How to do the investigation report of industrial and commercial enterprise management?

Social Investigation Report on Business Administration College Students' Evaluation of Enterprise Performance

Survey outline

1.From February 24 to February 28, we collected information such as introduction and publicity pictures of * * * Property Development Co., Ltd. to understand the company's business scale and project construction status.

2. From March 3rd to March 7th, contact the person in charge of human resources of * * * Property Development Co., Ltd. to learn about the company's organizational structure and division of labor, the number and distribution of existing employees, job descriptions, the composition and operation of the existing performance appraisal system.

Three. March 10 to March 14

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Discuss with the relevant personnel of all departments of * * * Property Development Co., Ltd. the thoughts and feelings about the operation of the company's performance appraisal system, and collect your own thoughts and suggestions.

4.317-20 March, discuss and analyze the problems that enterprises should pay attention to when formulating and operating an effective performance appraisal system with the head of human resources of * * * Property Development Co., Ltd., and make an investigation report.

Reflections on enterprise performance appraisal

Executive summary:

Through the investigation of the present situation of the performance appraisal system of * * Real Estate Development Co., Ltd., this paper analyzes the problems existing in the implementation and operation of the performance appraisal system of this company, including the fact that the system formulation is divorced from reality, the implementation is ineffective, and the supervision during the implementation is ineffective, which leads to the performance appraisal not giving full play to its due role. In view of the company's present situation, combined with the company's business objectives, some improvement suggestions are put forward. From this, some conclusions can be drawn: problems that enterprises should pay attention to when formulating and operating performance appraisal system.

With instructions:

According to the requirements of the school, the curriculum outline of this major, the requirements of the Detailed Rules for Social Practice of Business Administration Major (Undergraduate) in Management Discipline, and the arrangement of the school, I conducted a social survey on the formulation and operation of the performance appraisal system in human resource management of * * * Property Development Co., Ltd. from February 24th to March 20th, 2003. After repeated guidance and revision by school teachers and instructors, I completed this survey report. Through this social survey, I am more aware of the content of performance appraisal management in human resource management and realize the importance of doing a good job in performance appraisal of human resources. Effective and feasible performance appraisal will greatly stimulate the enthusiasm and initiative of company personnel, thus promoting the development of the company.

-Investigation on * * * Real Estate Development Co., Ltd.

In the increasingly competitive market environment, how to improve the management efficiency of enterprise human resources has attracted the attention of many enterprises. One of the focuses of the problem is how to conduct effective performance appraisal. A few days ago, the author investigated the performance appraisal of * * * Property Development Co., Ltd.

I. Status of Performance Appraisal System of Real Estate Development Co., Ltd.

* * * * Property Development Co., Ltd. was established in early 2002. Is a private enterprise controlled by * * * Technology Co., Ltd., with a registered capital of 20 million yuan, mainly engaged in real estate development. At present, the development projects include * * University Science Park Demonstration Park, Nanping Yunan Jiayuan, Qinggang Villa District, Bananjia and Mao Yu Classic Garden, among which only Nanping Yunan Jiayuan (about 500 million yuan). The company's existing organizational structure is set as "six departments and three rooms", with 70 employees and a total monthly salary of 6,543,800 yuan. Obviously, the company's current operating conditions are mainly investment and development, supplemented by benefit recovery, and the cost of human resources is high, which makes the company bear greater pressure on capital operation. In view of the above situation, the company began to implement a series of system establishment and standardized management reforms in September 2002, hoping to improve the company's cost control and benefit creation, encourage the advanced, put an end to laziness and make the company's operation enter a good cycle through effective and feasible rules and regulations and assessment.

The company's current performance appraisal system is divided into three parts. Part of it is aimed at the top of the company, that is, the vice president in charge of the company. At the beginning of the year, the executive chairman of the company signed a target responsibility letter with the deputy general managers in charge, stipulating the standards to be achieved and the indicators to be completed during the year. By the end of the year, the company will be rewarded for achieving the targets, and punished for failing to achieve them. Different rewards and punishments will be stipulated for different indicators. The second part is "one thing, one evaluation", that is, for temporary emergencies that need to be completed in time, the specific person in charge is appointed and the completion schedule is listed. If you do it, you will be rewarded, and if you don't, you will be punished. The third part adopts a monthly assessment system for grass-roots employees. For each type of work, the company has made an assessment schedule, and the assessment elements include "morality, ability, diligence and performance". At the end of the month, the heads of all departments will score one by one according to the contents listed in the assessment plan, and confirm by talking, and decide the salary amount of the month according to the final score.

Second, the problems existing in the performance appraisal system of * * * Real Estate Development Co., Ltd.

The company formulates the above-mentioned series of performance appraisal systems, aiming at linking salary and bonus with performance through the assessment of managers and ordinary employees, so as to motivate employees and improve their work performance. But in the actual operation process, there are various problems:

(a) Assessment of polarization

The performance appraisal system formulated by the company includes senior managers and grass-roots employees, but omits middle-level management cadres, namely department managers and supervisors. Middle-level management cadres are only the executors of performance appraisal, not the objects to be assessed. Performance appraisal itself is first of all a means of performance control, and it is also an evaluation and recognition of employee performance. It has an incentive function, which makes employees feel a sense of accomplishment and pride, thus enhancing their job satisfaction. On the other hand, performance appraisal is also one of the bases for executing punishment, and punishment is also an indispensable measure to improve work efficiency and performance. Middle-level management cadres are out of the performance appraisal system, which makes their work lack of supervision, control and encouragement, which leads to the inhibition of middle-level management cadres' enthusiasm and lazy growth, which is easy to cause mutual shirking, evasion of responsibility and work block, which affects the serial operation of the company and further affects the development of the company.

injustice

In the company's performance evaluation system, the direct superior performs the evaluation. It is also the expectation of enterprise organization authorization evaluation. They have rewards and punishments, and without them, the evaluation loses its authority. But they are not very reliable in fairness, because frequent daily direct contact can easily make the evaluation mixed with personal feelings. When they are assessing, due to the harmonious and unified relationship at ordinary times, it is easy to directly affect the assessment results, so that wrong judgments will lead to confusion in personnel appointment and work.

(c) poor operability

work

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Monthly examination forms, each person should fill in more than 4, plus grading and conversation confirmation, it may take half a day or even longer for each person to fill in the form. The supervisor's workload is bigger. In a department with more people, the manager may spend half of his time doing performance appraisal every month. More interestingly, "virtue, ability, diligence and success" are all listed as assessment elements in the assessment form. For the monthly assessment of employees, the "virtue" and "ability" of employees will not change much in the middle of the month, which will basically become the invariants of the assessment. Taking this invariant as an evaluation factor will increase the relative stability factor of evaluation and reduce the reliability of short-term evaluation, thus affecting the effectiveness of evaluation. In addition, before the assessment, the company did not analyze or describe the job responsibilities of each position, and each department and position did not have clear and relatively quantitative work objectives, which would affect the implementation effect of the assessment.

Job analysis, performance appraisal and salary management are three complementary work links, which are indispensable. In particular, the work before the assessment is very critical and important. It can be said that the finer the work, the better, and the assessment process is relatively simplified and easy to operate. Otherwise, the effect will not be achieved or the loss will outweigh the gain, which will consume a lot of manpower and material resources of the enterprise, and may still cause inefficient operation of departments and posts and more complaints from employees.

Three. Suggestions on solving the problems existing in the performance appraisal system of * * * Property Development Co., Ltd.

The purpose of performance appraisal is mainly administrative, such as making personnel decisions such as transfer, promotion and demotion, appointment, rewards and punishments; But its purpose is also training and development. Through the evaluation of employees' job performance, enterprises can get feedback information, and then make corresponding personnel decisions and measures to adjust and improve their efficiency. In view of the present situation of * * * Real Estate Development Co., Ltd., in order to solve the problems existing in its performance appraisal system, the following suggestions are made:

(A) the establishment of a comprehensive longitudinal evaluation system

The vertical appraisal system is to conduct performance appraisal step by step according to the organizational hierarchy, that is, to conduct performance appraisal at the grass-roots level first, then at the middle level, and finally at the top level, forming a bottom-up process. Comprise that following step:

1. The leaders of grass-roots departments start from the grass-roots level and conduct performance appraisal for their subordinates. The units evaluated and analyzed include employees' personal work behaviors, employees' personal work effects and personal characteristics and qualities that affect their behaviors.

2. After the assessment at the grass-roots level, it rises to the assessment level of the middle-level department, including both the personal work behavior and characteristics of middle-level management cadres and the overall work performance of the department.

3. After being promoted to the leadership of the company step by step, the executive chairman of the superior organization to which the company belongs will conduct performance appraisal on the top level of the company, mainly focusing on the completion of hard indicators in terms of operating results.

(B) to improve the fairness of the implementation of the assessment

Through the establishment and operation of a comprehensive vertical appraisal system, the company can be fully integrated into the company's overall appraisal system from top management to grass-roots employees, without exception, to be fair and just, to ensure that every human resource component of the company is supervised and controlled, the work of every post is constrained and standardized, and the behavior of every employee is adjusted and encouraged, which is conducive to the normal operation of the company. At the same time, because middle-level management cadres are also included in the assessment scope, their assessment behavior of subordinates is also monitored by their immediate superiors, which reduces the unfairness of their assessment behavior.

(B) adjust the content and stage of performance appraisal indicators to improve their operability.

First of all, determine the index system of performance appraisal, and the step of job analysis cannot be omitted. The company should study and analyze the work content, nature, job responsibilities, ability and quality, working conditions, etc. according to the purpose of assessment. For the position of the assessed object, so as to understand the objectives and working methods that the assessed object should achieve in this position, and initially determine the performance appraisal indicators. In view of the fact that the company is in the initial stage, the development task is heavy, and the capital investment is large, in order to reduce the management cost, it is not appropriate to take all the job responsibilities and requirements as the evaluation indicators, but to select some seemingly crucial job responsibilities as the performance evaluation indicators. In order to make these assessment indicators more reasonable, it is suggested to submit them to experts for deliberation and modification before implementation, so as to make them operable and practical.

Secondly, the implementation of evaluation should be phased. In the monthly assessment elements of the company, "diligence and performance" should be the main factors. According to the previous post analysis, formulate the assessment rules for each post. In the comprehensive assessment system, assessment should be linked to performance step by step. At the same time, the assessment factors such as "morality and ability" should be included in the mid-year or year-end post qualification assessment, and the personnel's stay, job promotion, transfer and retraining should be decided through the assessment of everyone's comprehensive factors, so as to facilitate the redistribution of human resources and achieve the best combination.

Four, enterprises should pay attention to the problems in the formulation and implementation of performance appraisal.

(A) to distinguish the objectives of performance appraisal

Generally speaking, the performance appraisal of enterprises has four different objectives: selection and recruitment, training and development, promotion and distribution, salary adjustment and rewards and punishments. According to different goals, the corresponding evaluation factors and evaluation processes are designed. For example, the first assessment focuses on the notarization evaluation of ability and experience; For the second assessment, focus on finding the lack of ability and performance; For the third kind of evaluation, a comprehensive and objective evaluation should be carried out; As for the fourth assessment, because the assessment cycle is relatively short, it should be as simple as possible, with performance as the mainstay and diligence as the supplement.

(b) Clear and open performance appraisal.

The personnel evaluation standards, evaluation procedures and evaluation responsibilities of enterprises should be clearly defined, and these provisions should be observed in the evaluation. At the same time, the evaluation standards, procedures and regulations for the evaluation responsible person should be made public to all employees of the enterprise. Only in this way can employees have a sense of trust in personnel evaluation and easily understand and accept the evaluation results.

(C) adhere to the objective evaluation

Personnel evaluation should be based on clear evaluation criteria, aim at objective evaluation data, and try to avoid personal subjective emotions and feelings. Evaluation must be based on objective facts. At the same time, it is necessary to compare the assessed with the established standards, not the comparison between people.

(D) Pay attention to communication and feedback

The evaluation results must be fed back to the appraisee, otherwise it will not play an educational role in the evaluation. While feeding back the evaluation results, we should explain the evaluation results to the appraisee, affirm the achievements and progress, and explain the shortcomings, so as to provide reference for future efforts. If there are no procedures for talking and confirming. [This article is from the secretary 1 14-www, Wenmi 1 14.com, please go to the secretary 1 14 website to find the model essay] Employees are anxious about the assessment results. Timely communication is one of the essential processes of assessment, otherwise it will inevitably lead to a backlog of contradictions and misunderstandings in work links and employee communication, which is not conducive to the long-term performance of employees and the improvement of their work.

Performance management is the core of human resource management and plays a decisive role in human resource management. However, people seem to be more concerned about the evaluation results and less concerned about the improvement process. The improvement of evaluation process is the key to determine the evaluation effect. Performance appraisal is a highly professional management technology, which involves many factors. Only on the basis of fully understanding the enterprise growth, management system and operation of management system can we design the evaluation index system and operation process that conform to the actual situation of the enterprise. Too theoretical and simplistic assessment will bring negative effects to enterprises.