Research On The Employee Performance Management System Of JT Company

With the development of the market-oriented economy,the competition among enterprises has gradually converted from individual ability to talent and management.The professionalization level of an enterprise is determined by the operation quality of the management system.Meanwhile,it is related to the individual performance ability of employees and the enterprise performance management system,which determines the core competitiveness of the enterprise.In this paper,the object of study is the JT Company,which is a modern service group company affiliated with the Beijing State-owned Assets Supervision and Administration Commission.In the process of the rapid development,it is faced with challenges of cost reduction,efficiency improvement,effective incentive and scientific management.Therefore,a set of systematic,scientific and effective performance management scheme is urgently needed to be established and implemented to solve the bottleneck that restricts the development of the enterprise,so as to continuously improve the core competitiveness of JT company.Firstly,three performance management methods including Target Management,KPI and Balanced Score Card are elaborated in this paper.Furthermore,the domestic and overseas performance management theory and trend is combined in order to lay a theoretical foundation for the research of this paper.Secondly,the overall framework of the research is established after clarifying the differences between performance management and performance appraisal.Taking JT company as the research object,through questionnaire survey and field interview,the current performance management status of JT company is gradually sorted out,the existing problems in operation and the causes are analyzed,and the process of reconstructing the performance control system of JT company is clarified.Based on the strategic planning of the enterprise,the core factors of strategic objective are analyzed,and the performance management method combining KPI and SBC is implemented.The balanced scorecard tool is used to decompose and interpret the indicators from fourdimensions of finance,customer,business process,learning and growth,and the value tree model is used to analyze the key factors of each dimension step by step.Then find out the key performance indicators at the enterprise level,build a multi-layer KPI system,subdivide the indicators layer by layer to each department,and finally to the employees,and establish the surrounding performance indicators related to employees.At the same time,the analytic hierarchy process(ahp)is used to assign weights to the performance indicators determined at each level.Finally,the whole process of the performance management implementation is elaborated,and the conditions and specific measures for the implementation of the optimization scheme of JT Company are pointed out.Focus on the expectations,the pilot promotion is carried out,the deficiencies are constantly corrected and improved,which is aimed to promote JT Company to gradually establish a set of scientific and effective performance management system,constantly improve the level of performance control,ensure the competitive advantage of the enterprise,and promote the implementation of the enterprise strategic goals.