Study On Performance Management System Of H Company Chengdu Branch

With the rapid development of the domestic economic,China's market economy has been perfected day by day.Economic globalization has brought new opportunities for the development of domestic enterprises.Under the stimulation of new opportunities,enterprises also face various challenges.In the rapid development of information age,product iteration capability is incomparable with the traditional market,companies want to be unbeaten in the market has been unable to rely solely on the product.The current market environment puts forward higher requirements on enterprises.The internal management ability and personnel training all restrict the development of enterprises.The human resource management has therefore been increasingly valued by companies.As one of the core contents of human resource management,performance management has been recognized by most enterprises in China.Enterprises believe that performance management can help themselves to enhance their performance and gain competitive advantage.However,due to the inadaptability of corporate culture,the unsound management system,the uneven level of management,and employees' incomprehension of performance management,most companies fail to achieve the desired results.There is no doubt that performance management has become the focus of business management is also difficult,and successfully implemented the performance management of enterprises with very few.How to ensure that performance management not only adapts to the actual situation of the enterprise,but also reflects the changes of the internal and external environment in a timely manner have become a new topic currently faced by academia and business community.This research takes the performance management system of H Company Chengdu branch as the research object.Firstly,this paper uses the literature analysis method to summarize the relevant theories of performance management,and introduces the relevant theories of strategic performance management and Balanced Scorecard and so on,all these establish the theoretical basis of this article.Secondly,this research takes the performance management system of H Company Chengdu branch as the research object,starting from the perspective of the company's background,the internal and external environment,and the company's human resources status,it simply analyzes the impact of these related factors on the company's management.Then we use interviewing method,interviewed the experienced and more representative leaders and employees at all levels of the company to understand their true views and suggestions on the performance management of the Chengdu branch.Combined with the author's own observation,the main problems existing in the performance management of Chengdu Branch were identified.Thirdly,through interviews and analytical arguments we found that H Company Chengdu branch in existing performance management has so many problems,such as the gap between performance management and strategy,the unreasonable system of performance system,the insufficient combination of performance results and incentives,the lack of performance management links,and the lack of perfect job description and so on.Finally,combined with the actual situation of the Chengdu branch,the author uses the Balanced Scorecard as a breakthrough point to restructure and decompose the Chengdu branch's strategic performance indicators,determine the key performance indicators of the company,department,and individual,and improve the performance system.Starting from the four aspects of performance management put forward improvement measures,and strive to change the status quo of Chengdu branch performance management from the perspective of theory and practice,improve the overall performance level of the branch,and empower the company.