Analysis on the Employee Performance Appraisal Standard; Employment Mechanism and Performance Appraisal of State-owned Enterprises

Abstract Human resource management is the whole process of forecasting the organization's human resource demand, making a manpower demand plan, recruiting and selecting personnel, organizing, evaluating performance, paying remuneration, and effectively encouraging, and developing in combination with the needs of organizations and individuals in order to achieve optimal organizational performance. This paper expounds the problems and countermeasures of human resources employment mechanism and performance appraisal in state-owned enterprises.

Keywords state-owned enterprises; Employment mechanism; Performance management; Incentive

1. Problems in the employment mechanism

(1) The selection of managers of state-owned enterprises does not conform to the norms of market economy:

Most of the main managers of state-owned enterprises are appointed by higher authorities and can be replaced at any time. Even for the state-owned enterprises that have completed the transformation of corporate system, because the members of the board of directors are appointed by the higher authorities, when the board of directors elects the general manager of the company, it basically follows the intention of the higher authorities to elect the person designated or recommended by the higher authorities. (2) The contradiction between the management function of enterprise managers and the master status of enterprise employees has not been really straightened out: the management behavior of enterprise managers and the democratic management behavior of ordinary employees lack necessary norms, which often leads to the restriction of the management function of enterprise managers and the master status and role of employees. It is prone to two extremes. At one extreme, enterprise managers with average ability dare not manage or can't manage what they should do, and the functions that originally belonged to managers' responsibilities can't be well exercised. At the other extreme, a strong enterprise manager can monopolize power freely and arbitrarily, which will easily lead to the failure to truly realize the rights of enterprise employees as masters.

Second, the problems existing in the performance evaluation system

(1) The evaluation criteria are arbitrary and unscientific. The job classification of state-owned enterprises in China is too rough, and the evaluation criteria of state-owned enterprises are arbitrary. Many evaluations are formal. (2) There is only a single evaluation method. In the process of personnel assessment in state-owned enterprises, many units do not use a variety of evaluations comprehensively, but only implement a single evaluation method. (3) Do not attach importance to scientific quantitative evaluation. State-owned enterprises only pay attention to qualitative assessment of employees, ignoring quantitative assessment. Many state-owned enterprises do not carry out quantitative evaluation, do not pay attention to the evaluation of contribution and ability, and the phenomenon of "iron rice bowl" is widespread. (4) The evaluation results are totally incompatible with the actual use. Due to various reasons, the wage and bonus gap between employees in state-owned enterprises is not large, and many state-owned enterprises do not subdivide the level of "incompetence", so that nearly the absolute majority of state-owned enterprise employees are at the level of "competence" and cannot exert the incentive effect of evaluation.

Third, the problems and solutions in the promotion space

(1) In the employment mechanism. The first is to establish a market-oriented employment mechanism. Carry out fair, fair and open talent competition to make outstanding talents stand out from the competition. The human resources development center should study how to develop the potential of talents. Second, we can learn from Haier Group's principle that "the position should be controlled, the promotion depends on competition, and the post should be rotated at the expiration". Through full authorization and timely supervision at all levels, whether to be promoted or not is decided by competitive performance, and the posts are frequently rotated, so that talents can flow, job burnout will not occur, and internal vitality will be enhanced. The third is to implement the system of eliminating certain personnel. Only by implementing the elimination system of certain personnel in state-owned enterprises can we break the iron rice bowl, enhance the sense of crisis and bring a benign development cycle to enterprises. (2) In terms of performance appraisal. First, it is necessary to set up scientific inspection indicators. To change the traditional performance appraisal standard, we should use the balanced scorecard to measure the operating conditions of enterprises. Evaluate the operation status of enterprises from the perspectives of enterprise industry, enterprise growth potential, customers and internal business. Set up relevant subsystem indicators, through the establishment and calculation of indicators, evaluate the output of enterprises, evaluate the growth potential of enterprises, and evaluate the operating parameters of enterprises from the perspective of customers and internal business, combine the long-term strategy and short-term operation of enterprises, and make the long-term goals clear and subdivided into the current performance evaluation-oriented indicators. The second is to strictly supervise the implementation. Many state-owned enterprises have formulated many good rules and regulations, but they lack execution, and the implementation effect varies from person to person. State-owned enterprises should make great efforts in strict supervision and implementation, establish a supervision team and a supervision expert database, and put an end to intercession and ineffective supervision. (3) In terms of promotion space. The first is to combine the vertical flow with the parallel flow of employees. Vertical mobility means promotion and demotion, which makes the excellent person go up and the mediocre person go down. Parallel flow refers to job rotation and cross-departmental flow, so that employees will not be slack in their careers. The second is to flatten the management.

State-owned enterprises should strengthen and improve the modern company system, so that they can participate in the competition as flexible and market-oriented subjects; Establish a market-oriented employment mechanism to reduce the burden on state-owned enterprises and stimulate the enthusiasm of employees; Set up a scientific assessment index system and comprehensively apply economic increment and balanced scorecard method to make the performance-oriented function of assessment standards play a role; At the same time, it provides a platform conducive to the development of employees, gives full play to their abilities, and improves the level of development and use of human resources. Through various incentives, the user mechanism is flexible and the performance management is scientific, which ultimately promotes its own competitiveness and is invincible in the market competition.

Wen Xian

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