Research On Performance Management Optimization Of Guizhou M Compan

The Central Economic Conference of 2021 clearly proposed to take "carbon peak" in 2030 and "carbon neutralization" in 2060 as the key work objectives.In the context of developing a low-carbon economy,promoting the energy revolution and strengthening the development and utilization of new energy will become an important starting point for achieving high-quality economic development.As a new energy enterprise,in order to meet the requirements of national policies,enhance external competitiveness,adapt to the increasingly fierce industry competition and achieve sustainable and high-quality development,it is particularly important to optimize the performance management.By analyzing the financial data of M company,this study found that its business situation is not optimistic.It has carried out field research and questionnaire survey in the company for many times.Based on the analysis of the questionnaire survey results and the current situation of the company’s performance management,it found that the company’s performance management has the following prominent problems: the matching degree between strategic objectives and performance management objectives is not high;The selection of performance appraisal indicators and the setting of indicator weight are unreasonable;The cycle and results of performance appraisal are not distinguished;The performance communication and performance counseling are insufficient;The application of performance appraisal results is not comprehensive.According to the actual situation of M company,combined with the theories and methods of performance management,this study puts forward corresponding optimization suggestions for the above problems: Decompose the company’s strategic objectives,draw a strategic map,and optimize the company’s current performance management objectives in combination with the strategic objectives;Referring to the four dimensions of the Balanced Scorecard and the characteristics of the industry to which the company belongs,this thesis selects 4 first-class indicators,15second-class indicators and 42 third-class indicators,determines the weight of each indicator by using analytic hierarchy process,and optimizes the performance appraisal index system at the company level,department level(3 departments)and employee level(the manager of human resources department);According to the characteristics of different departments and posts of the company,the performance appraisal link is optimized;Optimize the company’s performance communication and feedback links,establishing a top-down performance counseling and performance interview mechanism and a bottom-up performance appraisal result appeal mechanism;Strengthen the application of performance appraisal results in the company’s salary adjustment,position adjustment,staff learning and training and personal development.Finally,it puts forward safeguard measures from the four aspects of organization,system,culture and information,so that M company can smoothly promote the optimization of performance management.By optimizing the performance management system of M company,this study aims to improve the company’s performance appraisal index system,optimize all links of the company’s performance management,and strengthen the comprehensive application of performance appraisal results,so as to improve employees’ personal performance,improve organizational efficiency and performance,enhance the social reputation of the enterprise,and finally achieve the company’s strategic objectives,At the same time,it also provides some references for other enterprises in the new energy industry to carry out and optimize the performance management.