Study On The Optimization Of Employee Performance Management System In Small And Medium Sized Construction Enterprises C Based On Okr Theory

The construction industry,as a pillar industry of our national economy,along with the rapid development of China’s economy has been in a state of rapid development.Among them,there are also some small and medium-sized construction enterprises,which have played an important role in accelerating China’s urbanization process,promoting urban-rural integration and other fields.However,with the country entering a new development period and building a new development pattern,the construction industry has gradually entered a new stage of development that needs transformation.For small and medium-sized construction enterprises,due to their weak ability to resist risks,they are faced with the most serious challenges of either growing or closing down.In addition,the decisive factor that restricts the development of small and medium-sized private construction enterprises is the backwardness of human resources management.As we all know,performance management is the core foundation of human resource management.Therefore,how to build a set of scientific and reasonable performance management system,fully tap the work potential of employees,and constantly promote the achievement of corporate strategic objectives is particularly important for the development of small and medium-sized construction enterprises in distress.Objective and key results(OKR)is a new performance management theory,which changes the stereotype that performance management is a single digital evaluation of the assessment object.It is emphasized that the main achievement evaluation method should be adopted under the precondition of achieving the goal.Maximize the potential of employees,mobilize their enthusiasm for work,align personal goals with department and company goals,and promote the realization of the company’s vision.This paper takes the small and medium-sized construction enterprises as the background and the construction company C as the research object.On the basis of a large number of literature studies,first of all,combined with the basic situation of corporate strategy,organizational structure,personnel composition,etc.,the performance management currently implemented by Company C is investigated and analyzed by means of high-level interviews;Then,according to the actual situation,it is concluded that the current small and medium-sized construction company C lacks the concept of strategic thinking and sustainable development of the enterprise,the staff performance assessment is not related to the company’s objectives,the assessment content is single,pointless,and can not stimulate the enthusiasm of the staff;After analyzing the necessity and feasibility of introducing the theory of objectives and key results(OKR)into C company,it is planned to start the pilot project from the company’s project department,and optimize the performance management system of small and medium-sized construction company C from the four stages of performance planning,implementation,evaluation,and feedback application;Finally,from the organizational level,the institutional level and the corporate culture level,the paper puts forward the measures for continuous improvement of the performance management system in order to ensure the effective operation of the new performance management system,so that through the establishment of the OKR performance management system,it can solve the human resources management dilemma of small and medium-sized construction company C,promote its rapid development and transformation,and also provide reference ideas for other similar enterprises.