| With the rapid development of market economy,enterprises in market competition in content and the way to major change,the competition between enterprises evolved from the product economy technology,equipment and products such as knowledge and other intangible forms of competition,the physical form of the competition for human intelligence,with specific knowledge and skills has become an important factor in whether the enterprise has the advantages and decided to business success.How to give full play to the ability of human capital to create economic value has become the most important content of modern enterprise management.And the most important performance assessment links are being paid more and more attention by more and more enterprises,and gradually become the core of the enterprise human resource management process.This paper first introduces the general situation of Russell agricultural Technical Developing Company and the current performance appraisal system,and reveals some problems existing in the current performance appraisal system.The company employee survey results,clear the Russell agricultural Technical Developing Company performance evaluation of the existing single subject,performance appraisal system is not perfect,the application of performance appraisal results is not sufficient and the performance evaluation of four aspects of the lack of feedback and communication problems,and analyzes the causes of these problems.In view of the existing problems existing in the performance assessment of the great Russell agricultural Technical Developing Company,it has been improved and improved.First of all,it introduces the preparatory work and design ideas,and then designs the middle-level managers and the general staff performance assessment form.Finally,in order to ensure the smooth implementation of the optimized performance appraisal system,the preparatory work before implementation,the supervision and control in the implementation process,and the analysis and application of the results are introduced.Through the research,the following conclusions are drawn:(1)The Greater Russell Agricultural Science and Technology Development Company has initially established a performance appraisal system covering work performance,ability and attitude.There are two main types of performance evaluations for the Greater Russell Company.One is a general employee and the other is a middle management.According to the company's business objectives and the company's actual operation,when assessing the general staff,it is mainly to assess their work attitude,ability and assessment,the weight coefficient is 3:3:4,the department responsible person to assess.(2)The performance appraisal of the Greater Russell Agricultural Science and Technology Development Company has problems such as disconnection of performance appraisal and strategic objectives,single evaluation system,insufficient use of performance appraisal results,lack of incentives for application of performance appraisal results,backward concept,professional quality of appraisers Limited ability and lack of tailor-made performance appraisal system are the main reasons for the problems in the performance evaluation of the Greater Russell Agricultural Company.Judging from the current status of performance evaluation of the Greater Russell Company,the performance targets of departments and individuals are generally set by the company headquarters,and then the departments within the department set the employees,not according to the target decomposition.There are also frequent occurrences of conflicts in the department or personal opinion,and the company's goal is only a summary of all departments.The performance evaluation goals of Russell's company have not been broken down from the company to all the subordinate departments,and the department's goals are often not broken down into individuals.The result is that the employees,departments and enterprises are not in line.Can not form an effective and reasonable,can not successfully complete the strategic goals of the enterprise.(3)The Greater Russell Agricultural Company should be based on the objective,fair,targeted,all-round evaluation,operability and incentive principles.When optimizing the current performance appraisal indicators and weights,it should be based on the perspective of middle managers and ordinary employees.get on.For middle-level managers,the performance appraisal indicators are mainly set according to the four dimensions of the balanced scorecard.For ordinary employees,it is mainly set by the main performance appraisal indicators of their departments.According to the basic idea of the optimization design of the performance evaluation system of Grand Russell,according to the current performance evaluation indicators and weight optimization,it should be based on the perspective of middle management personnel and ordinary employees.For middle-level managers,the performance appraisal indicators are mainly set according to the four dimensions of the balanced scorecard.For ordinary employees,it is mainly set by the main performance appraisal indicators of their departments,specifically according to the department's 17 key performance indicators were designed and adhered to the SMART principles when designing performance indicators.Based on the above research results,the following recommendations are made for the performance evaluation of the Greater Russell Agricultural Company: in the preparation stage of performance appraisal,the promotion of the post-optimization performance appraisal system should be strengthened,and the training of appraisers should be strengthened;the performance appraisal implementation process should be strictly controlled.Strengthen the collection of assessment information data,improve the supervision and control of the assessment process;timely publish the assessment results,and strengthen the application of assessment results,especially the performance appraisal process,and optimize the assessment system based on performance appraisal results. |
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