Research On The Optimization Of Performance Appraisal System In Z Company

Nowadays,the form of social and economic development is constantly changing,and all industries in the world are facing great competition and challenges,so is the construction industry.In order to improve the company’s competitive advantage,we should take the market as the benchmark,adjust the enterprise model,optimize customer service,and improve the quality of personnel.Excellent talents are the core competitiveness to promote the long-term development of the company,so it is necessary to speed up the construction enterprise performance appraisal system,so as to drive the development of the whole construction industry.This paper takes Z Company as the case study object,combined with the relevant theoretical concepts of performance appraisal,first of all,through the study of the content and indicators of performance appraisal of Z company,finds its defects: performance appraisal does not combine strategic objectives,unreasonable setting of appraisal indicators,improper performance examination methods and imperfect appraisal angle,and analyzes the causes of its problems.Secondly,in view of the above problems,this paper decomposes the strategic objectives of the company,and uses the Balanced Scorecard theory to construct four dimensions of performance appraisal indicators,namely finance,customer,operation,learning and growth,and determines the weight of each index by AHP,so as to optimize the performance appraisal system of Z company.Finally,through the above analysis,the implementation suggestions and guarantee measures of performance appraisal of Z Company are put forward.The research results of this paper are to optimize the performance appraisal system of Z company,and provide reference for the implementation of performance appraisal in relevant construction enterprises.