Research On Optimization Of Performance Appraisal Index Of S Group Branch Based On BSC And KPI Fusion

As the number of myopia increases year by year,more and more attention has been paid to the prevention and control of myopia.Under the guidance of favorable policies,the optometry industry is developing rapidly,and competition within the optometry industry is also increasing.The S Group studied in this thesis is headquartered in Jinan and is in a leading position in the optometry industry in Jinan.We have set up 43 branches in Shandong province and are faced with the problem of strategic consistency between total scores.The strategic goal of S Group is to achieve the revenue market share to rank among the top three in China within three years.But in recent years,the annual budget of the branch is difficult to complete,and the plans and work arrangements issued by the headquarters are not fully implemented by the branch,and the linkage with the headquarters is not realized,resulting in low morale and poor work enthusiasm of the employees.It is a severe test for S Group to achieve its goal of creating income and increasing market share.In the long run,faced with the loss of existing industry status,market share gradually eroded by competitors risk.These problems are directly related to the imperfect management and reward and punishment mechanisms of branch companies.How to realize the empowerment of human resources in branch companies is of vital importance to S Group,and performance appraisal is a momentous part of human resource management,is the main focus.How to improve the performance appraisal,ensure the coordination between the strategy of the branch and the group,and determine the healthy and sustainable development of S Group.On the premise of studying literature,through with staff at the level of interview and questionnaire survey,the group found that branch performance appraisal system with group strategy,the branch performance indicators is flawed,excessive reliance on financial indicators,qualitative indicators is more,can’t catch the inspection focus,fuzzy performance evaluation standard,evaluation method is not reasonable,lack the necessary communication and feedback evaluation cycle.The problem is that managers don’t care,and there are errors in the understanding of performance appraisal,a perfect performance appraisal system has not yet been established,and the system is not comprehensive and scientific.Based on existing problems and reasons,this thesis will revise and improve the performance appraisal system of S Group branch.The strategic objectives of S Group are derived by SWOT analysis method and decomposed into the strategies of the branch.Drawing the strategic map will decompose the branch company’s strategy into four levels,which solves the problem of single dimension of performance appraisal and makes the branch company pay attention to service quality and personnel growth.BSC is used to decompose the strategic objectives of branch company into specific performance appraisal indicators related to actual work through finance,customers,internal business process level and learning and growth level.The final KPI is screened by the eight-dimension screening method,which makes the complicated indicators more focused and makes it easier to grasp the focus of work;Weight factor judgment method is adopted to set the weight of key performance indicators,and finally form a quantifiable and easy to operate assessment scale.Finally,it improves the performance appraisal system and puts forward safeguard measures to ensure the smooth operation of the improved performance appraisal system.Through the integrated use of BSC+KPI performance assessment tools,this thesis improved the performance assessment system of S Group branch,successfully realized the strategic coordination between the branch and S Group,laid a solid foundation for the realization of the overall goal of S Group,and provided reference cases for the optometry industry in the field of performance assessment,with reference significance.