Research On Optimizing Performance Evaluation Scheme Of Project Manager-Construction Company B Case

As a construction service company,B company’s main income is the profit generated by the project.So that the management ability of the project management team is very important,and the performance appraisal of the project team is very necessary,especially,the project manager is the key man to lead success of the project.Thus,a set of scientific and effective project manager assessment system is very important.First,this essay base on a mass reading of the current situation of research on both domestic and abroad literatures,at the same time analysis the theoretical and practical significances of this research.Secondly,it introduces in detail the content of this research,technical analysis,and the research methods.Finally,it introduces the relevant concepts used in the research process,basic theoretical knowledge,and management methods such as critical success factors,target management method,key performance indicator assessment,360-degree performance assessment,etc.Among them,the critical success factor performance assessment management method is more suitable for this research.Identifying different critical success factors of different projects and characteristics.A good performance appraisal scheme is conducive to the realization of the strategic objectives of the enterprise,and it is also the top priority of human resource management.This paper analyzes the reasons why the current project manager performance appraisal system of Company B is not sound and cannot achieve the ideal incentive effect through interviews and questionnaires.During the investigation,the author summarizes the existing problems in the original performance appraisal scheme of Company B: 1.The management of the company has not fully realized the important role of performance management in mobilizing the enthusiasm of employees and promoting the overall development of the enterprise.2.The design of performance appraisal system is not perfect;3.The feedback of performance appraisal system is not timely;4.Unable to timely respond to problems in the project manager’s work and provide guidance for improvement.,At the same time,through the analysis of existing problems,it is found that the causes of the problems exist:(1)The low level of assessment human resources leads to the imperfect design of the performance assessment system,so the assessment results are too much affected by personal factors;(2)There are lots of works in every project,so the content of the performance appraisal should also be determined in conjunction with the specific key tasks of the current project.From the previous performance appraisal plans,most appraisal are extensive,but they need to be refined according to the current project;(3)Lack of feedback communication of performance appraisal.In company B,we found that there was no communication channel for appraisal feedback,so it was difficult for the project manager to understand the deficiencies of his previous work,thus can’t help them make improvements to do better jobs.Few communications make it difficult for both sides to communicate effectively,making the assessment an invalid form and let alone achieve its real purpose.Only by making full use of the results of the assessment can maximum the value;(4)The design of the performance guarantee mechanism is not perfect,effect and sufficient design of the performance appraisal benefit mechanism can well guarantee the implementation of the performance appraisal.First,people who do performance should promise the authenticity and effectiveness of the appraisal results.Second,quantify the design of the content of performance appraisal.Third,complete the performance appraisal evaluation system to ensure the success progress of the performance appraisal.After analyzing the causes of all problems,this essay generates some methods for improving performance appraisal:(1)Assessment department should clarify all appraisal points;a special team should be established for evaluating the performance of the project manager.The assessment team can be led by the general manager of the enterprise,with the human resources department responsible for the specific implementation,and heads of related functional departments as members of the team;(2)Selecting performance assessment indicators should be consistent with the company’s strategies.Here,such as company B’s strategy is “To be the most competitive enterprise",so to figure out correct assessment indicators,we must segmentate the company’s strategy first;(3)Determine the assessment subject and assessment cycle.According to the assessment indicators of the project manager,the direct supervisor of the project manager should be clearer about the indicators like work attitude and work ability.And colleagues and customers of the project are familiar with him.Thus,we can determine that the main selection subject is the supervisor of the project manager.At the same time,we can do customer satisfaction feedback to help judge.The formulation of the performance appraisal cycle should be determined according to the scale of the very project;(4)Finally,it is not only the last step to do the performance appraisal and got the results,but to use the performance appraisal results scientifically and realize the scientific application of the appraisal results.Taking the project manager performance appraisal of Company B as an example,this paper explores the project manager performance appraisal scheme under KSF mode,establishes a scientific and effective performance appraisal system,and provides guarantee for the smooth operation of project manager performance appraisal under KSF mode,so as to promote the achievement of strategic objectives of the enterprise and maximize the profits of Company B and employees.In addition,the results of this study also provide suggestions for other companies trying to introduce KSF performance appraisal system.