G Employees Performance Management System And Recycling

In fact the competition within modern company is competition for human resources, and human resources have become the most important resources for company survival and development. After reform and opening up in our country, with the deepening and maturity of the socialist market economy mechanism in our country, companies are facing more increasing competitive pressures, the management bottleneck ,especially human resource management is becoming restrict for development, If companies want to survive and develop in a highly competitive market environment, they will need to learn management experience from domestic and international good corporations, and master modern business management concepts and skills of science through scientific management continuously upgrade its core competitiveness.Managing human resources scientifically becomes the problem for all, and performance management is the core object. Performance management in human resources management system occupies a central position in human resource, the purpose of performance management is to help achieve business objectives by improving employees' behavior and company performances, enhancing the core competitiveness of companies by constantly upgrading the overall quality of companies in the end. There are many companies implementing performance management, but the actual effect is not satisfactory.Although G company implemented the staff performance management, the effectiveness of the implementation is not ideal. In order to enhance the performance of employees, the company's employee performance management system implemented reform and rebuilding. Research ideas in this article are; first, we analyze the situation of human resources management in G company to identify deficiencies of staff performance in the existing system combining with advanced performance management theory, and analyze the reasons for ineffective implementation; second , we make G company performance management's rebuilding direction become clear, and combine performance management with company strategy development goals, improving and re-formulate the G company's new performance management system, confirming the indicator with AHP, rationalizing of staff performance indicator system with use of the quantitative and qualitative methods; Finally, we analyze the effect after implementation of the new system, and take advices to improve the overall performance of employees and the company.