| State-owned enterprises are an important part of China’s national economy.State-owned enterprises have played a pivotal role in key fields and industries,besides,in the process of the fast development of the national economy,state-owned enterprises have also contributed an important force.When our national economy and social development enters to the 21 st century,SASAC has carried out continuous and in-depth exploration,research and policy adjustment in the organizational reform of central enterprises and large state-owned enterprises oriented towards market competitiveness,and achieved good policy results in the evaluation of business performance at the group enterprise level.However,with group-type state-owned enterprises in the process of deepening the reform of their subordinate enterprises,profound contradictions broke out,and the evaluation system and policy requirements of the SASAC could not adapt to the extensive application of subordinate enterprises of group enterprises.Subsidiary enterprises must have considerable right to research and try to apply an affordable and comprehensive system,which could appraise staffs’ performance.In the process of reform,the primary task of state-owned enterprises is how to design a scientific and reasonable performance appraisal system to break the rigid situation of egalitarianism,stimulate the internal vitality of the enterprise,and improve the efficiency of the organization and employees.This task is the necessary path-way to deal with the adjustment of state-owned enterprises’ functions and participate in outside market competition.Based on the summarizing and analyzing related concepts such as performance and performance appraisal,this paper takes C state-owned enterprise,the third-level enterprise of the energy central enterprise as the investigative object,and surveries the actual operation of its existing performance appraisal system in the past few years.Analysis of assessment-related data,and interviews with relevant stakeholders,pointed out that the existing performance appraisal system of C state-owned enterprise has insufficient pre-assessment coaching and training,the design of assessment plans is too complicated,the design of indicators is unreasonable,the assessment methods are inappropriate,and the performance Problems such as insufficient communication,feedback and application of assessment results.For the above problems,this paper begins with analyzing the purpose and existing resources of C state-owned enterprises to implement performance appraisal,focusing on feasibility,and setting the tone for the overall performance appraisal work.Secondly,using the balanced scorecard as the management framework,by clarifying the development orientation of C state-owned enterprises in the group company and their own development strategies,using the key performance indicator method and checklist management technology,designing and extracting key performance assessment indicators,optimizing C state-owned enterprises Enterprise performance appraisal index system.Finally,in order to compact the implementation and guarantee measures of performance appraisal,we should strengthen employee coaching,training,coaching and communication,and increase the implementation of the feedback and application of results of performance appraisal.In order to provide reference for C state-owned enterprises and enterprises with similar businesses in the group to strengthen performance appraisal. |
