| As the change of the world economy and the progress of science and technology,the sustainable development of SMEs in China is facing huge challenges,Especially since the 14 th Five-Year Plan in 2021,state advocates the path of high-quality development for enterprises,and the new development situation makes new requirements for enterprise management.For small and medium-sized enterprises in the construction industry such as LJ Company,faced with the upgrading of industrial structure adjustment and the tightening of ecological environment governance,resulting in increasingly fierce competition among enterprises,how to solve the problem of high quality and sustainable development of SMEs.In the complex competition form under the influence of market economy,human resources management for enterprise development the important strategic significance of gradually appear.Performance management as the core of human resource management,become the top priority of enterprise management.However,as a traditional local small and medium-sized family enterprise,LJ Company’s human resource management level is relatively backward and lacks scientific and efficient management.It is difficult to achieve anticipated strategic objectives.In particular,the problem of performance management module is particularly prominent.Problems such as chaotic performance management and employee dissatisfaction with the evaluation process has led to a large number of talented employees leaving.According to the human resources inventory report of LJ Company in the first half of2022,the employee turnover rate reached 20.33% in the first half of 2022.In the face of such a situation,it is a key issue in the current development process to effectively reduce the brain drain and improve the work enthusiasm of employees through more scientific and efficient performance management,so as to comprehensively enhance the competitiveness of enterprises and promote the realization of strategic goals.This paper first generalizes the present state of LJ Company’s performance management system,combined with participant observation,employee interview,questionnaire survey and other methods,find problems existing in performance management,that is,the performance indicator system setting lack of scientific and accurate quantitative indicators and employee participation,lack of performance communication,guidance,correction mechanism,implementation process is not fair,subjective factors.The degree of performance feedback interview is insufficient,and the incentive measures based on performance appraisal results are too simple.Secondly,this paper raise the optimization scheme of the performance management system of LJ Company,which includes constructing a scientific and reasonable quantitative index system,enhancing employee participation,strengthening the management and control of the performance implementation process,establishing a performance supervision mechanism,and establishing performance communication and feedback interviews,and the addition of incentive measures based on the results of performance evaluation.Finally,it puts forward safeguard measures from three aspects: perfecting system guarantee,cultural construction and personnel guarantee.Based on the practical problems existing in LJ Company’s performance management,this study conducts in-depth analysis according to relevant theories,aiming at establishing a performance management system that fits the company’s reality,enhancing the enterprise’s competitiveness and promoting the realization of the enterprise’s strategic goals.This study also provides reference for other enterprises facing performance management problems. |
