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1、Research on the Countermeasures of performance management of small and medium sized enterprisesAbstractPerformance assessment is becoming more and more important as an important tool to improve the performance of small and medium enterprises and employees. Performance assessment is the basis of prom
2、otion and training. Through regular assessment, it can also make employees know in which aspects have improved, and in which areas there are still shortcomings. Performance appraisal provides an opportunity to speak freely for all kinds of staff in the organization. It has the opportunity to reveal
3、the inefficient behaviors in the work, as well as to help employees strengthen the correct behavior. The performance appraisal is the reasonable basis of the reward. In reality, many small and medium-sized enterprise performance evaluation has become a as a mere formality, not standard practice in t
4、he assessment process, which is not displayed the achievements inspectionfunction, even to its opposite, how to fully mobilize the enthusiasm of the employees and cohesion, establish and perfect depends on a fair and open the performance evaluation mechanism. Based on the elaboration of performance
5、appraisal, this paper puts forward the problems of performance appraisal in human resources of small and medium-sized enterprises, and puts forward corresponding countermeasures, so as to provide references for enterprises in the process of performance appraisal and make certain decision reference.
6、Key words: small and medium enterprises, performance management, countermeasuresA summary of relevant performance appraisal 1. performance appraisalThe so-called performance appraisal is a formal employee evaluation system. It systematically measures and measures employees job behavior and work effe
7、ct through their systems and principles. It is an important activity of management communication between managers and employees. The performance evaluation results can be directly to pay adjustments, bonuses and payment of duties and other movements of the vital interests of employees, the ultimate
8、aim is to improve the performance of their staff in achieving business objectives, improve employee satisfaction and future achievement, and ultimately achieve win-win business and personal . 2. the purpose of performance appraisalThe main reference point in the performance assessment process is the
9、 future. We are not trying to explain how we used to be, but we should use the result of examination as a resource to plan the future possibility of a job or a worker, which is the development of workers and their work. Peter Dulac said, the purpose of the organization is to achieve synergistic effe
10、cts through the combination of workers strength, and to avoid their shortcomings. This is also the purpose of effective performance management. It can also be said that the achievement of the achievement of the assessment goal is to improve the overall efficiency of the organization. The purpose of
11、the following points:For staff promotion, demotion, transfer and provide the basis for turnover;Feedback on the employee performance appraisal;Assessment of the employees and team contribution to the organization;Provide the basis for employee salary decision;On recruitment selection and assignment
12、decision evaluation;Understand the needs of employees and team training and;The evaluation of staff training and occupation career planning effect;Provides information on the work plan, budget assessment and human resource planning. 3. performance appraisal of the general procedureThe implementation
13、 of performance assessment can be said to be the most important in performance management, which plays a vital role in the effectiveness of the performance management. The following general procedure is the implementation of performance appraisal:(1) the human resources department to formulate perfo
14、rmance evaluation methods of performance appraisal issued(2) employees in the performance and behavior of the facts as the basis, to me one by one score(3) direct supervisor to fact performance and behavior of employees based on employee itemized score and comments(4) the business department or the
15、functional department carries out comprehensive evaluation and evaluation. After the general evaluation, the direct supervisor will inform the staff of the results of the assessment.(5) direct interviews with employees and suggestions for improvement. If the employee does not agree with the supervis
16、ors assessment, he may make a complaint to the supervisor at the first level and make the final assessment by the supervisor at the first level. Employees should understand the results of the kimono from the results of the assessment(6) quarterly or semi annual assessment, business departments or fu
17、nctional departments only send the total performance assessment summary to the Ministry of human resources, and there are business departments or functional departments in the assessment form. At the end of the year, the annual performance assessment form and the summary of the assessment score shou
18、ld be sent to the human resources department.(7) the employees year-end examination score summary is submitted to the HR department for archiving, and the human resources department makes a classified statistical analysis of the year-end examination results.Two,Problems in performance management of
19、small and medium-sized enterprises1. did not attach importance to the work of job analysisIn the small and medium enterprises in China, the work analysis has not been paid much attention to, and the job responsibility is vague. In the above cases, we have found that the basic work of work analysis h
20、as been ignored by them. As examination of Mr. L is made from the column of work content, but it doesnt make clear instructions about the work content, so that L can summarize his work in a month. This is a judgment of a lost job completion basis or not, so it is difficult to determine the target po
21、sition, leading to evaluation; the two is the job busy uneven, there is a workload between the different positions of the same rank size, the degree of difficulty of the difference. Job analysis should be the first major step in human resource management activities, but many small and medium-sized e
22、nterprises in our country have not done so far, in the absence of a clear case of job analysis, design of performance appraisal standard is difficult to scientific assessment results, can not play its due use. 2. performance appraisal standard design scienceA standard is fuzzy, for a job evaluation
23、standards, such as how to be well done, how is better done, and what completed and completed, and what is the difference between them, the human resources department did not make a clear explanation. Mr. L and other examiners are only based on their own subjective judgment, and the results of the as
24、sessment are objective and impartial. Similar to A, most of the design of performance appraisal standards are not scientific. They are characterized by lack of standards, lack of strong correlation between standards and work, poor operability or subjectivity, too much simplex and unquantified standa
25、rds. Design of small and medium sized enterprise standards in the process of performance appraisal in the unreasonable or even no standard no performance evaluation standard is unable to obtain the objective assessment results, but can only get a subjective impression or feeling.3.Evaluation of the
26、performance appraisal of the selection errors, information is too narrowThere are two types of selection errors for the evaluators of performance assessment, the first one is the only evaluator, the top boss of the employee. Since it is impossible for a single person to know the information of the o
27、bject completely, it is difficult for a single examiner to produce an objective and reliable result in the case of information asymmetry. The second category is a number of evaluators, but the division of labor is not clear. For employees assessment, every level of the enterprise has the right to re
28、vise employees appraisal and comments. Leaders of different levels may have different opinions due to their different angles and different information. Therefore, the disadvantages of multi assessment can easily arise. In the end, the supreme leaders assessment is the criterion. On the one hand, the
29、 direct superiors of the appraisers feel that they have no real power and lose their sense of responsibility; on the other hand, employees will also think that the direct superiors do not have authority but do not obey the leaders, and take the top line to destroy the normal command and order in the
30、 enterprises. Besides, the final ruling power of the evaluation results is in the hands of the top leaders: in many cases, the evaluation results will eventually be sent to the top leaders for approval. As a result, the employees dissatisfaction with the results can be transferred to the top leaders
31、. In reality, employees dissatisfaction with business leaders is mostly caused by this, which may lead to the loss of the prestige of the highest leaders. 4. performance evaluation of no feedback results without proper usePerformance assessment should be focused on improving the ability of employees
32、 and exerting their potential. It should be very open in the process of implementation. But most of our country because of the long-term closed system of personnel management, the assessment work engaged in the field, no useful assessment results. Employees dont know how to improve their work at all
33、. Assessment behavior becomes a black box operation, and the examiners do not know what the examiners are satisfied with and affirmed, and which aspects need to be improved. This situation is often worried about assessment feedback leads to subordinate dissatisfaction, non cooperation or hostile att
34、itude in the future work, there may be a result of the performance appraisal itself no convincing facts based on only by the chief executive will conclude that if the feedback is bound to cause huge controversy. Ms. G, the human resources manager of A, believes that the limited rights of her departm
35、ent are only a simple file of assessment results, with little feedback.Three,To establish and perfect the performance management system of small and medium-sized enterprises1. make accurate and fair performance appraisal systemThe principle of fairness firstly, incentive system, to the introduction
36、of a set of the most recognized systems on the basis of solicit the views of staff, and the system is released in the incentive in strict accordance with the implementation of the system and long-term adherence; secondly and appraisal system together, this can stimulate staffs sense of competition,
37、the external the driving force is transformed into a kind of self motivation to work hard, give full play to the potential; finally in the formulation system should reflect the scientific work, is to be refined, enterprises must be analyzed systematically, collect and incentive related information,
38、a comprehensive understanding of the needs of employees and the quality of work, according to the situation the change to formulate corresponding policy. A good performance appraisal system should meet two conditions, that is, effective and reliable. But in practical use, many employees think that t
39、he enterprise performance evaluation system is not perfect or even the effect is not good. Therefore, when the performance appraisal should emphasize several points:(1) it is the key premise to correctly select the factors of evaluation. Assessment and evaluation mainly include individual quality, a
40、bility, performance, contribution and so on. The work of each department in the enterprise is different, and the selection of the specific evaluation elements is different. (2) to determine objective and clear criteria for evaluation. Before performance evaluation, every employee is required to know
41、 the specific provisions of each job by the job descriptions, clarify the specific contents of the evaluation criteria, and simplify and quantify the assessment indicators and contents as far as possible, through quantitative indicators. (3) in the process of assessment, the relationship between the
42、 employees and the results of the evaluation can not be leaked. The public can only be the evaluation procedure and the result. (4) a good grasp of the performance evaluation of the frequency. Too often or too sparse is inappropriate. Too sparse will produce illusory classification; too frequent is
43、easy to cause weariness of employees, and the accuracy of evaluation results is difficult to guarantee. Performance evaluation is not only to make the evaluation of the staff, more importantly, the combination of performance evaluation and salary reward system, to achieve the ultimate goal of perfor
44、mance evaluation. That is to say, we should effectively use the results of performance evaluation, feedback in time, and strengthen the incentive effect of salary. 2. do the job analysis and designThe ancients said: no, not Cheng Fangyuan. It is necessary to ensure that a clear job performance stand
45、ard is provided to all the examiners and other examiners. Improve enterprise performance evaluation system, the ability of employees and results of the qualitative investigation and quantitative evaluation combined to establish an objective and clear management standards, quantitative assessment, da
46、ta words, reasoning. Changes in the past staff assessment of qualitative components are too large, fuzzy evaluation, easy to be influenced by the subjective factors. (1) to clearThe performance standard is the basis of judgment of appraisal, and therefore must be objective and quantitative, the only
47、 way to let employees get a clear understanding of what exactly is your goal, objectivity as far as possible, improve the assessment judgment, avoid ready to accept either course examination results. (2) to measurableWe can measure both the number of standards, including quality standard, such as ev
48、ery day have to sell 10 products or every production of 1000 products to achieve 99% pass rate, which is the number of standard measurable, quality standards and plans to complete the degree degree is completed or not measurable. (3) to practicalThe standard setting should be based on the work analy
49、sis. Only in this way can the performance evaluation standard be closely related to the work. (4) difficulty to moderateThe standard must take into account the ability of employees, not too high or too low, because the standard is too high for employees to be unavailable and easy to lose confidence; low standards are not easy to arouse employees enthusiasm for work. Only those that are reasonable and challenging are the mos