Research On Performance Management Scheme Of Middle Management In Beiling Auto Parts Co.,Ltd.

At present,the overall external environment and the internal environment of various enterprises in China’s automotive industry are both at a complex and volatile stage.In recent years,the Chinese automotive market has gradually transitioned from a stage of rapid development to a stable stage.The rapid growth in the number of automobile manufacturers has led to overcapacity,which in turn has led to fierce competition in costs,resulting in falling and falling sales prices of domestic vehicles.In addition to the pressure of rising prices of energy and raw materials,the overall industry profit margin,including the entire vehicle and auto parts,has continued to decline.It can be said that the Chinese automobile manufacturing industry has stripped off the cloak of excessive profits,and the competition between enterprises has shifted from the initial value chain to a comprehensive competition that includes corporate culture,social contribution,brand effect,and so on.Whether an enterprise can win in this competition depends on the middle management personnel of the enterprise.Therefore,it is even more urgent for the entire automotive industry to establish an efficient and scientific performance management system and performance appraisal system for middle level managers,so as to enable enterprises to achieve strategic objectives.This article takes the middle level managers of Beiling Automobile Company as the research object,starting from the major changes in the automotive industry and the actual situation within the enterprise,combining domestic and foreign performance management literature and relevant theories,to investigate and analyze successful performance management cases of advanced enterprises in the automotive industry,There are four prominent issues in the performance management of middle level managers in Beiling Automobile Company: the setting of performance plans and evaluation indicators is disconnected from the company’s business strategy,the unreasonable design of indicators cannot select the outstanding talents required by the company,the lack of follow-up and monitoring of the process,and the insufficient application of performance evaluation results.Through the analysis of the above issues,this article uses the balanced scorecard method and the key performance indicator method to optimize and design the performance appraisal indicators for each department and middle level managers of Beiling Automobile Company from the four dimensions of finance,customers,internal business processes,and learning and growth,and uses the analytic hierarchy process to reset their weights.At the same time,further refinement has been made in terms of performance plan formulation,performance management process monitoring,and performance feedback interviews to ensure the effectiveness of the optimized performance management system for middle level managers in Beiling Automobile Company,so that the improved performance management system can stimulate the enthusiasm of middle level managers and maintain the momentum of sustainable development of the company in the brutal market competition.