Abstract: In the west, performance management, as a new management tool, has been widely used in government departments and non-profit organizations. In recent years, China's public sector has also introduced the theory and method of performance management to improve work efficiency and effectively allocate resources. Museums are non-profit organizations that protect, research and display cultural and natural heritage. Introducing performance management into museums will promote the improvement of internal management, performance level, service quality and public social satisfaction, which is an effective attempt to deepen system reform.

Keywords: performance management; museum

First of all, the necessity of introducing performance management into museums.

(A) the status quo of museums under the current management system

At present, the common problem of general museums in China is that their social benefits are not high, and they have not played their due role in the social life of the country and failed to have a corresponding impact, resulting in unequal input and output, which also restricts the increasing input this day. The investment channel is single, and many museums are still struggling for survival, so they can't get on the project. In the long run, the vicious circle will become a simple government decoration.

The reason is that China's current museum management and operation mode is single, there is no right to appoint and dismiss personnel, there is no reasonable distribution mechanism, there is no independence, and multi-level management is actually irresponsible. Many reasons caused by this system and history have led to the following problems:

First, there is a lack of industry norms. Even museums of the same nature have no unified norms and standards in their business work.

Second, the competent department lacks a perfect evaluation system for the comprehensive performance of museums, departments and employees. The evaluation tools are outdated, the evaluation purpose is unclear, the evaluation method is single, the evaluation results are not really analyzed seriously and objectively, and the evaluation process and results are not really used to help employees improve and improve their performance, behavior, ability, responsibility and service consciousness.

Third, museum institutions lack a scientific and reasonable employee assessment system.

Fourth, there is a lack of communication channels and feedback mechanisms, and there is a lack of corresponding effective management methods and skills.

Fifth, there is a lack of evaluation and incentive mechanism.

In view of the common problems in the above museums, the best way to solve these problems is to introduce performance management and establish a scientific, effective, implementable, operable and controllable performance management system that conforms to the nature of museums.

(B) the necessity of introducing performance management

First of all, the introduction of performance management is the need of museum development. Perfecting the governance structure of the museum and implementing performance management are the only way for the museum to get rid of the predicament. On the basis of establishing a scientific and reasonable corporate governance structure, we will fully implement performance management and form a legal performance responsibility relationship between administrative departments and museums, the public and museums, and museums and employees. Through performance management, the museum performance evaluation system is established, and the museum performance is measured by the evaluation of the public, administrative departments and employees, so as to play the role of social supervision and administrative supervision.

Secondly, introducing performance management is an effective means to improve the management level of museums. Because performance management is systematic, scientific, easy to quantify, easy to operate and reasonable at this stage, the management level of managers at all levels can be effectively improved by establishing a performance management system, and problems in management can be found and improved in time. When introducing performance management into museums, there are specific performance targets and standards for daily management activities of museums. Both museum managers and managed people actively participate in this activity, which is related to their vital interests. Both the manager and the managed care about performance, which will inevitably lead to the interaction between the two sides, and the result will certainly promote the improvement of museum management level.

Thirdly, the introduction of performance management will definitely improve the work efficiency of museums. The implementation of performance management can mobilize the enthusiasm of employees to the maximum extent, stimulate their enthusiasm for work and awaken their sense of ownership. With this premise, it is easy for the museum to be reasonable and scientific in project cost control and rational personnel allocation, which plays a vital role in improving the work efficiency of the museum.

Secondly, the feasibility of introducing performance management into museums.

Performance management is an important way for public departments to implement strategic planning, which plays a vital role in improving the efficiency and quality of public services, scientifically evaluating and guiding employees' behavior, and realizing organizational missions and goals. Museums pay attention to some missions and core values that reflect organizational performance, such as public participation and museum responsibility, so that the whole organizational performance management can establish its own target system on the premise of realizing the missions and values carried by museums.

Performance management is a kind of responsibility mechanism, including the implementation of managers' responsibilities, the optimal allocation of resources and the coordination of the whole organizational system, which makes it possible to improve performance to some extent. This is in line with the requirements of the nature of the museum's work for employees. As long as we subdivide the functions, authorities and responsibilities of the staff of various departments in museums, we will find that cultural work needs a more rigorous and binding division of responsibilities than many other jobs, and to ensure that this responsibility system will not fail, we must rely on a binding force, which comes from external supervision, including the supervision of superior leaders, the supervision of employees and the supervision of the public; More importantly, employees' self-discipline, which is driven by a system that can stimulate employees' self-discipline, in addition to their own literacy, professional ethics and professional responsibilities.

In fact, many public departments like museums have been calling for and trying to establish such a system. Performance management can provide such an institutional system. The introduction of performance management, the formation of responsibility mechanism and supervision and restraint mechanism, the implementation of managers' responsibilities, clear everyone's work objectives, greatly reducing the blindness and inaction in the work. Work is no longer simply expressed as working hours, but the unity of time and efficiency, which makes it possible for museums to promote performances. With the improvement of public awareness, the audience has the right to ask the museum to be responsible for the public products (including services) it provides. The application of performance management in museums makes it possible for the public to understand and evaluate the performance of museums scientifically and correctly from outside the organization. This is an effective supervision and an indispensable and valuable resource for museums to upgrade themselves. According to the principle of consistency of power and responsibility, the relationship between decision-making, implementation and supervision should be clarified, and the new supervision mechanism and accountability system should be strengthened and improved to form a good atmosphere of seeking truth and being pragmatic, so as to promote the performance of museums from the inside out.

Third, the implementation direction of museum performance management

Gu: On the Performance Management of Museums (1) Strive for the autonomy of museum development management.

In order to implement performance management comprehensively and effectively, we must actively promote the separation of government and enterprise. The core of separating government from enterprise is to reduce the direct intervention of government departments, simplify administration and decentralize power, so that institutions have autonomy and flexibility and no longer become affiliated institutions of government departments. For public services (such as opening exhibitions to minors free of charge) or public products (such as exhibitions held to cooperate with a major event in the region) provided by mandatory administrative orders, the administrative department should not only ensure the source of funds and coordinate all aspects, but also implement effective management and supervision to ensure that museums provide public services and implement public products. At the same time, museums should take advantage of the opportunity of the transformation of administrative functions, strive to reduce direct intervention, strive to get rid of the status of affiliated institutions of administrative departments, strive for more autonomy and mobility, strive for personnel and financial autonomy, have the right to allocate personnel and funds, and establish its corresponding management model according to the nature and purpose of museum industry. This is not only the theoretical premise of implementing museum performance management, but also an important basis for the reform of museum management system.

(B) the establishment of museum industry standards and norms

Establishing the industry standards and norms of museums can not only make the development of museums have laws to follow, but also make a scientific evaluation of museums and provide a basis for establishing museums of relevant levels. Museum industry standards and specifications should include two aspects: one is "hardware" and the other is "software". "Hardware": including the volume of museums, including the standards and specifications of exhibition halls, public facilities, warehouses, research centers and cultural relics restoration centers in terms of building volume, safety, technical defense and communication. "Software" includes the standards and norms of personnel structure, institutional setup, management level and professional level of museums.

(C) the establishment of public accountability mechanism.

Museums should improve the traditional responsibility mechanism on the basis of imitating the responsibility mechanism of the private sector, and change the traditional complicated and vague political responsibility mechanism into a dual-oriented responsibility mechanism, that is, taking the results and the audience as the guidance and measuring the organizational performance with the actual social benefits received; Guided by the needs of the audience, establish a museum's direct responsibility mechanism for employees, audiences and society.

(D) personnel system reform

Vigorously promote the reform of the museum personnel system, according to the principle of "tight preparation, full capacity and high efficiency", set up posts according to needs and events, rationally adjust the structure of various personnel, optimize the allocation of human resources in various departments in the museum, and increase the proportion of professional and technical personnel. Realize the transformation of museum personnel management from identity management to post management, and gradually establish a new mechanism of independent employment, independent post selection, allowing personnel to enter and leave, and post promotion and demotion. On the basis of equality, voluntariness and consensus, through signing the employment contract, the personnel relationship between the museum and the individual is determined, the obligations and rights of the museum and the individual are defined, and the responsibilities and qualifications of different positions are defined. In the process of implementing the appointment system, we will vigorously introduce competition and incentive mechanisms to enhance our vitality.

(E) Reform of the wage distribution system

The reform of salary distribution system is the key to the success of performance management. Museums, like other units that rely on government finance for food, can't make use of the achievements in the management system and distribution system of museums until the system reform is ineffective.

The reform of salary distribution system should adhere to distribution according to work, establish a distribution system that pays attention to ability, performance and contribution, and implement post competition, post salary, task salary and performance salary. We will adopt the policy of special distribution of special talents and generous treatment of outstanding talents, adopt the form of agreed salary, project salary and project salary distribution for special talents in key positions, and gradually improve the restraint mechanism of income distribution.

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