First, the graduation project (thesis) content and research significance
(1) research background:
In 2006, the state brought Wanjiang city belt into the strategic key development field of the rise of central China.
Wanjiang city belt connects east and west and north and south. It is not only an important part of the industrial development circle in the Yangtze River Delta, but also an extension and supplement of the urban system in the Yangtze River Delta, and it is also a link to further expand and promote the development of developed areas along the Yangtze River Economic Belt.
Wuhu has many small and medium-sized enterprises under the urban belt. To achieve enterprise development, it is necessary to decompose the enterprise's goals into the goals of each worker in each business unit and position. The achievement of personal goals constitutes the achievement of business unit goals, and the overall goal of the enterprise is supported by the performance of each business unit, that is, the performance of each employee. How to give full play to the role of performance appraisal, so as to improve labor productivity, employee morale and enthusiasm, enhance employees' awareness of participating in company management, urge employees to unite and forge ahead towards organizational goals, and the high growth and development of enterprises, performance appraisal has been included in its important agenda.
(2) Research contents:
Based on the scientific theory of performance appraisal, this paper analyzes the problems encountered by small and medium-sized enterprises in Wuhu under the background of Wanjiang city belt, puts forward some opinions on integrating theory with practice, and finally illustrates how to apply performance appraisal to enterprise management through examples. The full text is divided into four parts, including the background, an overview of the related concepts of performance appraisal of grassroots employees of small and medium-sized enterprises in Wuhu under the background of Wanjiang city belt, the main problems existing in performance appraisal of grassroots employees of small and medium-sized enterprises in Wuhu, and the countermeasures to solve the performance appraisal of employees of small and medium-sized enterprises in Wuhu.
(3) Research significance:
Performance appraisal is a formal employee evaluation system, which evaluates and measures employees' work behavior and work effect in their posts through systematic methods and principles. It is an important activity of management communication between enterprise managers and employees. The results of performance appraisal can directly affect the vital interests of many employees, such as salary adjustment and promotion. Its ultimate goal is to improve employees' job performance, improve employees' satisfaction and future achievement while achieving business goals, and finally achieve a win-win situation for both enterprises and individuals. As an effective enterprise management tool, performance appraisal is one of the important ways to improve enterprise efficiency. Great progress has been made in evaluating and motivating employees, enhancing the vitality and competitiveness of enterprises, promoting the development of enterprises and improving their market position.
It plays a vital role and is the core of enterprise human resource management. Performance appraisal is one of the main ways for enterprises to effectively manage employees. Doing a good job in performance appraisal can promote the healthy development of enterprises and improve economic benefits in many ways. Otherwise, there will be confusion in enterprise management, leading to disorderly development. Therefore, performance appraisal has become one of the central tasks for enterprises to improve management level, reduce costs and improve efficiency.
Through the research on the performance evaluation of small and medium-sized enterprises in Wuhu, the management of the whole enterprise is more scientific and the development of the enterprise is more stable.
Second, the research status and development trend of graduation project (thesis) (literature review)
(1) Research Status:
(1) Development of Foreign Performance Appraisal System
Since Taylor's scientific management theory was born in the early 20th century, great changes have taken place in management theory and practice. Different historical periods and management stages have produced different management methods, and with these management methods and management ideas, performance management characteristics in different periods and different environments have also been formed. 1. Performance management under scientific management theory. Scientific management theory focuses on how to improve the productivity of individual workers. Its theoretical representatives are mainly Taylor, Gilbreth and Gant. The research focus of this period is that workers should flow reasonably, exercise and grow in suitable posts, standardize process tools and pay by piece. 2. Performance management under the theory of behavioral science. Behavioral science began in Hawthorne in the early 1930s and was founded by Mayo, a professor at Harvard University. Under the theory of behavioral science, performance management has the following characteristics: the attitude and behavior of employees become an important aspect of assessment; Considering the imbalance of demand, improve employee performance; Achieve organizational performance by improving personal performance; Informal organizations in organizations have a great influence on employee performance. 3. Performance evaluation under the "people-oriented" management theory: the improvement of human capital such as knowledge, ability and health is far more important than the increase of material and labor. In the final analysis, management is the management of people in the organization. It is a major feature of modern management theory to give full play to people's subjective initiative and help individuals realize their own value and social value while meeting organizational needs.
(2) the development of domestic performance appraisal system
The development of domestic performance appraisal system The research and application of performance management theory in China has just started. With the rapid growth and development of many enterprises in recent years, performance appraisal has been included in its important agenda. The development of China's performance appraisal has mainly gone through the following stages: before the 1980s, from the founding of New China to the early 1980s, China implemented a planned economy system, and enterprises were only grass-roots organizations with administrative power, whose goal was to complete the tasks assigned by superiors and carry out their instructions. All factors of production, including people,
Materials are all included in the planning and distribution channels, and personnel management follows the methods and practices of the war years. From the Central Organization Department and the Ministry of Labor and Personnel to the enterprise organization department and the Ministry of Labor and Personnel, it is divided into two systems: management cadres and ordinary employees from top to bottom to ensure the implementation of the political line organizationally. The tendency of "politicization" or "administration" of personnel policies, principles and objectives is very obvious. In order to meet the special requirements of this kind of personnel work, the essence of assessment is "organization (cadre) assessment", and its basic connotation is "selecting and training cadres to provide a basis for selecting and training cadres". The assessment of non-cadres is limited to "attendance" and "grade assessment". The former provides a basis for whether to "deduct wages", while the latter provides a basis for the salary of the hierarchical wage system; After the 1980s, the 14th National Congress of the Communist Party of China established the basic policy of China's socialist market economy, and made efforts to fundamentally change the economic pattern of China's social reproduction. The social reproduction cycle will be realized by the market, and not only commodities, production factors and even property rights will enter the market. In the new economic environment, the goal of enterprises is no longer to complete the contracted tasks and indicators, but to face the market, rely on business strategies and decisions, seek survival and development space in the market economy, seek competitive advantages or positions, and make enterprises rich in prospects and achievements. The production and operation process of an enterprise is essentially the organization process of personnel, and the status of personnel work in realizing the goals and missions of the enterprise is also rising day by day, which has become an integral part of the enterprise management strategy. The main task of personnel work is to give full play to the potential ability of employees, stimulate their enthusiasm and enthusiasm, create achievements and achievements to the maximum extent, and handle personnel benefits such as salary, reward, promotion, deployment, education and training, welfare guarantee, etc. fairly and reasonably, so that every employee can operate for the enterprise. In recent 15 years, with the increasing competitive atmosphere and the rise of the era of knowledge economy, the global business community has paid more and more attention to human resource management, so human resources have also changed from traditional personnel management to assessment-based ability management.
(2) Development trend
Some main trends and trends in the development of performance appraisal: the stage of "reward and punishment adjustment under equalitarianism": there is almost no formal appraisal at this stage, and equalitarianism is basically implemented. Only those who have made special contributions will be given special rewards, and those who have made major mistakes will be punished, with limited rewards and punishments as adjustments. "Subjective evaluation" stage: Some private enterprises that started earlier realized that egalitarianism must be broken, and a flexible evaluation and distribution mechanism must be implemented to determine the salary according to ability and contribution and widen the income distribution gap. However, enterprises lack a rational management foundation, with a strong color of humanized management, and the assessment relies on subjective feelings without standards. The boss has the final say on the assessment results and income distribution. "DeNeng Diligent evaluation stage: Some enterprises realize that the evaluation should comprehensively examine many aspects, including not only the results of the work, but also the work itself.
Ability, attitude, attendance, etc. At present, the assessment of most enterprises in China adopts the mode of "morality, ability and diligence" in the form of national civil servants. However, there are some problems in this assessment model: the assessment indicators are complex, not targeted, there is no clear standard, and the assessment focus is not prominent. Assessment does not really reflect the performance of employees, and often "good people" and "mediocre people" have the highest assessment scores. "Quantitative assessment and target assessment" stage: objective quantitative assessment can be said to be the focus of many enterprise management in recent years. Assess the actual performance of employees with the standards promised in advance, so as to achieve the purpose of improving performance. This standard is a concrete, objective and basically quantifiable indicator, and this stage is the primary stage of scientific evaluation.
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