Study On The Optimization Of The Performance Appraisal System Of First-team Employees Of GC Company

At present,it is in the critical period of "unprecedented changes in a century",the international situation is surging,the domestic economic development is facing structural adjustment,in order to achieve high-quality development,China’s economic transformation and upgrading process is constantly accelerating,and the economic strategy is constantly changing.As an important part of the main body of the market economy,state-owned enterprises have contributed a considerable part of market vitality,and play an important role in undertaking high-risk international projects,some public welfare projects,ensuring national security,responding to emergencies,and restricting non-state-owned enterprises.At the same time,as a critical period for the transformation of China’s "industrial power" into an "industrial power",in order to implement the overall national security concept and ensure economic security and resource security,it is necessary to continuously build and maintain a stable and efficient supply chain,improve the efficiency of circulation,and strengthen the reserve and supply of key equipment,key materials and key resources.At present,the state is also paying more and more attention to the development of logistics and warehousing industry,and the overall planning of the industry and the guidance of enterprise development are also constantly strengthened.GC company is a small state-owned warehousing and logistics company,due to the influence of the system and mechanism,the performance appraisal means of front-line employees are still at the old level,and the performance appraisal can not play its stimulating role at all.This paper understands the current situation of performance management and performance appraisal system of GC Company through interview,and further analyzes the main performance appraisal methods adopted by GC Company.The study found that GC company has problems such as unscientific design of performance evaluation indicators,lack of performance communication and feedback channels,and too random performance evaluation results.Aiming at the problem,combined with the strategic vision and actual situation of GC Company,the balanced scorecard,a performance evaluation tool,was used to build a performance management and performance appraisal system applicable to GC Company’s front-line employees from four aspects of finance,customers,internal processes,learning and growth.And organize the members to give full consideration to the performance indicators and their weights by the performance evaluation members,and then make reasonable weight distribution,and design the performance indicators for the front-line employees of GC Company.At the same time,several suggestions are given for the procedures in the implementation process,such as "striving for the support of the management level,carrying out the training of the performance evaluation program,and building a good corporate culture".Finally,the performance management and performance appraisal system of GC Company will be optimized.At last,the paper puts forward some safeguard measures to win the support of management,carry out the training of performance appraisal scheme,and build a good corporate culture to ensure that the new performance management and performance appraisal system can be carried out and maintained in GC Company.By applying the balanced scorecard assessment method to the front-line employees of small logistics enterprises,the performance management and performance assessment system of GC Company has been optimized,providing scientific management theoretical basis for the transformation and development of the company,and improving the modern management level of GC Company,which is innovative.At the same time,a small number of optimization cases of performance appraisal system of small logistics state-owned enterprises are given to provide reference for future research.However,due to the short observation period after optimization,the research lacks follow-up.Although the optimization results are good in the short term,the later development is still unknown.In addition,there is no further follow-up on the problems arising in the real-time operation of the system,resulting in that the current research system is still not complete.Later,other research methods can be used to further improve the system,solve the application shortcomings of the balanced scorecard,and build a long-term performance evaluation system for small logistics state-owned enterprises based on long-term observation.