Research On The Optimization Of Employee Performance Management System Of L Group Company

The public economy plays an important role in social and economic development,as it is an essential instrument and macro-level control of the state,and public enterprises are an essential part of the economy,while the optimal allocation of resources to public enterprises depends directly on their performance.At present,China’s private economy is developing rapidly and there is a multi-owner economy,but the state economy remains the dominant force in overall social and economic development.As the market economy system continues to improve and the international economic environment changes,SOE reform has become more thorough and has exposed a number of deep-rooted conflicts,such as poor performance,unbalanced human resource structure and low market competitiveness,which affect the economic efficiency and performance of SOE in a number of ways.The city’s state-owned enterprises have been intensively reformed and have seen positive changes such as increased market resilience,and the control,power and influence of the state-owned economy has been increased to a certain extent.However,with the deepening of reforms and changes in the competitive market environment,problems and contradictions have gradually emerged in the process of reform.Human resource construction has gradually become an important objective for enterprises today,and more and more enterprises are focusing on performance management and regard it as an important part of human resource management.Managers of state-owned enterprises have also raised performance management to a new level and made it a top priority,hoping to optimism and improve performance management for the purpose of improving employees’ working potential,reducing operating costs and enhancing work efficiency.Therefore,this thesis analyses a number of factors affecting performance management in enterprises and discusses the optimal path to optimism performance management in order to improve the performance of state-owned enterprises,promote their sustainable development and contribute to the healthy and virtuous development of the national economy.L Group is the only municipal tourism financing platform in the city,and a large state-owned holding enterprise belonging to the city,L Group is mainly engaged in the operation of assets,development of tourism resources and tourist attractions,real estate development,tourism consulting services and booking of train tickets.The domestic trade mainly covers the following parts: design,publication,agency and production of all kinds of domestic advertisements,rental services of own houses,tourism business,accommodation services,storage services of grain and oil,rental services of storage equipment,road passenger operation,domestic waterway passenger services,import and export agency,all kinds of engineering construction activities,property management,enterprise management,etc.Based on the background of the L-Group enterprise reform and the actual needs for modernization and transformation,this paper integrates the requirements of the state enterprise reform in the area of performance management based on relevant theoretical research and,in six chapters,summarizes the research findings and ideas,presents the current state of the L-Group enterprise,human resources and performance management system,complemented by interviews and surveys and other scientific research methods,and analyses the existing problems in the area of performance management.The main existing problems in the performance management system are the following: misalignment between performance management and strategic objectives,lack of scientifically based evaluation indicators,poor implementation of performance appraisal and inadequate feedback mechanism in the Group L company.In the light of the above four main problems,the author discusses the objectives,ideas and guidelines of the performance management system of Group L enterprises according to the actual situation of Group L enterprises,and lays the foundation for the next stage to propose a concrete way to optimize and finally improve the performance management system of Group L enterprises through six dimensions of performance appraisal,performance planning,performance management and communication,performance evaluation and assessment,performance feedback and performance implementation.In the end,the performance management system of L Group enterprises was improved and developed through the six dimensions: performance appraisal,performance planning,performance management and communication,performance appraisal and evaluation,performance feedback and implementation of results,so that the system would form a full-cycle system,and in the process of future reform and development,L Group enterprises could learn from this experience and make full use of their experience to continuously improve the development quality and market competitiveness of national enterprises,and finally achieve the goal of personal and enterprise performance development and success for the benefit of all.