Research On The Construction Of Performance Management System Of Y Company Based On "BSC+KPI"

In China’s national economic construction,private enterprises are an indispensable backbone,accounting for 80% or even more.Now they occupy a leading position in many fields such as machinery,textile,electronics,etc.,and play an important role in promoting national economic development,maintaining social stability,improving employment and people’s livelihood,and enhancing comprehensive national strength.With the so many unpredictable fluctuations of domestic and international environment,the road of China’s national economic development is not smooth,not only facing good opportunities for development,but also facing many serious challenges that can not be ignored.The important challenge that private enterprises faced is how to make a better implement of the human resource internally.Therefore,in the development environment of the new era,how to promote the reward and punishment mechanism and steadily promote the performance management is an important problem to be solved.As a traditional manufacturing private enterprise,Y company has always been market-oriented in its 50 years of development.Through improving the industrial chain,relying on its technical strength and stable key staff,it has continuously enhanced its market competitive advantage,and gradually developed into a single champion in the field of industry segmentation,becoming a banner in the history of domestic chemical fiber development.But in recent years,with the gradual saturation of the product market,the overcapacity of the industry,and the requirements of environmental protection and green development,Y company,like many private enterprises,is also facing a severe test of survival.The improvement of the quality of the staff and the realization of the next round of high-quality development of the company force it to carry out internal reform,especially the reform of human resource performance management.As an important component of human resource management,performance management is particularly important for the development of enterprises.In this paper,through a wide range of channels to collect literature related to this topic,first of all,human resources and other related theories are combed and introduced,the related concepts have a systematic understanding.On the basis of theoretical research,through face-to-face interviews with the company’s personnel at all levels,open questionnaire survey and other ways,the author has a comprehensive grasp of the current situation of Y company’s human resource performance management,and deeply discusses various problems faced by the enterprise in performance management.In addition,according to the previous research results,this paper makes an important research on the construction of the company’s performance management system.By describing and decomposing the company’s strategic objectives,this paper establishes a key performance evaluation index system based on the four analysis dimensions of the balanced scorecard,and uses the mature classic analytic hierarchy process to assign reasonable values to various indicators.In the other process of performance management,this paper discusses the implementation points of performance feedback and performance improvement,guarantees through the implementation of a series of safeguard measures,and estimates the implementation effect of the reconstructed performance management system.Through the establishment and implementation of Y company’s human resource performance management system,this paper hopes to further stimulate the vitality of the staff,form the idea of consistent and coordinated development of the whole staff,speed up the pace of innovation and reform,so that the company’s stable development,the realization of customer interests,and the improvement of staff quality can be carried out simultaneously,forming a win-win situation,At the same time,it can also provide reference for the performance management of industry enterprises.