Research On The Optimization Of Performance Appraisal Scheme Of High-Performance Materials Division Headquarters In S Company

The report of the Nineteenth National Congress of the Communist Party of China pointed out that on the basis of in-depth summary and evaluation of the 13 th Five-Year Plan,the central enterprises pointed out that they should always adhere to and embody quality,efficiency and power changes,which is the focus of sustained efforts to promote the high-quality development of central enterprises.The Three-year Action Plan for the Reform of State-owned Enterprises emphasizes that state-owned enterprises must first play their economic functions and create market value.From the current competition among enterprises,talent is the core of competition.As the focus of human resource management,performance appraisal should establish a scientific and effective dynamic appraisal management mechanism to help enterprises achieve their goals along with the deepening reform of state-owned enterprises and the change of their development strategies.This paper takes the high-performance materials division as the research object,which has a large span of industries and scattered industries.The headquarters of the business department are mostly functional departments,as a typical organizational structure of the central enterprises,following the general principle of "centralized decision-making,decentralized operation".Due to the short time of the establishment of the business department,the initial focus on project construction and product commissioning,the leadership did not pay enough attention to the performance appraisal management,so the performance appraisal management system is not mature.Based on the relevant theoretical research of performance appraisal,combined with the development status of performance appraisal at home and abroad,through the design of questionnaires and interviews with leaders,this paper shows the current situation of performance appraisal in the business department to the greatest extent.Combined with a variety of analysis tools and methods,the problems and causes of performance appraisal in the division are deeply analyzed.The main problems are as follows: 1)the setting of assessment indicators is unreasonable;2)the implementation of assessment management process is not scientific enough;3)the assessment process is not rigorous enough;4)the application of assessment results is too single.The reasons for these problems are as follows: 1)The performance appraisal lacks the guidance of strategic objectives;2)The performance culture of the division has been formed for a short time;3)The leadership has insufficient understanding of the performance appraisal management;4)The performance appraisal system is not perfect;5)It does not pay enough attention to the growth of employees.In view of the above problems,this paper optimizes the performance appraisal management of the business department from four aspects.First of all,we combine the strategic planning of the division to optimize the design and weight of the performance appraisal indicators of the headquarters.Secondly,we optimize the management of the performance appraisal process,mainly from the performance communication,system management,appraisal training and appraisal supervision to propose optimization programs.Then,we adjust and improve the appraisal procedures and scoring structure in view of the imprecise performance appraisal.It enriches the application of performance appraisal results.In order to ensure the landing of the optimization scheme,safeguard measures are put forward from the aspects of system,organization,culture and technology.The paper concludes with a summary and future prospects.