Research On The Optimization Of JC Gas Station Employee Performance Management

In the latest Three-year Action Plan for Deepening Reform,Sinopec proposed to deepen the market employment mechanism,resolutely ban the "egalitarianism",establish an assessment and evaluation system,and realize the "increase or decrease" of salary according to the performance of employees,and the "entry and outflow" of employees,so as to inject strong activities into the development of the enterprise.At present,there are many deficiencies in the performance assessment of gas station employees,which cannot meet the goal of sustainable economic growth of the enterprise.The performance assessment standards are not refined enough to reflect the value of assessment.Performance is only taken as the assessment basis,and employees’ daily work performance and style construction are not included in the scope of assessment.It is not conducive to the improvement of enterprise human resource management ability.Therefore,the establishment and improvement of the performance appraisal system of gas station employees can improve the market competitiveness of enterprises and deepen the market employment mechanism.it is of great significance to realize sustained growth of enterprise economy.JC Gas Station was founded in 2017.The company’s main business is gasoline,diesel and lubricants,all kinds of retail and car wash services.The operating income of JC gas station is the whole economic source of gas station and the key factor to determine the income of employees.At present,JC gas station lacks a perfect and systematic performance appraisal system,which makes it difficult for the company’s employees to manage,especially the role of performance appraisal in employee salary growth is very limited.Therefore,in order to give full play to the role of performance appraisal in employee management,improve the enthusiasm of JC gas station employees and the service quality of gas stations,improve the service quality of gas stations and increase sales profits,it is necessary to redesign the current performance appraisal system of JC gas stations to meet the actual management needs of JC gas stations and inject strong vitality into the company’s development.This paper makes full use of literature research,questionnaire survey,interview and other research methods,combined with the concepts of performance and performance appraisal,and focuses on the analysis of key performance indicators theory and Maslow’s hierarchy of needs theory,taking JC gas station as the research object.First,it analyzes the current situation of JC gas station employees’ performance appraisal,mainly from the aspects of assessment cycle and method,performance feedback and application of performance appraisal results.Secondly,combined with questionnaires and interviews,this paper investigates the performance appraisal of JC gas station employees,and analyzes the existing problems of performance appraisal based on the survey results,mainly including the lack of scientificity in setting performance indicators,the unsmooth feedback and complaints of performance appraisal,and the insufficient application of performance appraisal results,and explores the specific reasons for these problems,mainly including the lack of attention to employee performance appraisal,the lack of communication and training in performance appraisal,the lack of allocation system and guarantee,and the failure to establish a performance appraisal-oriented corporate culture;Thirdly,the optimization scheme of JC gas station employee performance appraisal is constructed,mainly from the aspects of performance appraisal optimization method system,optimization idea,optimization plan,optimization implementation and optimization solution of key links.Finally,according to the cause analysis of the problem,the guarantee measures for the implementation of the optimization scheme are formulated from four aspects:ideological understanding,communication training,assessment system and corporate culture.