Research On Key Performance Indicator Management Of All Managers Of Suzhou Huapin Electronic Company

With the 2008 western developed countries after the financial crisis, the domestic export-oriented economy facing great difficulties, especially in the products of the smile curve in the middle of the domestic small low-end manufacturing enterprises is more serious: product sales prices, increased the cost of environmental protection, labor costs sharply rising is a serious threat to the survival of enterprises. Especially the 2012 domestic policy not only change the development mode of GDP, so this kind of enterprise is one disaster after another. So strengthen the internal management of enterprises, strengthen the management of human resources, especially strengthen middle management of enterprise management, improve the performance of the middle-level managers of enterprises has become an urgent task.Suzhou huapin electronic technology company did not implement the scientific performance evaluation system, the enthusiasm of the middle-level personnel is uneven, the individual potential has not been encouraging. Fully in accordance with the director and general manager of subjective judgment to determine the middle-level personnel promotion and a raise, encountered particularly inappropriate middle use substitution to deal with. Resulting in the middle part of the poor performance of the staff eating from the same big pot, part of the good performance of middle-level personnel not to encourage, Department of high and low performance, depending on the ability of the manager of the Department and decide. The middle part of the Department of frequent changes caused by continuous management is not even serious fault, sound to achieve departmental goals, eventually the loudest reached to the company targets.Through of Suzhou Hua Electronics Technology Co., Ltd. middle-level management of performance evaluation of the status quo and problem analysis, found the company’s performance appraisal problems generated source: company on performance management the lack of knowledge, job responsibilities cross priorities and not, not in the design of the entire system of performance management. Analysis of complete responsibilities through six jobs for the middle management, extract the key performance indicators of each post, and assign the weights of each index, determine the evaluation cycle.Design a reasonable evaluation scheme, and then do the preparatory work before the test: advocacy, training and according to the actual confirmation from the company’s leading department in charge of the performance management and divides each index data sources and reporting responsibilities, to adequately protect the data source of justice and consistent. The solid foundation for the performance evaluation of play.For the implementation of the performance appraisal performance plan from the start, after a performance appraisal, performance feedback, performance interview and performance improvement, in the communication and feedback of performance appeal in supplemented by phase, let the entire implementation process interlocking, let the idea of performance management strikes root in the hearts of the people, all levels of personnel involved in support for performance improvement and continuous improvement to provide process support.The application of performance appraisal results to bonus incentive, variable pay and middle managers job promotion, demotion, eliminated, training, reorientation. Let the whole team is no longer a backwater, make the team more natural vitality.By redesigning the whole performance evaluation scheme for Chinese goods company performance management to a higher level, through the middle management to improve the performance to promote the performance of the sector, so as to enhance the company’s performance to reach the enterprise goals. Let performance management become the middle managers of the various management of the work of the pointer, to enhance their career development goals. And provide reference for other small and medium-sized enterprise middle managers performance evaluation.