| With China’s accession to the World Trade Organization and the great integration withthe international economy, the advantage of domestic goods prices has been graduallydisappeared due to the gradual reduction of tariffs. Meanwhile, there exists gap in the field oftechnology and concepts of management with developed countries, with the development ofChina’s economy also co-exist with the threat. Major industries such as digital productsindustry, the automotive industry, import and export trade, telecommunications terminalmobile industry, computer software industries have received a strong impact. In recent years,with the rapid development of smart grid technology, the competition between different powergrid and peripheral products enterprises is increasing; at the same time, the accession for theforeign enterprises become lower and lower in China, more and more multinationalenterprises access in China market and set up branches in China, case the demand forcomputer talent become larger and larger. How to maintain the core competitiveness of theprivate IT enterprises, stimulate the potential of employees and initiative, enhance their senseof belonging, relatively fair in both inside and outside are the key problems of this paper.This paper takes the form of enterprise diagnosis. After research K company’s internaland external environment and current strategic planning, performance management andevaluation of the current situation analysis, combined with relevant theoretical knowledge inhuman resources performance management, advanced concepts, learning a lot of literaturereference books of many scholars and researches, we use a variety of empirical researchmethods: such as diagnostic questionnaires, interviews and other analysis of the K company’scorporate performance management workflow problems and make recommendations forimprovement based on the feasibility of these issues, the rational allocation the resources ofhuman resources, improve production efficiency in order to enhance their overallcompetitiveness.After analysis and diagnosis of K company’s in performance management problems, thepaper argues that the main problems exist in K Company are: The lack of performancemanagement consciousness and technology; strategic objectives decomposition systemabsence; a lack of scientific performance appraisal index system; performance managementbecomes a mere formality; performance appraisal result has not obtained the effectiveapplication. In this paper, whereby a clear role and position management personnel at alllevels to improve the scientific level of performance indicator system, establish and improve the supervision and performance appraisal system, strengthen the application of the results ofthe performance evaluation, such as in-depth, multi-channel use and enhanced performanceevaluation results performance feedback and intensity recommendations. |
