Hengyang City Tobacci Company "Three Line" Performance Evaluation System Of Research

With the rapid development of China's economy, enterprises are facing more and more fierce competition, many enterprises have been aware of the importance of performance management to enterprise development, and recognize that the performance evaluation can effectively improve the core competitiveness of enterprises. As far as the actual situation of our country, the whole operation mechanism of the tobacco market is in a relatively inflexible state, the product sales system is also in a relatively low efficiency, and the performance evaluation is low, and has gradually become one of the reasons that restrict the development of enterprises.In this paper, the special characteristics of the tobacco industry, focusing on the analysis of the individual performance evaluation system, including the system design, implementation, feedback, and so on. This paper reviews the domestic and foreign performance evaluation, and analyzes the current situation and existing problems of the performance evaluation of Hengyang tobacco companies. The analysis found that although the Hengyang city tobacco companies attaches great importance to the performance management, and actively implemented some assessment and incentive programs, but in the actual implementation process is too much focus on the form, can not reflect the real performance and motivation of employees. To this end, the need to actively explore a set of scientific and efficient performance evaluation system, as the key to the enterprise to seek reform breakthrough. Through the analysis of the research, the design of the performance evaluation system of Hengyang tobacco companies is studied, and the specific implementation measures and related expectations are studied. This paper is divided into five chapters. The first chapter is the background and significance of this research. The second chapter analyzes the status quo of Hengyang tobacco companies' s performance evaluation, including company's general situation and responsibility division, and the traditional performance evaluation system. The fourth chapter analyzes the specific implementation and performance evaluation of the performance evaluation system. The third chapter is the conclusion and research prospect.