Research On The Performance Management Of Middle Managers In H Group Headquarters

The important place of state-owned enterprises in the national economy is determined by China's economic system,and state-owned enterprises have a great power and influence on the industries related to the lifeline of the national economy.The efficiency of state-owned enterprises depends largely on the performance of managers.As the reform of state-owned enterprises enters the deep water zone,Performance management reform becomes an important part of the reform of state-owned assets management system.It is not only an important measure to strengthen the supervision of state-owned assets but also a step to improve the competitiveness of talents.State-owned enterprises should not merely pursue economic profits,but also implement the decisions and arrangements of government departments.How to make performance management play a maximum role in the reform of state-owned enterprises? This question has become an urgent problem to be solved.H group is classified as the provincial state-owned capital operation platform in a new round of reform of state-owned enterprises.Its aim is to improve the distribution of state capital,improve the efficiency of state capital operations,enhance industrial competitiveness,and increase the return on state capital.The function and status of H group is largelypromoted compared to the past.Therefore,the management system should be optimized.So this article takes the the middle managers of H group facing transition as the object of study,comprehensively summarizes the present situation of middle manager performance management,through questionnaire survey and structured interview.Meanwhile,the reliability and validity of the questionnaire were analyzed.Some problems are found as follows: Performance management is not closely related to the group strategy,the assessment results are more important than the process,the assessment indicators are too simple,the assessment frequency is high,the application of assessment results is narrow,performance management lacks discipline.To solve these problems,this paper use the balanced scorecard and key performance indicator method to design a performance appraisal index system for middle managers,aiming at the strategic objectives of H group.It makes the assessment indicators quantitative and operable.At the same time,this paper uses the analytic hierarchy process theory to computing the weight of index.In the implementation of the performance management system,the first is to make a scientific performance plan.The group need interpret and decompose strategic objectives.Then,middle managers make the draft performance plan,and the senior managers review and communicate with the middle managers to establish the performance appraisal indicators and weights.Eventually,both parties sign the targetresponsibility statement.The second is to standardize and promote performance appraisal,and promote performance appraisal according to program requirements.Then,the human resources department collects and summarizes the evaluation results.The third is to carry out continuous communication and guidance by applying the GROW model.It is necessary to make the method of communication and guidance clear and apply some skills into communication.The fourth is to carry out performance feedback comprehensively,to conduct performance interviews timely and artistically.Meanwhile,developing a performance improvement plan and establishing performance appeal mechanism is necessary.The fifth is the rational use of assessment results.It is needed to use the compulsory distribution method to determine the assessment level.Assessment results should be applied in rewards and punishments,training,recognition and so on.In the end,the paper raises safeguard measures from five aspects: establishing the performance management leading group;establishing the long-term mechanism of performance management;constructing the enterprise culture of performance management;establishing the performance management information system;strengthening the discipline supervision of performance management.