Study On Performance Management Optimization Of D Automobile Sales Company

In the new century,the development of modern economic information and the promotion of consumer status make the external operating environment of enterprises change faster and faster.Uncertainty is the main characteristic of the new competitive environment faced by enterprises.More and more theories focus their research on people in organizations,and the "performance" of employees has become one of the core issues of enterprise management.More and more enterprises realize that effective performance management is an important means to promote the realization of corporate strategic goals and turn the management focus to performance management.This paper combines theory with case study,and takes D automobile sales company as the research object.After learning and referring to a large number of literatures and consulting human resource experts' practical experience,it carries out the optimization design of performance management for D automobile sales company.First,this paper elaborated the relevant theories of performance management,discussed the balanced scorecard,key performance indicators and other relevant analysis tools,as the theoretical foundation for performance optimization of D automobile sales company.Second,this paper USES questionnaire survey and interview method to investigate and analyze the problems existing in the current performance management of D automobile sales company,and finds that the company has many deficiencies in the aspects of performance planning,the formulation of performance assessment indicators,performance feedback and guidance,and the application of assessment results.Thirdly,according to the performance management PDCA theory,aiming at these deficiencies,we start from the improvement of the performance management process and optimize each link.First of all,in the planning stage,the objectives are clearly defined,key performance indicators are determined,and the performance plan is formulated.Secondly,the implementation phase focuses on quantitative management and collection of assessment data,emphasizing process control and task guidance.Then,establish the performance management system to implement the performance appraisal,and diagnose and correct the process.Finally,feedback the assessment results through the performance interview and make the improvement plan.The KPI performance indicator system based on BSC was established to optimize the indicator system.All departments set KPIs on this basis and enhanced the optimization of the application of assessment results.Fourth,the implementation of the guarantee from the four aspects of organization,system,culture and training.Fifth,through the optimization of performance management,the assessment behavior of company D,which used to only fill in forms at the end of the year,was improved into a cyclical and continuous dynamic circulation system,so that the previously isolated assessment process was developed into a more comprehensive management system.From D company strategic objectives,through the balanced scorecard(BSC)and key performance indicators(KPI)used in combination,development organizations,departments and employees three levels of the balanced scorecard,extend from the original single financial index to assessment index to the customer,internal process,learning and growth indicators of concern.