The Study On Middle-Level Management Personnel Performance Appraisal Of LPCC

Lanzhou Petroleum Chemical Company (LPCC) is a large state-owned subsidiary of China National Petroleum Corporation (CNPC). The development in fifty years has made it become a large comprehensive enterprise specialized in petrochemical, manufacture of mechanical instruments, construction, production and living services. The Company possesses numbers of talents in management and technology. With increasing competition in markets, the Company fully realized that to convert the advantages in management to the advantages in technology, it is critical to improve the performance of the organization and individuals by advanced performance management means to ensure the realization of the strategic objectives.In this paper, the middle-level management in LPCC was taken as the study objects. The theory of performance assessment and performance management was studied and discussed deeply; the assessment methodology was compared and analyzed; and the domestic and international development situation and trend in performance assessment was followed up and analyzed. On this basis, the assessment of management personnel of LPCC, the development and history of leadership management and the status of leadership management for middle-level management were studied and analyzed. Through extensive interviews and studies of actual cases, the status of assessment of performance of middle-level management and existing issues were clarified. For significant issues found in the studies of actual cases such as insufficient understanding of the theory of performance assessment, lack of coordination between performance assessment and accessory systems, unfocused assessment indexes, unbalanced index weights and etc., an assessment system based on key performance was proposed and established at the organization level of LPCC by combining the actual situation of the Company, through analysis of daily duties and using management by objectives (MBO), key performance index (KPI) and 360°assessment. In addition, a quantitative assessment system that focuses on comprehensive performance of middle-level management and a qualitative assessment system that focuses on competence and attitude were established. In this study, KPIs, allocation of weights, calculation of scores, main body of performance assessment, cycle of assessment, feedback with and application of assessment results were designed. Moreover, to ensure smooth operation of the performance assessment system, this study also suggested accessory measures for assessment of performance of middle-level management and presented specific conclusions. This study aimed at the study and design of performance assessment system, assessment index, allocation of weight, calculation of score. It had actual significance for the Company to further carry out performance management and laid a foundation for using balanced score card in performance assessment. In addition, this study can also be used as a reference in performance management by other similar state-owned enterprises especially large ones.