Research On The Optimization Of Performance Appraisal Program For Editors In JW Company

Textbooks and supplementary books play an important part in the book publishing industry.With the intensifying competition in the supplementary book market,users put forward higher requirements for the quality and time-oriented products.The “double reduction” policy issued by the state has a huge impact on the development of publishing sector such as JW Company.As an independent R&D enterprise,JW Company raises high requirements for editors’ working capability.However,the current performance appraisal program is unscientific,the indicators are unclear,and the appraisal results are not convincing,resulting in a serious loss of outstanding talents.In order to meet the severe challenges of the market and ensure the healthy and sustainable development of JW Company,it is urgent to optimize the performance appraisal program of editors.Firstly,based on the relevant concepts and theories of performance appraisal,this paper uses the questionnaire survey method and in-depth interview method to identify the four major problems existing in the performance appraisal program of editors in JW Company,which are the weak correlation between the performance appraisal of editing posts and the company’s strategic objectives,the subjective performance appraisal evaluation,the lack of communication and feedback in the performance process and the insufficient rewards and punishments.Secondly,it deeply analyzes the six major causes of performance appraisal problems,namely,insufficient understanding of performance appraisal,confusion of appraisal subjects,unclear appraisal indicators,weak operability of appraisal methods,lack of effective supervision and management mechanism,inadequate cultural atmosphere and incentive mechanism.Thirdly,combined with expectation theory,equity theory and attribution theory,the performance appraisal program of editors is optimized by using performance appraisal tools,such as objectives and key results(OKR),key performance indicator(KPI)and the balanced score card(BSC).After the optimization,the main body of performance appraisal is clarified,the performance appraisal index database is improved,appropriate indicators are screened,and the weights of relevant indexes are determined by analytic hierarchy process(AHP).Editorial appraisal is divided into three different assessment cycles: monthly cycle,project cycle and annual cycle.The optimized performance appraisal is more targeted and the indicators are clearer.It focuses on the process assessment and strengthens the result assessment.Meanwhile,we improve the communication and feedback mechanism of performance appraisal,attach importance to the process communication of daily coaching,clarify the feedback mode of performance results,and improve the complaint channel of abnormal performance.The effective application of performance results has been strengthened through post transfer,promotion and demotion,retraining,career planning and project rewards.In addition,measures such as system,organization,culture and informatization are taken to ensure the smooth implementation of the optimization program.The optimized performance appraisal program is helpful to solve the problem of brain drain of excellent talents in JW Company,improve the stability rate of outstanding editors,enhance their work enthusiasm and innovation vitality,effectively raise the performance results of editors,achieve the overall improvement of the performance of editing and proofreading team performance,improve the capability of JW Company to resist external competition risks,and enhance the core competitiveness of JW Company for sustainable development.