| With the in-depth development of China’s socialist market economy,China is entering a critical stage regarding the reform of its state-owned enterprises.Currently the main tasks and goals of China regarding the reform of state-owned enterprises are to further promote the classified reform of state-owned enterprises,improve modern enterprise system and state-owned assets management system,develop a mixed-ownership economy,strengthen supervision to prevent the loss of state-owned assets,strengthen and improve the leadership of Communist Party of China over state-owned enterprises,foster favourable conditions for the reform of state-owned enterprises,boost,optimize and expand the state-owned economy through effective reform,enhance the vitality and efficiency of state-owned enterprises,boost high-quality development of state-owned enterprises,and accelerate the construction of a new development pattern.Meanwhile in deepening the reform of state-owned enterprises,the assessment of the management performance of heads of state-owned enterprises has attracted wide attention.Although corresponding amendment regarding the management performance appraisal of the heads of enterprises has been made,there still exist some problems yet to be solved step by step.There are still a considerable number of state-owed enterprises whose existing management performance appraisal system still focuses on short-term total profits and enterprise scale expansion,etc.The heads of some state-owned enterprises are short of strong sense of quality and benefit,market competition,scientific and technological innovation,and risk control,and they are lack of deep understanding of high-quality development.Therefore,it is necessary to promote the high-quality development of state-owned enterprises by further improvement of a scientific oriented performance appraisal system,promote the comprehensive implementation of high-quality development strategy of state-owned enterprises by taking high-quality performance appraisal as an effective means,and effectively enhance the endogenous driving force and consciousness of state-owned enterprises to realize high-quality development.As for the state-owned enterprises to establish performance appraisal system with high-quality development as the core,such system should work to guide sate-owned enterprises to pursue efficiency improvement,profit quality,innovative development and green development,highlight the assessment on quality and benefit by strengthening the assessment of state-owned enterprises over their economic value added and the proportion of their main business profit in total profits,highlight the assessment on management efficiency by comprehensively improving the efficiency of resource allocation,production and marketing,technical efficiency and labor production efficiency of the state-owned enterprises,highlight the assessment on scientific and technological innovation by assessing and guiding state-owned enterprises in comprehensively moving towards innovative,strategic and productive orientation.Hence,this paper conducts the study on management performance appraisal of heads of subsidiaries of GZB Group,a central enterprise in China.This paper,by sorting out existing related literature research in China and overseas and applying methods of system analysis,questionnaire,interview and data analysis,makes analysis about the status quo of the management performance appraisal of heads of subsidiaries of GZB Group,revealing the following main problems existing in the current appraisal system:(1)unclear evaluation index and tasks;(2)the evaluation index system yet to be improved;(3)further efforts required for making the appraisal methods better scientific oriented and standardized;(4)indiscriminate application of appraisal results;(5)inadequate capability of the appraiser in the appraisal process to use performance appraisal methods.Meanwhile,in consideration of the practices of GZB Group’s human resource management,especially the practices of the performance appraisal of the heads of subsidiaries of GZB Group and by learning from the experience of other role model companies,this paper will,in principles of highlighting the leadership of party building,focusing on high-quality development,and strengthening the classification of enterprises and role model building,strictly implementing incentive measures and constraint measures,combining quantitative and qualitative methods,and adhering to justice,fairness and transparency,propose the following countermeasures to optimize the performance evaluation of the heads of companies affiliated to GZB Group:(1)Optimize the overall principles and principle setting thinking of the management performance appraisal of heads of subsidiaries of GZB Group;(2)Optimize the regulation governing the management performance appraisal of heads of subsidiaries of GZB Group;(3)Optimize the index system of the management performance appraisal of heads of subsidiaries of GZB Group;(4)Optimize tasks and objectives of the management performance appraisal of heads of subsidiaries of GZB Group;(5)Optimize the assessment methods of the management performance appraisal of heads of subsidiaries of GZB Group;(6)Optimize the application of the assessment results regarding the management performance appraisal of heads of subsidiaries of GZB Group. |
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