| With the development of market economy and Knowledge Economy,the competition among enterprises has gradually evolved from the traditional competition of resources and capital to the competition of human resources,enterprise Human Resources management includes human resources planning,recruitment and allocation,training and development,performance management,Compensation and Welfare Management,labor relations management six modules,of which,performance management is one of the important means of human resources management in enterprises.Through the performance assessment of employees,it can effectively strengthen the motivation and restraint of employees,and then stimulate the enthusiasm and enthusiasm of employees,it plays an important role in improving work efficiency and improving enterprise performance.As a manufacturing enterprise in exhausted gas after-treatment industry,K Company is highly dependent on technology,mastering core technology is the driving force of it’s development.Therefore,K company attaches great importance to technology research and innovation,and has a technical research institute with 280 technicians,accounting for 23%of the total number of the company.However,in the actual operation process,the loss of personnel in K Company technical department is very serious.And the core backbone of the technical personnel did not effectively undertake the company’s performance.In the process of performance implementation,the performance did not have a strong incentives for technical personnel,which leads to a series of problems such as the difficulty in implementing the company’s strategic objectives,it’s directly affects the sustainable and healthy development of K company.This paper takes K Company technical personnel as research object,analyzes the problems existing in K company’s performance management mainly as follows: lack of top-down performance system construction,unreasonable index setting,too long evaluation cycle,lack of process management,performance results lack of incentive effect.And further analysis of the causes of these problems,it is not difficult to find that the main reasons are: lack of a correct understanding of performance appraisal,inadequate publicity and training of performance appraisal,imperfect talent training mechanism,imperfect incentive mechanism and other factors.The author of the above issues in-depth analysis,and then put forward targeted solutions to redesign and optimize the performance management system of K company.The optimization plan is to build the foundation of performance management system to support the overall strategic development,and to achieve strategic succession by setting up two main lines of organizational performance and individual performance.In the process of organizational performance building,clear organizational strategy and development direction,combined with the company’s strategic objectives and business plans,set up the overall corporate level indicators,through the decomposition of corporate-level performance indicators,set up department-level performance indicator according to the key tasks and responsibilities of the department.Individual performance building process,through the division of indicators,combined with the key tasks and responsibilities of staff positions,set out the department staff performance indicator,to ensure organizational performance landing.In the performance implementation process,through the goal of tracking assessment and motivation,guide the departments,employees to achieve the performance goal,and then drive the achievement of the overall goal of the company.Finally,in order to make the good performance system run smoothly,this article from the organization,the system,the training and the cultural construction four aspects formulated the safeguard measure,guaranteed that K company can carry out the staff performance appraisal work scientifically,in order to continuously improve the efficiency of the technical department staff and Business performance management level. |
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