Research On Performance Appraisal Of Project Managers In H Compan

With the continuous innovation of information technology such as 5G,big data,cloud computing,artificial intelligence,and the Internet of Things,China’s economy has entered a new era of digitization,intelligence,and networking,and the software service market in the digital economy era has seen leapfrog development.Nowadays,digitization has entered a deep water zone,and competition in the software service industry is becoming increasingly fierce.As a knowledgeintensive industry,the software service industry has its own characteristics.On the one hand,talents are the first production factor of enterprises,and there are high requirements for the professionalism,technicality,and innovation of employees.On the other hand,based on the project management model,many tasks for employees in the project construction process are difficult to directly quantify,and the autonomy of employees often determines the project’s productivity and efficiency.Therefore,for software service enterprises,building a set of scientific performance appraisal scheme is an important condition for enterprises to maintain competition and sustainable development.This article takes the performance appraisal of project personnel in H company as a case study,based on relevant performance appraisal theories and combined with the research results of domestic and foreign scholars in performance appraisal and project management.Through a questionnaire survey,it is found that in the implementation of KPI performance appraisal in H company,the managers pay little attention to performance appraisal,the company’s strategic objectives have not been properly decomposed,the design of performance appraisal indicators is not comprehensive,the performance appraisal lacks communication and feedback,and the application of performance appraisal results is not perfect.These issues have further affected the enthusiasm and efficiency of project personnel in H company,which become more prominent as the company’s business scale and personnel grow.To solve the problems in the current performance appraisal of project personnel in H company,this article optimizes the performance appraisal of project personnel in H company based on the fairness theory and Pareto principle.Combining the research results of domestic and foreign scholars in performance appraisal and project management,this article constructs a performance appraisal indicator system based on "BSC+OKR" combination,decomposing the objectives from the H company’s strategic goals from top to bottom,and building a performance appraisal scheme that combines results and processes.It proposes targeted solutions in the planning,implementation,feedback and communication,application of appraisal results,and implementation guarantee of performance appraisal.While solving the problems of H company,this article hopes to provide some reference value for the performance appraisal scheme of peer industries or project-based management companies,explore how to effectively activate employees’ autonomy,solve the performance appraisal problems of H company’s project personnel,and further improve performance and productivity.