Study On Optimization Scheme Of Performance Appraisal System For Grassroots Employees Of Y Company

With the gradual improvement of China's economic form and the increasingly mature business environment,the development of China's private enterprises is gaining momentum.However,with the continuous advancement of economic globalization and the increase of market environment uncertainty,enterprises are facing increasingly fierce competition.The competition of enterprises has changed from the past market competition and material capital competition to talent competition.Human resource management has become a key factor for modern enterprises to enhance their core competitiveness and promote their sustainable survival and development.Therefore,China's private enterprises began to gradually strengthen the importance of human resource management.The core link of human resource management is performance appraisal.Scientific and effective performance appraisal is not only an important way to evaluate the effectiveness of enterprise recruitment,but also an important basis for enterprises to select talents,formulate training strategies,implement fair salary distribution and post promotion.Therefore,more and more enterprises attach importance to and strengthen the performance appraisal of enterprise employees.However,at present,most of the research objects of Chinese scholars are large transnational corporations and state-owned enterprises,while there are few studies on small and medium-sized enterprises,especially small and medium-sized private enterprises.Private economy is an important part of China's national economy and its contribution to society is increasing.With the development of private enterprises,it not only increases the fiscal revenue of the government and accelerates the construction of the city,but also benefits the entrepreneurship and employment of talents and technological innovation.Therefore,the Chinese government attaches great importance to the development of private enterprises,especially small and medium-sized private enterprises.By adopting a series of measures and introducing relevant laws,regulations and policies,it provides a guarantee for the development of small and medium-sized private enterprises.Although the policy environment faced by small and medium-sized private enterprises is getting better and better,in recent years,private enterprises are faced with a serious phenomenon of brain drain,which restricts the sustainable development of private enterprises.There are many reasons leading to the brain drain of private enterprises,but the most important reason is still the weak awareness of enterprise performance appraisal,the establishment of a fair and reasonable performance appraisal system,the lack of scientific basis for salary distribution and talent training.How to establish a set of effective,scientific and reasonable performance appraisal system is an important problem that private enterprises must pay attention to and urgently solve.Therefore,this paper analyzes and studies the performance appraisal system of Y company,a private enterprise.This paper is divided into three parts.In the first part,the thesis summarizes the related concepts,theories and domestic and foreign related researches of performance appraisal,and provides the theoretical research foundation for this thesis.The second part,based on the related theory of performance appraisal,using questionnaire and interview,the Y company's performance appraisal status quo,problems and reasons analysis,research shows that the company in the performance review the following three questions: first,the company employees think performance appraisal work not in place,there is no special performance appraisal department,performance appraisal management personnel not formal,training system,targeted performance appraisal;Second,the company's performance assessment is institutionalized and process-based,and the final assessment results cannot have a positive or negative impact on employees.Thirdly,the department head has little communication and feedback with subordinates.The reasons for the problems are as follows: on the one hand,the employees of the company do not have enough understanding of performance appraisal,the communication between superiors and subordinates is limited in the process of performance appraisal,and the design of performance appraisal indicators is arbitrary.On the other hand,the performance appraisal appeal mechanism is like a decoration,and the appraisal result fails to play its due role for the managers or the employees themselves.Therefore,the balanced scorecard and key performance indicators(kpis)method is applied in this article,from the financial,internal processes,customers and learning and development four dimensions of the performance appraisal index,appraisal cycle and appraisal process redesign,proposed the optimization plan: first,clear the Y company's strategic target,introducing performance evaluation tools,and the performance appraisal object recognition,namely,the grass-roots employees of company;Secondly,the analytic hierarchy process is used to determine the weight of each index in the whole evaluation system.Finally,it discusses the importance of feedback of performance appraisal results and communication appeal,and the necessity of application of appraisal results.The third part,in order to ensure the implementation of the optimized program,this paper from the assessment system and corporate culture two aspects of security recommendations.Through the research of this topic,it provides Y company with a set of operable performance appraisal scheme.Through the implementation of the program,it will be conducive to improving the work satisfaction of the company's employees and promoting the sustainable and healthy development of the enterprise.At the same time,it is expected to provide reference value for similar small and medium-sized private enterprises.