities of middle-level managers,achieve hierarchical management,determine performance appraisal objectives and work plans in written form,and promote the effective implementation of performance appraisal.Finally,in the process of performance appraisal,knowledge workers should pay attention to ways and methods of performance communication,choose appropriate communication strategies,avoid conflicts,create new contradictions,so that the operation effect of performance appraisal is not discounted.