In study, work and life, many people have written papers, which are articles to discuss or study a certain problem. Still at a loss for the paper? The following is my paper on the problems and countermeasures in the performance management of small and medium-sized enterprises. Welcome to read the collection.
In the new economic normal environment, the living environment faced by small and medium-sized enterprises is becoming increasingly complex. How to improve employees' enthusiasm and achieve enterprise goals through effective management means is the focus of human resource management in small and medium-sized enterprises. Performance management is a process of combining enterprise performance with employee performance, and finally achieving enterprise management objectives. Therefore, through perfect performance management, the economic benefits of enterprises can be improved, thus meeting the sustainable development of small and medium-sized enterprises under the new economic normal. However, there are many problems in the performance management of small and medium-sized enterprises due to the limitations of their own and external environment. Based on the defects of current performance management of small and medium-sized enterprises, this paper puts forward specific solutions to promote the healthy development of small and medium-sized enterprises.
First, the positive role of performance management for SMEs
Performance management is an important part of human resource management, and scientific performance management plays a positive role in promoting the development of small and medium-sized enterprises. First of all, performance management can provide objective and fair evaluation criteria for employees. Performance management provides a good environment for employees' operation behavior through an objective and standardized system, and can restrain employees' operation behavior through performance management, thus realizing fair competition among employees and greatly improving their work enthusiasm; Second, performance management helps to achieve the strategic goals of enterprises. Performance management is a management strategy formulated by enterprises according to their own development. Through perfect performance management, the enterprise not only improves the professional and technical ability of employees, but also realizes the interactive communication with employees, providing an excellent human resources team for the enterprise. Third, performance management can help enterprises find problems in time and improve them, thus realizing the sustainable development of enterprises.
Second, the performance management of SMEs problems
Performance management plays an important role in promoting the development of small and medium-sized enterprises, but limited by many factors, there are still many problems in the implementation of performance management in small and medium-sized enterprises, which are as follows:
1. The implementation foundation of performance management for small and medium-sized enterprises is still not solid. The foundation of performance management of small and medium-sized enterprises must be based on perfect management ability. Without strong enterprise management ability, it is impossible to ensure the effective operation of the performance management system. At present, the factors that affect the performance management foundation of small and medium-sized enterprises mainly include: First, the ability of managers in small and medium-sized enterprises is insufficient. Because most small and medium-sized enterprises belong to family management mode, with the continuous development of small and medium-sized enterprises, the ability of enterprise managers can no longer meet the needs of enterprise development, especially the lack of thinking mode and innovation ability of small and medium-sized enterprise managers has affected the effective implementation of performance management; Second, the managers of small and medium-sized enterprises have insufficient understanding of performance management. Many managers of small and medium-sized enterprises think that performance management is linked to employees' work through strategy, so when implementing performance management, they mainly start with employee salary management, which affects the effectiveness of performance management.
2. The performance appraisal system of SMEs is not perfect. Performance appraisal is one of the important contents of performance management, and constructing a perfect performance appraisal system can promote the effectiveness of performance management. Through the analysis of the performance appraisal system of some small and medium-sized enterprises in our province, the following problems are found: First, the setting of performance index system is unreasonable. Small and medium-sized enterprises often ignore the integration with enterprise strategy in the setting of specific assessment indicators, especially the lack of planning with enterprise positions, which leads to the lack of correlation between indicators of various positions and departments within small and medium-sized enterprises; Second, the performance appraisal of small and medium-sized enterprises lacks differences. The purpose of performance appraisal is to stimulate employees' enthusiasm for work and formulate assessment standards that meet employees' characteristics. However, from the actual indicators of enterprises, many enterprises lack differences in evaluation indicators, and often adopt a unified and standardized performance evaluation model, which leads to the failure of employees and their previous work potential to be stimulated.
3. The performance reward mechanism is not perfect. Performance reward is an important content of performance management. Small and medium-sized enterprises are aware of the role of reward mechanism in attracting talents under the environment of strengthening enterprises with talents, but there are some vague phenomena in the implementation of performance reward in small and medium-sized enterprises: First, enterprise managers only pay attention to short-term rewards and ignore long-term rewards. Small and medium-sized enterprises aim at achieving economic benefits, so many managers of small and medium-sized enterprises have formulated many generous reward conditions in order to achieve short-term economic benefits, but they have not formulated a reward mechanism conducive to the long-term development of enterprises; Second, the reward method is unscientific. Practice has proved that employees have different requirements for reward methods. Middle-and high-level employees with high cultural quality often attach importance to spiritual rewards, for example, enterprises need to provide a perfect scientific research environment, while employees engaged in front-line work will attach importance to material rewards, which requires enterprises to emphasize the differences in reward methods, while small and medium-sized enterprises often ignore spiritual rewards.
Third, to solve the performance management problems of SMEs countermeasures
Combined with the problems existing in the performance management of small and medium-sized enterprises and related literature, the countermeasures to solve the performance management problems of small and medium-sized enterprises are mainly reflected in the following aspects:
1. Consolidate the foundation for SMEs to implement performance management.
The key to implementing performance management lies in consolidating the foundation of the enterprise: first, it is necessary to improve the business ability of the management of small and medium-sized enterprises, especially the ability of enterprise managers to understand performance management. Because the managers of small and medium-sized enterprises have low cultural literacy and have a wrong understanding of performance management, the managers of small and medium-sized enterprises should fully realize the importance of performance management and improve their support for performance management from self-awareness; The second is to improve employees' understanding of the connotation of performance management. Employees of small and medium-sized enterprises should fully realize the positive role of performance management in themselves and cultivate their sense of responsibility in performance management. Of course, the most important thing for small and medium-sized enterprises is to establish a corporate culture atmosphere of performance management and a good working environment for employees to actively create each other. For example, enterprises can achieve sustainable development by creating an atmosphere of "innovation and competition".
2. Establish a perfect performance management system.
Performance management is a complete management system. In order to improve the level of performance management, enterprises must formulate a reasonable performance management system. The performance management system should take the enterprise strategy as the goal, take all aspects of performance management as the basis, evaluate the performance goals of each department, each post, each team and each individual, and finally ensure the realization of the enterprise strategic goals. It is worth mentioning that in the formulation of performance management system, we should pay attention to the width and accuracy of performance management. The so-called width of performance management refers to various elements of performance management and reasonable procedures to ensure performance management to achieve the ultimate strategic goal; The accuracy of performance management means that the decomposition of strategic objectives should be transmitted from top to bottom to ensure the accuracy of each step of assessment, which directly affects the accuracy of performance management.
3. Ensure that performance management is consistent with the company's strategy.
Any behavior of an enterprise should serve the realization of the overall strategic objectives of the enterprise, especially the performance management as the core content of enterprise human resource management. All employees of an enterprise should deeply understand this truth and realize the importance of consistency between performance management and strategic management. Therefore, when formulating performance management indicators, we should start from the strategic objectives of the enterprise, decompose the strategic objectives into specific post work step by step, and consider the long-term development of the enterprise, and combine the performance management objectives with the strategic objectives of the enterprise to serve the realization of the strategic objectives of the enterprise. In this process, it is strictly forbidden to focus only on immediate interests and personal interests. In addition, in order to better serve strategic management, the implementation of performance management should follow the pace of strategic management, adjust its own situation at any time according to the adjustment of strategic management, implement the work of improving the performance level of enterprises, and make contributions to the long-term development of enterprises.
4. Establish a performance feedback mechanism to create a performance communication atmosphere.
Two-way communication between enterprise managers and employees is the basis for the smooth implementation of performance management: first, enterprises should establish a good performance communication culture. Small and medium-sized enterprises should change the previous family management mode, establish a people-oriented management mode, integrate continuous communication into enterprise management, strengthen communication between enterprise managers and employees, and find out the problems existing in enterprise management in time through communication; The second is to establish a performance feedback mechanism. By constructing a dynamic performance feedback mechanism, according to the communication in different stages such as performance planning, performance coaching, performance evaluation and result feedback, a clear normative system is formulated from the aspects of communication purpose, communication mode and communication content, so as to improve the standardization of performance communication.
References:
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[3] Xu Hairong, on the application of performance management in small and medium-sized enterprises [J]. Friends of Science, 20 1 1(03).
[4] Yang Yuehe, Chen Laien, Yao Ji. Analysis on the present situation, problems and countermeasures of performance management of small and medium-sized enterprises in China [J]. Modern Economic Information, 20 1 1(09).
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