Research On Performance Appraisal Optimization Of Guizhou BGY Company Based On Balanced Scorecar

Since the reform and opening up,urban real estate began to develop rapidly,from 2000 to 2020,the output value of the real estate industry accounted for an average of 5.5% of China’s GDP output.Especially after the global financial crisis in 2008,benefiting from the national policy dividend,the real estate industry once played the role of "locomotive" to pull the economy.However,in recent years,the pace of global economic recovery has slowed,domestic construction land resources are gradually decreasing,and social housing demand is constantly changing.Coupled with the increasingly serious homogenization of the real estate industry,the high debt ratio,and the low level of management,the real estate industry as a whole is not having a good time,and the competitive pressure in the real estate industry has increased dramatically.The role of performance management in supporting strategy is becoming more and more obvious,and through targeted development of corporate human resources and optimization of control processes,the per capita efficiency of enterprises can be continuously improved,and ultimately realize the scale development of enterprises with high efficiency and low cost.Therefore,how to promote transformation and upgrading through strengthening performance management is the concern of most real estate enterprises.This paper combines the internal information of BGY Guizhou Branch,through 164 questionnaires and 10 employee interviews,and conducts a more in-depth investigation and analysis of the current situation of the branch performance system,and concludes that BGY Guizhou Branch has the following problems in performance appraisal:(1)performance objectives are not well communicated to employees,(2)appraisal indexes are not highly relevant and too complicated in design,(3)insufficient attention is paid to(3)insufficient attention to performance communication and insufficient feedback mechanism,(4)insufficient rigor in the execution of performance appraisal,and(5)mutual disconnection between performance appraisal and result application.On this basis,this paper establishes a performance appraisal system based on the balanced scorecard according to the strategic development direction of BGY.The financial dimension,customer dimension,internal operation dimension,learning and growth dimension of the balanced scorecard are used to optimize the key indicators of performance appraisal,and the relative weights of each indicator are determined using the hierarchical analysis method(AHP)to construct the indicator system.At the same time,we propose four safeguards,including organizational safeguards,corporate culture safeguards,communication and feedback safeguards,and institutional safeguards,to increase the linkage between performance results and compensation,learning and growth,promotion,employee training,and performance improvement,so as to improve the quality of employees and revitalize corporate human resources.