Research On Optimization Of Performance Management System Of Functional Departments Of Y Group

As the life science are developing rapidly,the bioeconomies have shown enormous development potential and have given play to a significant leading role in promoting economic and social development.The state also attaches great importance to the development of biobased economy.On May 10,2022,the first national five-year plan for the development of bioeconomy,the "Fourteenth Five-Year Plan" biobased economy Development Plan,was issued.which also provides an important opportunity for the continuous progress of biotechnology and the vigorous development of the biological industry.Under this macro background,Y Group has rapidly expanded from a biological enterprise based in Shandong to major provinces and cities across the country.Within 10 years,it has rapidly developed into a conglomerate with dozens of subsidiaries and more than 3000 people.In the process of group company management,especially for operational control group companies,for the sake of achieving the ultimate goal of enterprise management,group companies often set up certain functional departments at their headquarters to provide decision-making support and services for group companies,and effectively manage and monitor the operation process of their subsidiaries.At the same time,they also play a key role in the implementation of strategic planning and performance appraisal.How to effectively combine the strategic planning with the objectives of functional departments and establish a performance management system based on strategic objectives has always been the most hardest to control and implement in management practice.This paper takes the functional departments of the headquarters of Y Group as the main research object.Through studying the excellent performance management theories abroad and combining with the performance management practices of the headquarters of China Group,it uses three methods,namely,document analysis,interview and questionnaire,and puts forward that the performance assessment indicators of the functional departments of the headquarters of Y Group do not match the strategic objectives of the Group,the key factor of performance management are missing,and the setting of performance indicators is unreasonable For the problems that need to be solved urgently,such as the formalization of the assessment process and the lack of fairness,the strategic map of Y Group is drawn according to the strategic planning and annual business plan of Y Group,and the group strategy and annual objectives are broken down into the objectives of the ten functional departments of the group headquarters.The balanced scorecard,target management,KPI and other methods are reasonably used to optimize the already existed performance management system to promote the effective implementation of the strategy.By optimizing the performance management system of each functional departments of Y Group headquarters,this paper improves the performance management chain of each functional department,which not only effectively promotes the horizontal communication among the functional departments of the headquarters,but also reduced the "department wall",improved the overall work performance,and contributed to the long-term accumulation of the future competitiveness of Y Group.Due to the similarity of the nature of the functional department work,the performance management theory.These methods and tools are universal,and the conclusions of this study apply to the improvement and improvement of performance management based in group companies.