Research On Problems And Countermeasures Of Performance Management In C Pharmaceutical Company

C Pharmaceutical Co.,Ltd.was founded in 1919.After public-private partnerships,nationalization,and the restructuring of state-owned enterprises,D Pharmaceutical Group became the company’s largest shareholder in 2001 and changed its name to "C Pharmaceutical Co.,Ltd." The company is mainly engaged in pharmaceutical production,research,development and sales.It is a pharmaceutical backbone enterprise and a national high-tech enterprise in S Province.With the development of the company,the company faces more severe external competition and regulatory situation.Therefore,the company’s management actively considered the future development of the enterprise,and finally clearly put forward the vision of "building the best manufacturing base of oral solid preparation in S Province".And how to implement the strategy through performance management,has become an internal management issues that the company’s management pays attention to.C company had performance appraisal,but there were many problems,such as the indicators were formulated many years ago and were not updated,so they cannot be linked to the company strategy;managers scored entirely on their personal feelings when conducting monthly appraisal,indicators were put on the shelf and so on.Two years ago,the human resources department had organized middle-level and above management personnel to reorganize the performance appraisal indicators of each position.According to the company’s annual goal,the indicators of the first person who is in charge of each department are first determined,and then each department decomposes the indicators of each position according to the indicators undertaken by the department.In the end,it will become an assessment index for the middle and grass-roots level.After nearly two years of operation,At present,the performance management of the company falls into the cycle of assessment and scoring again.This paper is mainly through the author’s actual work perception,referring to dozens of research literature.Using questionnaires and interviews,this paper analyzes the performance management problems of C company such as indicators and strategic relevance is not close;the index emphasizes the results and financial indicators not process and non-financial indicators;employees’ satisfaction with performance management is not high,and the performance system is not implemented well.On the basis of this problem,the author uses the Balanced scorecard(BSC)performance management tool to re-study the company’s performance management system.First,according to the company’s development strategy,the author organizes the company’s experts and core managers to form a strategic map;Secondly,the performance appraisal index is constructed,and the weights are set according to the analytic hierarchy process,and a new performance appraisal index system is finally formed.Finally,a new suggestion of performance management guarantee is put forward.Through the application of balanced scorecard,C company’s new index system is more scientific.For example,the assessment indicators of senior managers and the company’s development strategy are closely transmitted from top to bottom,Employees participate in the whole process of indicator setting,which improves employee engagement.