| Since the founding of New China 70 years ago,China has basically achieved industrialization,creating a "Chinese miracle" in the history of human economic development.China has gradually become a manufacturing power from a manufacturing power.The development and practice of China’s manufacturing industry have obtained a series of valuable experiences,which not only pointed out the direction for future manufacturing and even economic and social development,but also provided Chinese experience and contributed Chinese wisdom to the industrialization of other developing countries in the world.Human resource management is one of the core issues in enterprise management,and middle level personnel,as the mainstay of an enterprise,play the role of information transmission,relay,and supervision in the enterprise,as well as the role of organizer,practitioner,and supervisor in work tasks.To enhance the core competitiveness of enterprises,the first step is to enhance the advantages of human resource management.H Group has relatively advanced production and processing technology in China,which is one of the core competitiveness of the enterprise.However,in the current fierce market competition and social development and transformation,H Group has encountered problems such as brain drain and decreased employee enthusiasm for work.The emergence of these problems indicates that the enterprise currently has deficiencies in the performance management of middle level personnel,This indicates that the existing performance management schemes of middle-level managers cannot effectively implement the enterprise’s target strategy.The existing accountability results oriented performance evaluation system fails to fully exert the enthusiasm of work production,and the decomposition of key indicators is not specific and effective enough to align with the strategic objectives of the enterprise.The evaluation of performance results has not been effectively fed back,and the insufficient incentive measures have gradually made the production effect of the enterprise unable to keep pace with development needs.Aiming at the existing problems,H Group needs a set of effective performance management to mobilize the enthusiasm of middle level managers,enhance the core competitiveness of the enterprise,and motivate the target management ability of middle level managers.This is an urgent and necessary requirement for the current human resources management of H Group.Performance appraisal is not only an evaluation tool that affects financial compensation for enterprise staff,but also a guiding policy to guide employees to understand the strategic development goals of the enterprise.The unity of employee performance,organizational performance,and enterprise performance goals can improve organizational performance and enterprise performance by motivating employee performance under the premise of clear responsibility oriented goals,and can also motivate employees to learn,grow,and innovate themselves,Coordinating organizational management enables enterprises to develop healthily and sustainably.Starting from the performance optimization of middle level managers in H Group,the author used questionnaire surveys,interview methods,and other methods to conduct gap adjustment research to find out the current problems in H Group’s performance management of middle level managers,such as the disconnection of indicators from the company’s strategy,excessive evaluation cycles,single evaluation subjects,and inadequate application of evaluation results.The reasons for these problems were analyzed as follows: the decisionmaking level did not fully understand the importance of performance evaluation Lack of a cultural concept of performance appraisal and lack of a complete and feasible performance appraisal system.Then,based on the main problems and causes of the company’s middle level management performance appraisal system,we will use tools such as balanced integral method,KPI,and 360 performance management to compensate for the lack of performance plans for middle level management personnel in H Group,refine the appraisal indicators in combination with the strategic objectives of the enterprise,and establish quantifiable hierarchical indicators.Based on the job characteristics of middle level management personnel,we will use the equity theory in psychology and organizational behavior Expectation theory and dual factor theory improve the application of performance appraisal results from the perspective of employees’ personal career development paths,profit incentives,diversified training,and other incentive measures.Finally,ensure the implementation of optimization measures from the establishment of performance systems,corporate systems,and culture.The manufacturing industry issues studied in this article have certain universality,and the research results are conducive to stimulating the internal drive of middle level managers and reducing brain drain.Therefore,analyzing the performance issues and solutions of H Group can also provide reference for similar enterprises,which has practical significance for the development of human resource performance management in the manufacturing industry.Starting from the strategic objectives of the enterprise,combined with the purpose of performance appraisal and the improvement of the incentive system,to propose scientific and feasible solutions to existing management problems,so that employees and the enterprise can actively develop. |
