Research On Performance Management Optimization Of Subsidiaries Of S Group Company

During the 13th Five-Year Plan period,the social security system and the cooperative medical system have been continuously improved,the degree of social aging has been accelerated,the second child policy has been fully liberalized,the people's demand for medical and health services has increased substantially,and the market scale of drugs,health products and health services has accelerated,providing a broad space for the development of the pharmaceutical distribution industry.At the same time,the state has issued a series of policy documents in recent years,such as the"Thirteenth Five-Year Plan for Deepening the Reform of Medical and Health System"and "Several Opinions of the General Office of the State Council on Further Reforming and Perfecting the Policy of Drug Production,Circulation and Use".Under this guidance,various reform measures will be implemented in an all-round way,market competition will become more competitive,industry pattern will be adjusted comprehensively,and drug circulation enterprises The industry is facing new opportunities and challenges.As a veteran state-owned enterprise in the pharmaceutical distribution industry,S Group failed to adapt to the market situation in the process of the transformation from planned economy to market economy.For many years,the development of enterprises has stagnated and the situation is in danger.In recent years,S Group Company has redefined its enterprise strategy,promoted its development and operation,and sought development space.However,at present,the effect of the ownership enterprises in promoting the strategy is very unsatisfactory.The performance management system,as a means of realizing enterprise strategy,cannot meet the needs of management and needs to be improved and perfected urgently.By reviewing the relevant theories of performance management,taking the current situation of the performance appraisal of subsidiaries of S Group as the research object,and using interview method,this paper summarizes the existing problems of the performance appraisal system,such as the disconnection between the appraisal content and the implementation of the strategy,the unscientific design of the appraisal index and weight,the poor flexibility of the appraisal mechanism,and the less communication,guidance and supervision in the appraisal management.Lack of attention to feedback and single application of assessment results.In view of the above problems,this paper puts forward some measures to solve them.Aiming at the problems of disjointed content of performance appraisal and unscientific evaluation index,this paper com bines strategic management with performance management by using balanced scorecard management tools.By decomposing strategic objectives of enterprises,drawing strategic maps and developing key success factors,key performance appraisal indicators are determined in four dimensions:finance,internal processes,customers,learning and growth.In view of the unscientific setting of the weights of the assessment indicators,this paper uses the analytic hierarchy process(AHP)to score by the expert group,and determines the weights of the assessment indicators.Aiming at the problem of poor flexibility of evaluation mechanism,Designing individualized performance management schemes for enterprises and establishing mid-year adjustment system,to adapt to the development of enterprises.Aiming at the problem of less communication,counseling and supervision in assessment management,this paper puts forward the establishment of performance communication system,formal and informal continuous performance communication with ownership enterprises,communication and counseling for the progress of work.potential problems and obstacles,possible measures to solve problems,and early warning and supervision for enterprises whose implementation is obviously lagging behind.In view of the lack of feedback from assessment,it is proposed that S Group Company should establish a feedback and communication mechanism for performance results,assist enterprises in performance diagnosis,learn from successful experience,summarize failures and lessons learned,and formulate improvement plans for the next step.In order to improve the effectiveness of performance management,S Group Company should apply the results of performance evaluation to the determination of compensation of enterprise leaders,personnel adjustment,training guidance,business diagnosis and other aspects.Finally,it puts forward that attention and organization should be paid to at the top level.Guarantee,extensive publicity and performance management training,construction of supporting system and application of information management system are the four aspects to establish corresponding safeguard measures.This is of great significance for realizing the strategic development goal of S Group Company,realizing the scientific and all-round development of ownership enterprises,guiding enterprises to continuously enhance their core competitiveness,forming a performance-oriented corporate culture,improving the sustainable development ability of enterprises,and establishing and improving the incentive and restraint mechanism of group companies.The main innovation of this paper is that by using the Balanced Scorecard as a management tool,based on the strategic objectives of the enterprise,the key success factors and key performance appraisal indicators are developed for S Group's ownership enterprises.The evaluation of the enterprise is more scientific and comprehensive.At the same time,in the research,the weight of each key performance indicators is determined by using the analytic hierarchy process,which reduces the subjectivity of the scheme.It enhances objectivity and practicability,and improves the scientific level of performance management decision-making of the company.