The research background of 1. 1

With the development of international trade, global economic integration and the intensification of market competition, logistics, as the "third profit source" of enterprises, plays an increasingly important role in the construction and development of national economy. Although the development of China's logistics industry has made some achievements since entering the 2 1 century, the overall scale of the logistics industry has increased rapidly, the logistics service level has been significantly improved, and the development environment and conditions have been continuously improved. However, compared with foreign logistics industry, the overall level of China's logistics industry is still low, and there are still outstanding problems such as low efficiency of logistics operation in the whole society, insufficient demand for socialized logistics, insufficient supply capacity of specialized logistics, and insufficient logistics infrastructure capacity, logistics technology, personnel training and logistics capacity. With the acceleration of the internationalization of logistics, foreign-funded logistics enterprises are constantly entering the China market. They rely on advanced logistics management concept, perfect service system and powerful information support system to provide customers with comparative advantages, which has caused a huge impact on logistics enterprises in China, and the development process of logistics industry in China needs to be continuously accelerated.

From the characteristics of the logistics industry, first of all, it has the general characteristics of the service industry. The competitiveness of enterprises comes from the flexibility and differentiation of services provided, and the quality of services depends largely on the subjective initiative, creativity and professionalism of employees. Secondly, the loose organization is closely combined with the rigorous business process. Many jobs in the logistics industry need to give full play to the subjective initiative of employees on the basis of strict business processes, and give employees full authorization and more room to play; Third, the quality of employees is generally low. With the internationalization of logistics, the requirements for the quality of employees are getting higher and higher.

Personnel have become an important part of the logistics industry. In order to be invincible in the fierce competition, China's logistics enterprises must attach great importance to the role of "people", human resource management, internal management of enterprises, especially employee performance management.

China's logistics industry started late and developed slowly, and its enterprise management ability was relatively weak. The introduction of performance management in logistics enterprises is relatively late, and performance management is not very mature. From the development in recent years, logistics enterprises have gradually realized the importance of performance management. Most enterprises have established their own performance appraisal system according to their actual situation, and the performance of enterprises and employees has also been improved to a certain extent. But in general, there are still many problems in performance management. Performance management is rarely used in incentive mechanism, and the development of logistics enterprises generally encounters the problem of "talent shortage" in the direction of employee career development. Therefore, the performance management of logistics enterprises still has a long way to go. How to realize the strategic goal of the enterprise and the long-term steady development of the enterprise through performance management has become an important topic for us at present.

YRCD Company was established in 2008, which is a modern logistics enterprise integrating agricultural products wholesale, processing, distribution, warehousing, logistics, quarantine, import and export trade and e-commerce platform. After several years of development, the company has become the largest vegetable distribution center in southwest China. With the development of the company, problems such as internal management and lack of talents have become increasingly prominent, leading to the lack of successful cases in the rapid development of the company.

Therefore, how to establish an effective performance management system, fully mobilize the enthusiasm of employees, improve the performance level of employees, and retain and attract a large number of talents has become an important measure to achieve the company's strategic goals.

1.2 research purpose and significance

With the development of global economy, the market competition is becoming more and more fierce. If an enterprise wants to gain a competitive advantage, it must constantly improve its overall efficiency and performance. The successful introduction of performance management system will play a vital role in the development of enterprises. From the perspective of enterprise organization, performance management can ensure the realization of organizational strategic objectives; From the perspective of human resources, it can improve the efficiency of organizational management and promote the virtuous circle of human resources management system; From the perspective of employees, we can stimulate the potential of employees and realize their personalized management and development.

YRCD Company fully realized the importance of performance management and introduced performance management from its inception. However, the performance management system is imperfect and unscientific, the implementation process is not in place, and the performance system is still one-sided. This paper takes YRCD Company as the research object and performance management as the research theme because:

① By analyzing the existing performance management of the Yangtze River Delta Company, an effective performance management system is established to promote the company's steady development. Effective and systematic performance management can form a fair evaluation of employees, provide employees with personal development space, retain and attract a large number of talents, and solve the problem of "talent shortage" caused by the rapid development of the company. ③ The competition among enterprises is becoming more and more fierce, especially in recent years, logistics enterprises have sprung up like mushrooms after rain. In order to be in an invincible position in this industry, YRCD company must master its own core competitiveness. How to achieve the company's strategic development goals, establish core competitiveness and maintain development advantages through performance management has become an important task for YRCD. ④ At present, the research on employee performance management of agricultural products logistics enterprises in China is still in the exploratory stage. Through the study of performance management in the Yangtze River Delta, some effective management methods and measures are formulated for domestic agricultural product logistics enterprises, which will contribute to the development of domestic agricultural product logistics enterprises.

1.3 Research Status at Home and Abroad

1.3. 1 Research Status of Foreign Performance Management

Through years of research and practice, foreign countries have established a relatively perfect performance management system. As early as the 1930 s, Elton Mayo developed the interpersonal relationship theory, emphasizing that employees' care will affect their work performance. In the 1950' s, performance evaluation developed into trait-based evaluation, in which supervisors evaluated the personality traits and work behaviors of subordinates. In the1960s, because the previous assessment methods were not ideal, peter drucker put forward management by objectives, emphasizing that the performance of the organization must be included in the assessment, that is, the performance method combining personal goals with company goals. 1970s, American management scientist Aubrey Daniels first put forward the concept of "performance management". With people's attention to the theoretical and practical research of human resources, key performance indicators (KPI) and balanced scorecard (BSC) came into being in the late 1980s and early 1990s. From 265438 to now, with the arrival of the era of knowledge economy, the development of strategic performance management has gradually matured, and performance management has become a means for organizations to achieve strategic goals. At present, the most widely used performance management theories and methods in the world mainly include two systems, one is the key performance indicator method, and the other is the balanced scorecard.

In practice, due to the influence of regional culture, there are many differences in the actual operation of performance management. Because European and American countries emphasize people-oriented management and think that organizations are composed of individuals, performance management in Europe and America focuses on the evaluation and management of employees' personal behavior and qualifications. Based on this, Compoir divides performance into the following eight aspects: proficiency in non-specific tasks; Proficiency in specific tasks; Able to communicate tasks in written and oral form; Ensure work discipline; The efforts shown; Supervise, manage or lead; Promote the performance of others and teams; Management or administration. Japanese enterprises pay more attention to the spirit of teamwork, while the concept of performance management focuses on the following aspects: first, authorization; Second, participate in planning and communication; Third, the team is a harmonious group.

1.3.2 Research Status of Performance Management in China

Domestic scholars and experts have also done a lot of exploration and practice on the basis of absorbing foreign research results. Professor Feng Yingjun of Harbin Institute of Technology and others (2004) pointed out that the existing performance evaluation results often contain the influence of objective conditions, and it is difficult to reflect people's subjective and effective efforts, and the incentive effect is limited. They put forward a new idea of establishing a management theory that adapts to the requirements of the times from the perspective of dynamic change, that is, understanding the role of management in dynamic change, selecting management models and measuring management performance. Professor Peng Jianfeng, a famous human resources expert from China Renmin University, concluded that the performance evaluation of Chinese enterprises has gone through four stages: reward and punishment adjustment, subjective evaluation, Deloitte performance evaluation, quantitative evaluation and target evaluation. From the practice of performance management, we can see that the great role of performance evaluation lies in transforming strategic objectives into measurable indicators and implementing these indicators. Finally, all the behaviors, tasks and achievements of the enterprise from the bottom up are supporting the enterprise strategy. Professor Hu Junchen of Fudan University believes that the accumulation of personal performance is the performance of enterprises, and enterprise performance comes from personal performance. The performance of excellent employees must be higher than the average level, and their investment in work, the completion of work objectives and their contribution to the organization should be higher than the average level. The personal performance of employees will be influenced by their own values, emotions and attitudes. Excellent employees will strive to improve their performance and keep it above average.

Domestic scholars have made some achievements in performance management research, but the vast majority of domestic performance management theory research follows the western performance management theory, and there are few domestic research innovations. The domestic research on performance management and assessment mainly focuses on several aspects: first, it introduces and evaluates the research results of foreign scholars on performance management and assessment theory and foreign experiences and practices; The second is to analyze and evaluate the practice and experience of enterprise performance management and assessment in China; The third is to put forward opinions and suggestions on the performance management and assessment of enterprises in China. In short, there are few innovative researches on performance management and assessment in China. How to combine foreign advanced performance management and assessment system with the reality of domestic industries and enterprises' development stage and make innovative application is an important work in domestic performance management research.

1.4 main contents of the study

This paper adopts the method of case study, through field investigation and in-depth interview of YRCD company, grasps the implementation status of the company's performance management, and makes a comprehensive analysis of the company's performance management combined with modern performance management theory knowledge, finds out the problems existing in performance management, and puts forward practical solutions and scheme design. This paper is mainly divided into six parts.

Chapter 1 is the introduction, which outlines the research background, significance, research ideas and methods. The sixth chapter is the conclusion, and the second, third, fourth and fifth chapters are the main parts.

The second chapter expounds the related theories and methods of enterprise performance management, including the connotation of performance management, the difference between performance management and performance appraisal, the process of performance management and the technical guarantee of performance management. The third chapter summarizes the current situation of performance management of agricultural products logistics, focusing on the performance management of companies in the Yangtze River Delta. The fourth chapter analyzes the shortcomings and problems existing in YRCD company's performance management, and analyzes its reasons; The fifth chapter introduces in detail the methods that need to be improved in the performance management system of enterprises in the Yangtze River Delta and the technical methods in the implementation of performance management, and finally summarizes the solutions to the main problems existing in the performance management of agricultural products logistics industry.

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