The Study Of Functional Departments' Performance Appraisal In Shaanxi Publishing Group

With the development of management theories and practice, people's focus on individual performance has been transferred to group performance, so group performance is increasingly important. Evaluation on production group, with either increase of production, or decrease of cost as indicators, is relatively easy. However, performance evaluation on administration groups is not as easy as it seems due to lack of quantitative analysis and concrete requirements of the work, unavailability of performance data and deficiency of comparability. On the other hand, administration departments, playing roles of supervision, guidance and support in the achievement of the enterprise goals, determine the execution efficiency of the enterprises, which is highly correlated with the fulfillment of strategic goals. Therefore, evaluation on administration departments is the key to success of overall performance management.Since the foundation of Shaan Xi Publishing Corporation Limited, a series of measures were taken to improve management performance and competitiveness. Nevertheless, performance evaluation on administration is not effective as expected. So establishment of a scientific and effective system of evaluation for administration departments is an urgent issue for the company. The present study is to propose a "four-dimension" evaluation system for the administration departments of Shan Xi Publishing Corporation Limited, i.e. key work dimension, routine work dimension, collaboration dimension and special contribution dimension, based on theories of performance assessment. The study took into consideration the administrative values in four aspects, direct service for the enterprise strategy, proper running of the business, collaboration with other departments and special pioneering and innovative work. Main features of administrative work, difficulties of evaluation, commonly used evaluation methods and the problems of current evaluation system of the company were also analyzed.Key work dimension, routine work dimension and collaboration dimension are compulsory, each with specific weight, and with concrete indicators as bases. And special contribution dimension is optional, but with extra points. Each dimension has a specific coefficient because of the wide variety of tasks in key work dimension and routine work dimension among different departments. The special contribution dimension is to urge pioneering and innovative work, so there is no utmost limit.The new "four-dimension" evaluation system is hopefully not only able to distinguish key tasks, change the fixed mindset of step-by-step work and unwillingness of innovation, but also urge collation of the different departments, Therefore, it is presumably capable of reflection of comprehensive value and contribution of administrative departments and of referent value to other enterprises. Key to success of "four-dimension" lies in scientific decomposition of strategic tasks and choices of indicators.