Optimal Design Of The Performance Appraisal System Of W Company Managers

Private economy has an important position in Zhejiang economy,especially for Zhejiang province,private economy is the biggest characteristic and advantage.Silk industry,as a golden name card of Zhejiang’s economy,Is a microcosm of the development of private enterprises in Zhejiang province,As a leading silk enterprise in Hangzhou with a history of 40 years,Products have achieved a qualitative leap through positive transformation,At the same time,the personnel structure has also changed a lot,However,the internal performance appraisal system has not been upgraded and optimized,Gradually exposed the negative work of managers,the disharmonious relationship within the department,the difficult to implement the organizational strategy and many other problems,These issues are more reflected at the W Company management level,If the W company wants to achieve high-quality development,The existing performance system of W Company must analyze,find problems and correct them in time,Remobilize the work enthusiasm of the management personnel,Establish a new performance system.In the course of the current state of the art diagnosis,This paper first obtains the theoretical basis by reviewing the relevant concepts and literature of performance appraisal;next,In order to obtain the overall evaluation of the current performance system,This study distributed 103 questionnaires for W Company managers other than senior executives,The questionnaire results show that the managers of W Company are not generally satisfied with the existing performance management system implemented by the company,It is considered that there are problems such as the unreasonable design of the assessment system,the ineffective effectiveness of incentive measures,and the insufficient matching degree with the management staff themselves,And the existing performance appraisal system needs to be optimized in the part of the comprehensive management evaluation projects;last,In order to further understand the specific problems existing in W company’s existing performance appraisal and solicit suggestions for improvement,In this study,specific interview questions were set according to the questionnaire survey,and 11 middle and senior managers of W Company were selected for in-depth interviews,The interview results show that the performance assessment problems of W company are mainly reflected in the two aspects of assessment system and assessment indicators,Specifically reflected in the assessment indicators are not specific enough,assessment indicators are too subjective,indicators are not scientific,performance and salary correlation is not high,and career development correlation is not high,For the existing problems,The interviewed managers also made a series of suggestions for improvement.In view of the problems existing in the performance appraisal system of W Company and the specific improvement suggestions proposed in the interview,this study adopts the key event method to optimize the performance appraisal indicators of the managers of W Company.First,specific key events and universal key behaviors descriptions of W managers were obtained based on 110 open questionnaires;second,key events and key behaviors were analyzed by STAR principles;finally,the list of general and specific key events was developed,the personnel arrangement,assessment weight and assessment cycle of the examiners were defined,and the new W key event performance assessment scale was established.In order to ensure the smooth implementation of the assessment system,this paper also puts forward four guarantee measures of organization,system,culture and technology.Through the optimal design of W company performance appraisal system based on the key event method,this study improves the work effectiveness of W company managers,and can also provide reference for other enterprises in the industry.