| Performance management is an important part of business management and performance evaluation is a more important part in the field of human resources management. Therefore both of them have always been the key and difficult parts in human resource management activities. From 1992, the proposed "Balanced Scorecard" concept, BSC has drawn attention to the public. People no longer measure a company's performance only according to its financial indicators but also take its customers, internal business process and its culture and growth into consideration. But with the development of this theory, in addition to evaluating organizational performance levels, people are still thinking about the performance evaluation for the employees.Firstly, this article presents a general review about performance management and balanced scorecard, introducing a performance management development process and analyzing the corporate status of individual performance management. Secondly, it elaborates how the company establishes the Balanced Scorecard System at grass-roots level based on its vision and strategy and describes the operation and estimation of the individual "Balanced Scorecard" System to ensure the implement of the individual balanced scorecard. Finally, based on the problems arising in the promotion process of the Gas Engineering Company, I make several specific recommendations.Innovation of this paper lies in that it suggests Balanced Scorecard, applied only at the organizational level by most enterprises, be applied to junior staff level. It uses specific cases to illustrate how to build Balanced Scorecard from the point of business strategy.This article has enriched the content of BSC-related research and provided specific and operational BSC models. It combines theory and practice together by demonstrating specific cases and it is aimed at serving as reference for researches on grassroots workers'performance management and the practical application of business. |
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