| Guizhou Expressway Investment Group is a full-invested subsidiary group,affiliated with Guizhou Expressway Group.At the beginning of its establishment,it adopts “provincial and Municipal Construction” pattern needs.Meanwhile,it operates expressway many parts of service areas and commercial activities in Guizhou province.As the rapid development of the expansion of enterprise scale,as of 2020,Guizhou Expressway Investment group business is to cover commercial activities in service areas、energy circulation、the combination of transportation and tourism、media business、real estate business and environmental afforestation etc.In the past,The assess of Guizhou Expressway Investment Group is faced to head of the Guizhou Provincial Transport Bureau.The key performance assessment index is to complete investment task.But now Guizhou Expressway Investment Group is faced to state-owned assets supervision and administration commission of the state council.The key performance assessment index is to complete finance task.Due to the changing of assessment of the subject,Now the performance appraisal method of Guizhou Expressway Investment Group is not suitable for its transformation.This thesis takes the Guizhou Expressway Investment Group as the research object,takes the existing problems,By researching of management theories and methods,It tries to innovate the target management pattern:Objectives and key results and Key performance indicator.It deficiencies in the current management by objectives assessment as the breakthrough point,and uses the target management methods of other enterprises for reference,Applying the OKR objective management method to KPI evaluation objective as supplement.The combination of KPI and OKR management methods is as Guizhou Expressway Investment Group management methods.This management methods can determine organizational and personal goals,full encourage the initiative of the enterprise employees,and construct a scientific system to suit the transformation of Guizhou Expressway Investment Group. |
