Research On The Problems And Countermeasures Of Performance Management In M Company

At present,China’s construction market gradually tends to saturation,the market competition is increasingly fierce,the survival and development of construction enterprises is imminent.If an enterprise wants to achieve sustainable operation and maintain a certain market share,it is the only way to improve its own management level and management ability.As an important component of enterprise management,performance management is related to the level of employee performance and whether the enterprise goal can be achieved.The implementation of effective performance management can not only improve the work enthusiasm of employees,achieve the purpose of motivating and developing employees,but also help to achieve the strategic goals of the enterprise,enhance the creativity and core competitiveness of the enterprise.First of all,in this paper,the research background,research significance,research ideas,research methods and technical route is discussed,on the basis of performance management related concepts and theoretical review on the performance,performance evaluation,performance management,performance management system concept is defined,the humanity hypothesis theory,incentive theory,key performance indicators(kpi)theory,the balanced scorecard theory,It lays a theoretical foundation for the following research.Secondly,this paper takes M Company as the example for analysis,mainly adopts employee interviews and questionnaires to obtain data,and comprehensively uses SPSS software and Excel to conduct data statistics and analysis.The data analysis results show that each measurement scale has good reliability and validity.In the performance management of M Company,there are mainly five problems,such as the confusion between performance management and performance appraisal,the over-extensive and extensive performance appraisal indicators,the disconnection between performance management objectives and strategic objectives,the lack of performance interview feedback,and the insufficient application of performance appraisal results.The causes are analyzed.Finally,the paper proposes solutions to the existing problems in the performance management of M Company.On the one hand,it establishes departmental and individual-level key performance indicators(KPI)and their weights from the perspective of balanced scorecard(BSC)to optimize the performance management assessment system of M Company.On the other hand,from the perspective of process optimization by signing the performance target responsibility,standardized performance management and pay more attention to the effect of performance communication in performance promotion and guidance,to determine the performance appraisal and feedback procedures,strengthen the application of performance appraisal results in other respects the improvement of the performance management process,and explore the safeguard measures to implement the expected effect.Through theoretical and practical analysis,the following conclusions are drawn:construction enterprises need to strengthen their own performance management level to cope with the increasingly fierce market competition;The performance appraisal indexes should match the strategic objectives,so that the individual performance,department performance and organizational objectives are consistent;Performance management system is a whole,performance objectives,performance plans,performance promotion and guidance,performance assessment and feedback,performance assessment results of the application of five links are indispensable.