Research On Optimizing Performance Appraisal System In M Regional Supermarket Chains

With the rapid development of technology and more competitive operating surroundings,traditional supermarket chains are suffering unprecedented challenge.One hand,influenced by prevailing internet application,some new operating modes of supermarket are occupying the traditional consumers’ market;the other hand,due to devoid of staffs’ quality criteria in entering the industry for the related practitioners as industry guide,one big obstacle in the way to survive and develop for supermarket chains in a complete competitive market is its problem in staff management and staff low comprehensive quality.So actual problems to solve for supermarket chains are how to add the degree of job satisfaction,how to increase post attraction,how to stabilize staff structure and how to decrease labor cost and increase competing ability.There are many deficiencies in performance appraisal system of M Regional Supermarket Chains including: the staff are not inspired to the ideal level,staffs’ enthusiasm and initiative are low,staffs’ organizational identity is not lifted,the rate of staffs turnover is high.All these problems led to bad organizational performance,high labor cost,low core competence,which impede the realization of M Regional Supermarket Chains’ overall strategic goal.So,it is very necessary to optimize the current performance appraisal system of M Regional Supermarket Chains.Based on the above background and actual need,firstly,the start of the thesis is about the relevant definitions and theories about performance appraisal and the introduction of the general situation of M Regional Supermarket Chains and the overall scheme of its performance appraisal system.Then,with the help of some certain research methods such as: investigation,literature research and statistical analysis,some problems were found such as: unreasonable appraising period and process,low orientation in appraisal details and indicators,insufficiency in the feedback and application of appraisal results.Thirdly,through deeply analyzing these problems,the rooted causes were revealed,they are: not enough in job analysis,inappropriate set in appraisal period and process,obscure about the purpose of setting appraisal details and indicators and lack of regulation for the feedback and application of appraisal results.Fourthly,with the help of the theories of Key Performance Indicator(KPI),Critical Incident Method(CIM),Contextual Performance,Achievement Motivation,Management by Objective Theory(MBO)and Equity Theory,the writer set the operating principles and concepts of optimizing strategies to propose a series of countermeasures to solve the problems including: elevating the validity of job analysis,adjusting the appraisal periods and methods,focusing on the key performance details and indicators,strengthening the application of appraisal feedback and results etc based on the collected job description and the problems which exist in the actual performance appraisal system of M Regional Supermarket Chains.Finally,in order to guarantee the fulfillment of the optimized performance appraisal system can be operated successfully,the writer put forward operating steps,key points,difficulties,construction of regulation and personnel support.The optimized performance appraisal system will be more scientific and reasonable than the actual one in which more attention will be paid on the progress of staff and the supermarket in the setting of appraisal indicators,more standard will be assumed in the appealing and feedback about the appraisal results for the staff,more motivation of the application of the appraisal results will be adopted.It will be helpful in promoting the staffs’ feeling of satisfaction,motivating the staffs’ work initiative and enthusiasm,stabilizing staff structure,decreasing the labor cost to achieve the M Regional Supermarket Chains’ strategic goal.