Performance Appraisal System Improvement Study For The Subsidiary Corporation Of Changsha State-owned Investment And Operation Group

Since 2015,local government investment and financing plat form groups at all levels have sprung up in China,and provincial and prefecture level state investment groups have been established one after another,f orming an enterprise model with Chinese characteristics.The nature of provincial and municipal low-level state-owned investment groups tends to be consistent.They are engaged in state-owned capital investment and operation in many fields,and have severa l cross industry subsidiaries.How such state-owned platform group enterprises conduct effective perfor mance appraisal on their subsidiaries plays a vital role in realizing the strategic coordinated development of the group and its subsidiaries.Changsha state owned capital investment and operation group Co.,Ltd.(hereinafter referred to as SDIC group)is a key link in the troika of "state investment,industrial investment and state-owned assets" of Changsha Municipal State-owned platform.It is a market-oriented state-owned enterprise supervised and managed by the Municipal State owned assets supervision a nd Administration Commission after the reform of state-owned assets and state-owned enterprises of the municipal Party committee and municipal government.It mainly performs the functions of capital operation,industrial investment and platform incubation.By referring to the relevant references at home and abroad,and using the methods of data collection,conversation and interview,this paper analyzes the current situation of the performance appraisal of the subsidiaries of SDIC group,and finds out the m anagement deficiencies and problems: the setting of appraisal indicators is unscientific,the appraisal process is lack of supervision,the appraisal res ults cannot be separated,the application of appraisal results is insufficient,and the performance app raisal effect cannot be reflected,etc.In order to solve the performance management dilemma and realize the enterprise’s strategic objectives,the balan ced scorecard is selected to decompose the enterprise’s strategic objectives and establish a set of sub sidiary performance appraisal system with strategic coordination,controllable process and objective and fair,so as to solve the current performance app raisal difficulties faced by SDIC group and realize the strategic coordinated development of SDIC group and its subsidiaries.In addition,performance appraisal management is a systematic work,which needs to improve the attention of enterprises to perform ance appraisal,and guarantee it from the aspects of organization,system and capital,so that the perf ormance appraisal system can be implemented,so as to promote the steady development of SDIC group and its subsidiaries.By optimizing the performance appraisal system of subsidiaries of SDIC group,promote the overall performance of the group to develo p better,improve the level of comprehensive management,improve employees’ work enthusiasm and sense of fairness,and realize strategic coordinated deve lopment.At the same time,the research results of this paper have certain guiding significance for imp roving the performance appraisal system of subsidiaries and promoting the implementation of the company’s strategic objectives.At the same time,it has reference value for other group companies to improve the appraisal system of subsidiaries.