Redesign Of Performance Appraisal System For Middle Management Of Liaohe Oil Company

Middle management is the organizers and practitioners of the specific policy measures in an enterprise; he has an extremely important position reform and development in an enterprise. In new situation, how to mobilize the working positivity and creativity of middle management by a scientific and rational performance appraisal system and to promote their potentials into full play, has increasingly become an important content for human resource management of oil companies.After the reorganization and integration of Liaohe Oilfield in February 2008, the situation and tasks faced by the enterprises, and the development of ideas and key emphasis in work have changed accordingly. The performance appraisal systems for middle managers in the original listing and unlisted companies vary from each other. At the same time, as the higher authority of Liaohe Oilfield, China National Petroleum Corporation (CNPC) also proposes new requirements for the performance appraisal work of the middle management. Whether from the aspect of the implementation of work requirements of the superior, or from the aspect of promoting their own development of the enterprises, an effective performance appraisal system is urgently needed to establish for the middle management. Drawing lessons from the advanced theory of performance appraisal of managers both in China and in foreign countries, this paper not only carries out the analysis for the situation and task faced by Liaohe Liao Company after the reorganization and integration, but also carries out investigation, analysis, and research for the current status and problems of the active performance appraisal system. Under the principle of giving priority to efficiency with due consideration to fairness, combining with the actual situation of the enterprise, and using key performance index method, and 360 degree evaluation method and other scientific theories and practical methods, the thesis divides the company-owned units into different industry sectors according to the industry types they belonging to. Combining with the main business and working focus of each industry sector, a key performance index is reset and the weight ratio is restored to make performance appraisal system more responsive to the assessment requirements of middle managers of Liaohe Oil Company after the reorganization and integration, and to improve their overall quality. In order to implement research results, this paper also put forward the practical measures and methods from the management and operation, implementation and security of the performance appraisal system. After the redesign of performance appraisal system for middle management, the inconsistent assessment methods, and unreasonable setting of index and power after the reorganization and integration will be solved; the overall quality of middle management team will be improved; the competitiveness of oil companies will be enhanced; so better economic and social benefits will be brought to the enterprises...