I. Introduction (1) Research background, research status and significance 1. Research Status: "China's economic growth has reached or slightly exceeded 10% for four consecutive years", and the rare high-level operation of economic growth has attracted worldwide attention. However, under the historical background of global economic integration, enterprises all over the world have also strengthened their core competitiveness. Therefore, how to correctly evaluate the performance of employees and then rationally allocate talents has become the core issue of human resources research in various countries. In this respect, our country mainly focuses on qualitative evaluation, supplemented by quantitative evaluation, which is subjective and lacks certain objectivity. The research on human resource performance appraisal abroad is earlier and more, and some good results have been achieved in practical application, but its cultural background is too different from that in China. It is not practical for domestic enterprise human resources and can only be used as a reference. In order to realize the good development of human resources performance appraisal in China, it is necessary to establish a unique performance appraisal model in line with the current situation of Chinese enterprises. 2. Significance: Human resource performance appraisal is the most important part of human resource management and the core function of various functions of human resource management. It runs through almost all aspects of human resource management. In the modern society of globalization and increasingly fierce competition, every enterprise is doing everything possible to improve efficiency and reduce costs in order to enhance its comprehensive strength and win in the competition. But looking at the world situation, the current competition depends not only on technology and capital, but also on the human resource management level of enterprises to a great extent. Therefore, through the study of performance appraisal methods, this paper discusses the establishment of an effective human resource performance appraisal system, aiming at optimizing the procedures of human resource management, improving work efficiency, enhancing the scientific nature of human resource management, and rationally allocating personnel, so that enterprises can finally achieve organizational goals better and faster and be invincible in the competition. (2) Relevant theories and concepts 1. Related theories: (1) The theory of management by objectives was first put forward by Drucker, a famous management master, in his masterpiece Management Practice on 1954. He believes that we must have a goal to determine everyone's work, so knowing that the idea of management by objectives is based on Y theory, we must establish a goal system to improve the work efficiency of organizations and employees. ② (2) The most representative theories in incentive theory are Maslow's hierarchy of needs theory, Porter's incentive model, expectation theory and Adams' equity theory. Motivation theory is the core theory used in behavioral science to deal with the relationship among demand, motivation, goal and behavior. It is an important basis of performance evaluation theory, which explains why performance evaluation can promote the improvement of organizational performance and what kind of performance evaluation mechanism can promote the improvement of performance.

(3) Contingency management theory, which is a management theory formed in the United States in the 1970s. The core of this theory is to try to study the relationship within and between subsystems of an organization, as well as the relationship between the organization and other Soviet development environments, and to determine the relationship type and structure type of this variable. It emphasizes that in management, we should improvise according to the internal conditions of the organization and seek different and most suitable management modes, schemes or methods according to different specific situations. (4) People-oriented management, which regards employees as the most important resource of the enterprise, scientifically arranges the most suitable work according to the comprehensive situation of employees' abilities, specialties, interests and psychological conditions, fully considers the growth and value of employees in their work, applies scientific management methods, and fully mobilizes and exerts their enthusiasm, initiative and creativity in their work through comprehensive human resource development plans and corporate culture construction, thus improving work efficiency and increasing work performance. 2. Related concepts: (1) Performance is the degree to which goals are achieved. Drucker first set the company/department/individual goals (including quantity/quality/schedule, etc.). ) Measure the achievement of the target at the beginning of the year (or at the beginning of the year) or at the end of the year, including whether the quantity is completed and whether it is completed on schedule. If it exceeds the target, it is called good performance. If not, it is called good performance. (2) Performance appraisal is a formal employee appraisal system. Through systematic methods and principles, employees' work behaviors and work effects are evaluated and measured. Performance appraisal is a management communication activity between enterprise managers and employees. The results of performance appraisal can directly affect the vital interests of many employees, such as salary adjustment, bonus distribution, job promotion and dismissal. (3) Performance management refers to the continuous cycle process in which managers and employees at all levels participate in the formulation of performance plans, performance coaching and communication, performance evaluation, application of performance results and improvement of performance objectives in order to achieve organizational goals. The purpose of performance management is to continuously improve the performance of individuals, departments and organizations. Performance appraisal is the core and indispensable part of performance management. Through performance appraisal, it can provide information for the improvement of organizational performance management, help organizations to continuously improve the level and effectiveness of performance management, make performance management really help managers improve their management level, help employees improve their performance ability, and help organizations achieve an ideal performance level. Therefore, performance appraisal is a means of performance management. In order for enterprises to operate under a good performance management system, it is necessary to establish a good performance appraisal system. (III) Commonly used evaluation theories At present, the performance appraisal methods adopted by enterprises are quite different, but in general, they can be divided into two types: hard index performance appraisal methods and soft index performance appraisal methods. 1. Hard indicators are mainly divided into two categories: one is output indicators, such as output, sales volume, scrap rate, raw material consumption rate, energy consumption rate, etc. The second is personal work indicators, such as attendance, accident rate, foul rate and so on. These indicators are objectively quantified, so they are also the most credible. But in fact, there are many reasons that affect job performance, which are greatly influenced by environmental factors and beyond their control. Moreover, this method pays attention to the work results, ignoring the work behavior of the assessed, and may sacrifice the long-term effect by paying attention to short-term indicators. Therefore, the soft index assessment method is needed to make up for it. 2. Soft indicator performance evaluation method

From excellent to poor, from high to low; 5. Establish the evaluation system of behavior anchoring method. This method provides clear and objective evaluation criteria for supervisors, has good feedback function, and the performance evaluation elements are independent of each other. The disadvantage is that the cost of design and implementation is high, and it takes a lot of time and money. (III) Results-oriented performance evaluation methods Results-oriented performance evaluation methods include target management method, performance standard method, direct index method and performance record method. This paper mainly talks about the management by objectives proposed by peter drucker in 1954. Management by objectives is a process of setting and evaluating objectives, and the basic steps are: 1. Set strategic goals; 2. Organizational planning objectives; 3. Implement control. When setting goals, the number of goals should not be too large, and the goals should be quantifiable and measurable, with long-term and short-term coexistence. Goals should be set by management and employees. When setting goals, we should work out detailed steps and time frames to achieve them. The biggest feature of this method is that the superiors and subordinates negotiate to determine the specific methods to achieve the goal, and the subordinates decide and give regular feedback. The advantages are: it is beneficial to the consistency between work behavior and the overall goal of the organization; Provide clear control standards and promote communication; Reduce conflicts and confusion in work. Disadvantages are: it takes a lot of time and energy to set goals, evaluate the progress of goals and provide feedback, and this method does not set a unified goal among different departments and employees, so it is difficult to compare the job performance of different employees and different departments horizontally, and provide a basis for future promotion decisions. (4) 360-degree appraisal method The so-called 360-degree appraisal method means that the appraisee is evaluated by his superiors, colleagues, subordinates and customers who know and are familiar with the appraisee, and the appraisee also conducts self-evaluation and then gives feedback to the appraisee to help the appraisee improve his ability, level and performance. Its advantages are that employees can be evaluated from all directions and angles, and more information channels enhance the reliability of information. Disadvantages: This method requires strict organizational environment. When the main purpose of evaluation is to determine personal development needs, the evaluation results are highly credible. If the purpose is to serve the incentive personnel policy, the evaluator will often consider the gains and losses of personal interests, and the evaluation is relatively difficult to be objective and fair, and the appraisee will also doubt the accuracy and fairness of the evaluation. (V) Key Performance Indicators Method Key performance indicators (KPI for short) are objective quantitative management indicators to measure process performance by setting, sampling, calculating and analyzing key parameters at the input and output ends of internal processes of an organization. The advantage of this method is that it forms a driving system based on enterprise strategy, decomposes planned tasks into departments, posts and specific actions by setting goals, and forms a target management system based on business processes. By analyzing the performance of each process, the performance is linked to the salary, which plays a positive role in restraining and encouraging the behavior of employees. The disadvantage is that if the index design is unreasonable, it will not effectively support the goals and performance of the enterprise, and even lead the enterprise in the wrong direction. Third, the main performance appraisal methods compare the advantages and disadvantages of performance appraisal. The alternative ranking method of advantages and disadvantages is simple and easy to use, which can avoid some problems that may cause different opinions of employees in the middle trend and other assessment methods, and it will cause unfairness when all employees' performance is actually excellent; Areas where it is difficult to find problems are not suitable for giving advice and counseling to employees. The forced allocation method will have a predetermined number of people in each performance level.

Critical incident method helps to confirm which employees' performances are "correct" and which are "wrong"; Ensuring that it is difficult for supervisors to evaluate employees' current performance or to arrange behavior anchor evaluation methods can provide a kind of "behavior anchor" for evaluators; The evaluation result is very accurate and the design is difficult. The evaluation standard of target management method is clear and objective. It takes time for MBO to motivate employees, and the difficulty is difficult to grasp and quantify. The information quality of 360-degree evaluation method is comprehensive and reliable, which is beneficial to

Team building: employees can objectively understand their own shortcomings in career development, so as to make targeted personal development plans for the future. The evaluation cost is high, and there may be "personal grievances". It is difficult to deal with all aspects of information comprehensively. 4. Problems in performance appraisal 1. (1) Subjective problems in the process of performance appraisal When evaluating employees' performance, there will be various psychological and behavioral errors unconsciously and subconsciously, which generally include personal prejudice, halo effect, approximate error, emotional effect, implied effect, intermediate tendency, elastic tendency and so on. 1. Personal prejudice The evaluator's prejudice against the appraisee will affect the true evaluation of the appraisee. Bias in performance appraisal can come from superiors to subordinates, or from subordinates to superiors. It is easy to make mistakes in performance appraisal because of the subjective prejudice of managers or the small mistakes made unintentionally by employees. In the process of performance appraisal, managers sometimes inevitably have subjective judgment errors and prejudices, which affect the enthusiasm of employees. Therefore, in the actual performance appraisal process, efforts must be made to avoid the influence of employees' past achievements, age, gender or race, thus resulting in incorrect performance. 2. Halo effect appraisers will pay too much attention to one aspect of the appraisee's performance or one aspect unrelated to the work performance when assessing the appraisee's performance, thus affecting the overall performance appraisal. Halo effect can lead to overestimation or underestimation. For example, an employee is good at dealing with interpersonal relationships and speaks politely, and the appraiser thinks that he is very capable in all aspects; On the contrary, another employee is usually lazy and often late for work, and the assessor will have a strong impression of his extremely irresponsible work. In fact, the latter is very creative in his work, and his actual work performance is not worse than the former. 3. According to the explanation of behavioral science, recency effect thinks that behavior is often goal-oriented. For example, every employee knows when to evaluate his performance. Although some employees' behaviors may not be conscious, it is often in the days or weeks before the evaluation that employees' behaviors will improve and labor efficiency will tend to rise. For evaluators, they are more impressed by recent events and less impressed by long-term events. This often happens in performance appraisal. When evaluating the work performance of the appraisee at a certain stage, the appraiser often only pays attention to the recent performance and achievements of the appraisee, and replaces the performance of the appraisee with the recent impression, which will lead to approximate errors. 4. Emotional effect

People have emotions, and engaging in any kind of activities inevitably brings emotions, and performance appraisal is no exception. The evaluator may consciously or unconsciously use his emotional level to evaluate the performance of the appraisee. In order to avoid the emotional effect leading to the errors in the performance appraisal of the examinee, the appraiser must overcome the personal emotional factors in the performance appraisal, and strive to stand in an objective position and strive for fairness. 5. Hinting effect Hinting is a special psychological phenomenon of people, and it is a rapid psychological reaction caused by people reminding others through language, behavior or something to make them accept or do it. Under the hint of managers or authorities, examiners can easily accept their views and change their original views, which may lead to the hint effect of performance appraisal. In order to prevent this kind of mistake, in the evaluation, the speeches of managers or authorities should be put at the end, so that their speeches can hardly play a suggestive role. 6. Centralization trend When determining the evaluation level, many examiners can easily cause centripetal trend. For example, if the evaluation grades are from the first to the seventh, they may avoid both the higher grades and the lower grades, and rate most employees as the third, fourth and fifth grades. This over-centralized evaluation result will distort performance appraisal, so we should try our best to avoid the error caused by this effect in performance appraisal. (1) (2) objective problems in the performance appraisal process 1. The unscientific design of performance appraisal standards is reflected in the strong subjectivity of standards, the weak correlation between standards and work, and the simplification of standards. 2. The performance appraisal indicators are designed vaguely and used incorrectly, which is manifested in the vague and general appraisal indicators, the incorrect use of indicators and the lack of contingency view. 3. Improper selection of performance appraisal methods. Many performance evaluation methods and technologies have been developed at home and abroad. These methods have their own advantages and adaptability. Not every method is suitable for performance appraisal on any occasion. Only by choosing and using them accurately can we make an objective and fair performance evaluation of the assessed. Therefore, this paper explains and compares different performance appraisal methods, and analyzes the problems that are easy to appear in performance appraisal, so that we can have a general understanding of performance appraisal and know how to use performance appraisal methods correctly, and finally complete the establishment of a complete performance appraisal system, so as to narrow the errors in performance appraisal and be as objective and fair as possible.