Research On The Optimization Of Performance Appraisal System For Middle Managers In JA Company

As the first large state-owned enterprise in Shanxi Province with a complete aluminum industry chain of "mining-alumina-electrolytic aluminum-aluminum processing",the aluminum industry to which JA Company belongs is an important basic industry of the national economy and an important support for the construction of a manufacturing power.Due to the intensification of global geopolitical tensions and great power game,the threat of aluminum supply has returned.Meanwhile,with the stricter environmental protection and safety regulation,the international aluminum price oscillation has intensified,and the industry competition has become increasingly fierce.In the past three years,JA company has been affected by labor redundancy,heavy burden of social welfare,urgent need for transformation and upgrading of technical equipment and other aspects,and once fell into the dilemma of loss,facing the risk of brain drain and fault.In the final analysis,the competition of market economy is the competition of talents.This paper explores the establishment of a scientific and effective performance appraisal system for middle managers,to better integrate human resource management with the company’s own development strategy,improve the overall performance management level,explore the potential of middle managers,enhance the production capacity of enterprises,enhance the core competitiveness of enterprises,and achieve sustainable development of enterprises.In this paper,middle managers of JA company are selected as the research objects.Firstly,through literature analysis,domestic and foreign literatures on performance appraisal and performance appraisal system are sorted out,and the current situation of performance appraisal system of middle managers of JA company is summarized by investigation analysis method.Secondly,questionnaire survey is used to analyze and study the cognition of middle managers on the content,process,results and application of the overall performance appraisal system.It is found that there are problems such as lack of understanding of middle managers,improper setting of performance appraisal indicators,non-standard performance appraisal process,weak performance communication and feedback links,and lack of incentive in the application of appraisal results.The main reasons lie in the misunderstanding of senior leaders,the lack of related human resources and the obstruction of appeal channels.Then,guided by the corporate vision of JA Company,the balanced scorecard method is used to disintegrate the company’s strategic objectives,decompose the department measurement indicators and post measurement indicators,and combine the post responsibility and key performance indicator methods to optimize the performance assessment indicators of middle managers.The order contrast method is used to determine the weight of performance assessment indicators and optimize the evaluation system.At the same time,it standardizes the performance appraisal process system,improves the feedback and appeal links,strengthens the application of appraisal results,makes the performance appraisal more fair and just,and truly reflects the comprehensive ability of middle managers.Finally put forward the performance appraisal system optimization scheme implementation safeguard measures to ensure that the system can run effectively.Only a sound and scientific performance appraisal system can motivate middle-level managers to burst out their enthusiasm for work,which is very important for the next development of the company.In this paper,the research for solving the problems exiting in JA company’s existing performance evaluation system has a certain guiding significance.At the same time,it also provides reference for similar aluminum companies.