| The 19th National Congress of the Communist Party of China was convened in Beijing.The Report mentions that China's economy has shifted from the high-speed growth stage to the high-quality development stage.It is the critical period of transforming development mode,optimizing economic structure,and transforming growth momentum.Building a modern economic system is an urgent requirement for crossing the border and a strategic goal for China's development.As the backbone of China's economic development,state-owned enterprises have always played a pivotal role in China's economic system.Therefore,promoting the modern management of state-owned enterprises is one of the core tasks to the construction of China's modern economic system.JG company,Which was founded in 2010,is a large state-owned manufacturing enterprise mainly engaged in copper smelting,The company has a total investment of over 7 billion yuan.Now it is in a critical period of transformation and development.However,due to the complexity of the personnel structure,the problems of JG company's performance management system have become more and more serious,even have affected the normal operation of the company.It is urgent to find out the existing problems and redesign a comprehensive and systematic performance management system with scientific management tools,so as to facilitate the transformation and development of JG company.This paper makes a comprehensive use of literature research,case study,interview and questionnaire survey.Firstly,base on extensive literature reviews,the author has a profound understanding of modern performance management theory and knowledge,then,by means of the field investigation of JG company,which is a representative state-owned enterprise,learned about the status of the company's performance management system.Based on the relevant theoretical knowledge and the survey results of the on-site investigation,a targeted analysis of the performance management system was conducted and then a performance management effectiveness questionnaire that meets the needs of employees at all levels within the company was designed.After collected the feedback from questionnaires,detailed data analysis were porcessed,the problems of JG company's performance management system were identified,and the problems were sorted out from four aspects:performance plan development,performance plan implementation,performance appraisal,performance feedback and communication.It is found that the main problem of JG company's performance management system is the design process of the performance plan,for example,"the system of performance indicator is inconsistent with the strategic direction of the company","the performance indicators and weights are unreasonable",etc.In response to the above problems,the balanced scorecard was used in the optimize the design process of the performance plan:firstly,the analysis of strategic decision,JG company's strategic map was completed,and the company-level key performance indicators were determined.Then,according to the company's key indicators and departmental responsibilities,departmental key performance indicators were determined,and the analytic hierarchy process was used to calculate the weight values of each indicator.Finally,a complete optimization plan for JG company-level and department-level performance which based on the balanced scorecard was designed.In addition,for several minor problems in JG company's performance management system,for example,"the lack of communication for performance plan development","the lack of good training mechanism for employees",and "the lack of supervision mechanism for performance management system",feasible management strategies and optimization suggestions were proposed.Finally,For finishing the integration of optimization suggestions and implementation measures from the four aspects,a complete and systematic optimization strategy for JG company's performance management system was formed. |
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