绩效管理系列员工业绩评估中的困境与策略（performance management dilemmas and strategies in employee performance evaluation）

绩效管理系列员工业绩评估中的困境与策略（PERFORMANCEMANAGEMENTDILEMMASANDSTRATEGIESINEMPLOYEEPERFORMANCEEVALUATION）OUYANGSSTRICTPERFORMANCEMANAGEMENTSERIESDILEMMAANDSTRATEGYINEMPLOYEEPERFORMANCEEVALUATIONALLALONG,THEEVALUATIONOFPERFORMANCEMANAGEMENTHASALWAYSBEENAHOTTOPICINTHEMANAGEMENTFIELDINCHINA,“RULEOFMAN“AND“RULEOFLAW“TO“EVALUATE“THECLASSICDEBATEWITHTHECONCEPTOFCHANGEMANAGEMENT,THEESTABLISHMENTOFTHEMODERNENTERPRISEMANAGEMENTSYSTEMISONSTAGE,BECOMESONEOFTHEMOSTIMPORTANTTOPICSOFOURLOCALENTERPRISEHUMANRESOURCESMANAGEMENTREFORMFROM“MORALS,DILIGENCE“TO“KEYPERFORMANCEINDICATORSKPI“TO“THEBALANCEDSCORECARDBSC,REGARDLESSOFPERFORMANCEMANAGEMENTINTHEWORLDISNEARORFARFROMTHEASSESSMENT,ANDWEAREDEDICATEDTOTHEASSESSMENTASTHEFUNDAMENTALHOWEVER,THEACTUALSITUATIONISNOTSATISFACTORY,“ASSESSMENT“DOESNOTSEEMTOGIVEUSTHEMANAGERSTOMAKEINRESPONSEARECENTLYJUSTFINISHEDPERFORMANCEMANAGEMENTCONSULTINGSTRATEGYOFPRIVATEENTERPRISESDEVELOPMENTMANAGERRUEFULLYSAIDTOME“FORUS,JUSTLETTHEPERFORMANCEEVALUATIONOFMANAGERSANDEMPLOYEESTOFINDMANAGEMENTSENSE,TOBESCIENTIFIC,IMPLEMENTED,WILLHAVEASHORTPROCESS“PARTONE4KINDSOFDILEMMAOFPERFORMANCEEVALUATIONOFLOCALENTERPRISESDILEMMA1THEREISNOGOODMANAGEMENTFOUNDATIONONAHUMANRESOURCEMANAGEMENTWEBSITE,AGROUPOFPEOPLEASKINGFORHELPRAISEDALOTOFCONTROVERSYABOUTPERFORMANCEMANAGEMENTTEXTASFOLLOWSINAGROUPCOMPANY1,HOWTODISTINGUISHANDSETUPMARKETINGVICEPRESIDENTANDDIRECTOROFMARKETINGEVALUATIONINDEX2,HOWTODISTINGUISHANDSETUPPURCHASINGANDOPERATIONVICEPRESIDENTANDPURCHASINGDIRECTORSASSESSMENTINDEX3,HOWTODISTINGUISHANDSETUPMARKETINGDIRECTORANDSUBORDINATEENTERPRISESALESTOTALEVALUATIONINDEX4,HOWTOSETUPTHEFINANCIALDIRECTORSASSESSMENTINDEXWHATISTHEMAINDIFFERENCEBETWEENTHEEVALUATIONINDEXOFTHEFINANCIALMANAGERANDTHESUBORDINATEENTERPRISE5,HOWTOSETTHEGROUPR6HOWTOSETUPTHEEVALUATIONINDEXOFTHECHIEFEXECUTIVEOFFICERANDHUMANRESOURCESDIRECTOR7,HOWTOPERSUADEPOLICYMAKERSTODESIGNEVALUATIONINDEXOFDIFFERENTCOGNITIVEMUSTBEMADEBYTHEDEPARTMENTRESPONSIBLEFORTHEPARTICIPATIONOFCOMMUNICATIONDEVELOP,INORDERTOAVOIDUNREALISTICATPRESENTTHATASLONGASTHECORRECTINDUSTRYPROGRAMANDINDEXGROUPHUMANRESOURCESCENTERSETCANBETHOUGHTFROMHRMANAGEMENTWORLDWEBSITE,BBSOBVIOUSLY,TOANSWERSUCHAQUESTION,ITISUSUALLYNECESSARYTOLOOKATTHEJOBDESCRIPTIONALTHOUGHIDARENOTSAYTHATTHEGROUPORGANIZATIONANDPOSTDESIGNOFTHEGROUPCOMPANYISREASONABLE,BUTTHEOVERLAPOFLOCALENTERPRISESFUNCTIONSANDTHEFACTTHATTHEPOSTISOCCUPIEDBYTHEPEOPLEISQUITECOMMONOURBOLDHYPOTHESISINTHEABOVE“VICEPRESIDENT“AND“DIRECTOR“INTHEIRDUTIESWITHOUTWHATANIMPORTANTGROUPOFSUBORDINATEENTERPRISESRESPECTIVELY,ANDNOCLEARDELINEATIONOFAUTHORITYWHICHISACOMMONPHENOMENONINLOCALENTERPRISES,THEN,WITHTHECONVENTIONALPERFORMANCEEVALUATIONMETHODFORTHE“POST“,ORMOREEXACTLYTHATIS,THESE“PEOPLE“ANDSETTHE“EVALUATION“ISACTUALLYVERYDIFFICULTTOHAVESATISFACTORYRESULTSTHEREASONISSIMPLE,SOMEPOSITIONSORNOSIGNIFICANCE,ORDONOTKNOWWHATTODO,INTHISCASE,THEPERFORMANCEOFHOWTOJUDGEFROMITNOW,THETHEORYANDPRACTICEOFPERFORMANCEEVALUATIONTENDTOFOCUSONTHERELATIONSHIPBETWEENPERFORMANCEANDORGANIZATIONALSTRATEGYANDBUSINESSPROCESS,RATHERTHANJUSTONTHEEVALUATIONOFPERSONALPERFORMANCELOCALENTERPRISESEMBARRASSMENTLIESNOTONLYINTHEORGANIZATIONANDJOBPROBLEMS,ANDSTRATEGY,PROCESSANDOTHERISSUESARENOTCLEAR,THECONCEPTOFPERFORMANCEEVALUATIONMANAGEMENTSTILLSTAYSINJIANGYOUFALIEONINDIVIDUALPERFORMANCELEVELBETWEENTHEMANAGEMENTBASIS,MANAGEMENTIDEAANDMANAGEMENTTECHNOLOGYHASGREATHARMONY,SOTOFINDA“REASONABLE“AND“PRACTICAL“SCHEMEHASALMOSTBECOMEALOCALENTERPRISEHUMANRESOURCESWORKERSDEFEATED,KEEPONFIGHTINGANDEXPLORATIONDILEMMA2LACKOFABILITYTOEVALUATEDATAMANAGEMENTTHEESTABLISHMENTOFAGOODKEYPERFORMANCEINDICATORKPI,BUTTHEFAILURETOPROVIDERELEVANTDATATOCOUNTERTHEINDICATORS,WASULTIMATELYFORCEDTOGIVEUP,WHICHWASACOMMONPROBLEMINESTABLISHINGPERFORMANCEEVALUATIONPROGRAMMESASFORLOCALPRODUCTIONENTERPRISESASPARTOFPRODUCTIONAUTOMATIONANDCOMPUTERIZEDMANAGEMENTOFLOWDEGREE,ALOSSTOTHECORECOMPONENTSOFTHESTATISTICALRATEMAYBEFORMEDINSUCHASINVENTORYWASTE,TECHNOLOGYANDRESOURCESFACEDOBSTACLESONTHEFINANCIALANDSTATISTICALANALYSIS,THEDATAMANAGEMENTOFTHEINDEXISVERYDIFFICULTANDSUCHINFORMATIONFOROTHERCOMPANIESMAYBEJUSTAFEWAUTOMATICALLYGENERATEDNUMBERSONTHECOMPUTERSCREENTHEABILITYOFLOCALFIRMSTOMANAGEKEYPERFORMANCEDATAISUSUALLYWEAKQUITEALOTOFBUSINESSESAREDEALINGWITHBASICFINANCIALDATA,ANDTHEYCANTHANDLETHINGSWELL,ANDITSHARDERTOGRASPTHEDATAONOTHERMANAGEMENTLINKSTHEREFORE，ASETOFSCIENTIFICANDREASONABLEKEYPERFORMANCEINDICATORSAREOFTENNOTPRACTICALBECAUSETHEYCANNOTBESTATISTICALLYANALYZED,ANDTHESOCALLEDPRACTICALPERFORMANCEINDICATORSAREOFTENNEITHERCRITICALNORSCIENTIFICMOSTOFTHEFINANCIALDEPARTMENTSOFTHELOCALENTERPRISESARESTILLINTHEACCOUNTINGDEPARTMENT,ANDTHEYHAVENOTPLAYEDMUCHROLEINTHEOPERATIONCONTROLWHILETHEOPPOSITEISTHEMAJORITYOFMULTINATIONALCOMPANIESHAVEESTABLISHEDACONSIDERABLESCALEANDHIGHLYPROFESSIONALFINANCIALMANAGEMENTDEPARTMENT,THESTAFFINALLASPECTSOFBUSINESSOPERATIONS,RESPONSIBLEFORCOLLECTING,PROCESSINGANDANALYSISOFKEYPERFORMANCEDATA,PROVIDEANIMPORTANTBASISFORMANAGEMENTDECISIONSFIGURE1ASAMPLEOFA“GREENLIGHT“PERFORMANCEREPORTINGSYSTEMFORAMULTINATIONALCORPORATIONWITHOUTDATAMANAGEMENTCAPABILITIES,ITISNOTEASYTODEVELOPA“SCIENTIFIC,OBJECTIVE,ANDIMPARTIAL“PERFORMANCEEVALUATIONPLANMANYENTERPRISESUNDERTHEHELPLESS,OUTOFALLTHEPERFORMANCEINDICATORSARETODOA360DEGREEASSESSMENTRESULTS,THEREISNOSUBJECTIVEWHATISAYGOESTYPE,ISOBJECTIVE,SCIENTIFICANDFAIRBECOMESPUBLICOPINIONSAREDIVERGENTDILEMMA3NOGOODEVALUATIONFORMCANBEFOUNDTHEORIGINALSTATEOWNEDENTERPRISEEVALUATIONMETHODISGENERALLYSUPERIORTODOEVALUATIONSFORSUBORDINATES,LATERTHISQUILTTOPSCORINGMODEOF“SUBJECTIVE“ANDOUTOFTHEHATNOWMOREANDMORE,ISLEDBYTHEPERSONNELDEPARTMENT,PUTFORWARDASETOFGENERALCONCERNS“MORALS,DILIGENCE“COMPREHENSIVEASSESSMENTMETHODS,ALLDEPARTMENTSINACCORDANCEWITHTHEIMPLEMENTATION,THEREARE1DIFFICULTIESINTHEONLINEHELPQUESTIONS7IDONOTKNOWSINCEWHEN,THE360DEGREEASSESSMENTHASBECOMEAMANAGEMENTSTYLE,SOEVENNONCONTROVERSIALSALESINDICATORSWILLBETAKENOUT,SOTHATEVERYONECRITICIZEDEVALUATIONASSESSMENT,PERFORMANCEEVALUATIONOFLOCALENTERPRISESHAVEBEENSEEKINGAWAYOUTINTHE“OBJECTIVEANDIMPARTIAL“UNDERTHEIDEAOF“SCIENTIFIC“ORBECAUSEITISNOTEASYTODO,ORTHINKOFTHEENTERPRISES“OBJECTIVEANDFAIR“ISEQUIVALENTTO“SCIENCE“,SOINPRACTICEITISNOTVERYPOPULARTHATSPROBABLYWHYTHE360DEGREEASSESSMENTISSOPOPULARINLOCALBUSINESSESBECAUSEITGIVESATLEASTASENSEOF“PROCESSJUSTICE“HOWEVER,HUMANRESOURCEMANAGERSOFLOCALENTERPRISESARENOTSATISFIEDWITHTHENEWGENERATIONINTHETWOORTHREEFORMSINTHECIRCLE,ALTHOUGHTHEYMAYNOTEXPERIENCETHEPERFORMANCEEVALUATIONMODELOFTHELEADINGMULTINATIONALCOMPANIESINFACT,ALOTOFBODYINEMPLOYEESOFMULTINATIONALCOMPANIESMAYNOTTRULYUNDERSTANDTHEMEANINGOFPERFORMANCEMANAGEMENT,BECAUSETHEPERFORMANCEISNOLONGERTHEONLYONEBASEDONINDIVIDUALPERFORMANCEPROBLEMS,BUTREADILYPICKEDUPTHEMANAGEMENTOFBOOKSANDNUMEROUSSEMINARSHAVEBEENENOUGHTOMAKETHEMINTUITIVELYFELTTHEIROWNPROBLEMSINTHEPERFORMANCEEVALUATIONOFENTERPRISEHOWEVER,WHATHASBEENNEGLECTEDISTHEMANAGEMENTFOUNDATION,MANAGEMENTCONCEPT,EXECUTIVEABILITYANDOTHERISSUESBEHINDTHEPERFORMANCEEVALUATIONMODELTHEREFORE,SOMELOCALENTERPRISESTOFORMINTHEPERFORMANCEEVALUATIONONTHEISSUE,SUCHASTHEBALANCEDSCORECARDPERFORMANCEINDEXFORMATSTOREDINTHEORIGINAL,360DEGREEASSESSMENTFORCOMPUTERNETWORKONLINE,ANDALSOHOPEFORANEWBOTTLETOTHEINSIDEOFTHEWINEHASCHANGEDDILEMMA4PERFORMANCEEVALUATIONRESULTSAREDIFFICULTTOEFFECTIVELYLINKWITHSALARYSCATTEREDSALARYDISTRIBUTIONANDGENTLESALARYCURVEARETHECOMMONSITUATIONOFSALARYMANAGEMENTINLOCALENTERPRISES,WHICHBASICALLYMEANSAKINDOFDISORDERLYSALARYPOSITIONINGANDEGALITARIANSALARYPAYMENTPOLICYWEAKLINKBETWEENPERFORMANCEEVALUATIONSYSTEMANDEQUALITARIANISMANDHUMANRESOURCEMANAGERSOFLOCALENTERPRISESAREOFTENHELPLESSINTHEHOPETHATISNOT“SCIENTIFIC,OBJECTIVEANDIMPARTIAL“COMPENSATIONSYSTEMCANPLAYAROLEINENCOURAGINGSOMEJIANGYOUFALIE“SOMETIMESINWIDENINGTHEGAP,JIANGYOUFALIE“UNDERTHEGUIDANCEOFLOCALENTERPRISESWILLALSOTAKESOMERADICALAPPROACH,ASUBSTANTIALINCREASEINTHETOTALREMUNERATIONOFTHEFLOATINGCOMPENSATIONRATIO,ANDPERFORMANCEBUTUSUALLYANEXTRAEXPENDITUREISADDEDTOINCREASETHERATIO,WHICHISVIRTUALLYABIGINCREASEINCHANGEATFIRST,ITWOULDHAVESOMEINCENTIVEEFFECT,BUTAFTERALONGTIME,THEINITIALEXCITEMENTWASGONE,BUTTHEEVALUATIONSYSTEMITSELFGRADUALLYEXPOSEDTHEPROBLEMINBUILDINGAFUNCTIONALRELATIONSHIPBETWEENMONEYANDPERFORMANCEINDICATORS,WECANALMOSTALWAYSFINDVARIABLESTHATHAVENOTHINGTODOWITHABILITYANDEFFORT,ANDTHESCIENCEOFEVALUATIONCANNEVERBEINVULNERABLESPECIALMENTIONISMADEHEREOFSTATEOWNEDENTERPRISESRECENTLY,CHINAENTREPRENEURMAGAZINE2003SIXTHHASATITLEENTITLED“LIYIZHONG,LIUMINGKANGABANDONTHEORIGINALENTERPRISEEQUITY“REPORTISQUITEEYECATCHINGTHEFORMERISTHEFORMERCHAIRMANOFTHECHINAPETROLEUMCHEMICALCO,IN2000LISTEDCOMPANIESONEXECUTIVECOMPENSATIONREFORMPROGRAM,INADDITIONTOSALARY,BONUSES,HEHASASTOCKOPTIONINCENTIVEPLANVALUETHELATTERHOLDS1735200SHARESOFSTOCKOPTIONSINHONGKONGANDNOWTWOPEOPLEBOTHTRANSFERRED,ALTHOUGHBOTHINTHEOFFICIALCAREERDEVELOPMENT,BUTTHEABOVERIGHTSANDINTERESTSHAVETOBEGIVENUPLENOVOSSTATEOWNEDENTERPRISESMISTER,BOOKWAGESAREGENERALLYLOWERTHANTHEBACKBONEOFEMPLOYEES,ITISHARDFORTHECEOSOFSTATEOWNEDENTERPRISESTOQUITTHEIRPOSITIONSANDTHEPROBLEMOFGREYINCOMEOUTSIDEOFBOOKS,SOWECANEASILYDISCUSSTHEISSUEOFSALARYANDPERFORMANCEINGENERALHUMANRESOURCEMANAGEMENTTHEISSUEOFEXECUTIVECOMPENSATIONINSTATEOWNEDENTERPRISESHASBEENMENTIONEDINTHEHEIGHTOFSTATEOWNEDENTERPRISESREFORM,WHICHHASRECEIVEDTHEATTENTIONOFALLSIDES,ANDONEOFTHEAIMSOFTHEREFORMISTOIMPROVETHECOMPETITIVENESSOFSTATEOWNEDENTERPRISESANDIMPROVETHEPERFORMANCEOFENTERPRISESANDHERETHEPERFORMANCEANDSALARYRELATEDPROGRAMS,THEREISNOTMUCHINTERNATIONALEXPERIENCETOFOLLOW,LETALONEANYTHEORETICALGUIDANCEEXPLORINGINTROUBLEISPROBABLYTHEONLYTHINGWECANDOTHEPLIGHTOFLOCALCOMPANIESINASSESSINGPERFORMANCEISPROBABLYMORETHANTHATTOGETOUTOFTHEMESS,PERHAPS,FIRSTOFALL,WESHOULDUNDERSTANDTHEESSENCEOFTHESEDIFFICULTIESSOLVINGPROBLEMSISAWAYOUTOFTHEPREDICAMENT,ANDADIFFERENTPERSPECTIVECANSOMETIMESHAVETHESAMEEFFECTTHESECONDPARTISTHESTRATEGICTHINKINGMODELOFPERFORMANCEEVALUATIONTHEMAINPURPOSEOFSTRATEGICTHINKINGOFPERFORMANCEEVALUATIONISTODETERMINEASTRATEGICPERFORMANCEEVALUATIONMODELSEEFIGURE2THROUGHACOMPREHENSIVEANALYSISOFTHEPURPOSEOFEVALUATION,THEBASISOFEVALUATION,ANDTHEASSESSMENTCAPABILITIESTHATANENTERPRISECANACHIEVEASSESSMENTPURPOSETHEPURPOSEOFASSESSMENTISUSUALLYTWO,“PERSONALPERFORMANCEIMPROVEMENTANDMOTIVATION“AND“ORGANIZATIONALPERFORMANCEIMPROVEMENT“THEFORMERFOCUSESONENCOURAGINGINDIVIDUALEMPLOYEESTOIMPROVETHEIRPERFORMANCEANDPROMOTEORGANIZATIONALPERFORMANCE,BUTTHISKINDOFPROGRESSIVERELATIONSHIPISUSUALLYNOTNECESSARYTHELATTERPUTSTHEVIEWPOINTDIRECTLYONTHEPROMOTIONOFORGANIZATIONALPERFORMANCETHEFORMERPAYSATTENTIONTOTHEJUDGMENTOFTHEPERFORMANCEOFTHEFORMATIONOFQUALITATIVEASSESSMENTCONCLUSIONSTHELATTERISMORECONCERNEDABOUTTHEEVALUATIONRESULTSOFPROMPTMANAGEMENTIMPROVEMENTOFCOURSE,INFACTITCANSTILLBEUSEDTOJUDGETHEPERFORMANCEWEUSUALLYCHOOSEDIFFERENTTYPESOFPERFORMANCEINDICATORSFORDIFFERENTEVALUATIONPURPOSESTOASSESSTHE“PERSONALPERFORMANCEPROMOTIONANDINCENTIVE“ASTHEMAINPURPOSEANDUSUALLYSELECTEDINDIVIDUALSORSMALLTEAMSWORKINPUT,OUTPUTANDPERSONALQUALIFICATIONRELATEDPERFORMANCEINDICATORS,ANDTOQUANTIFYTHEINDEXES,STATISTICALRIGORARENOTTOOSTRICTREQUIREMENTSTOASSESSTHE“ORGANIZATIONALPERFORMANCEIMPROVEMENT“ASTHEMAINPURPOSEARESELECTEDANDSTRATEGY,PROCESS,ANDPERFORMANCEINDEXOFCROSSFUNCTIONALTEAMRELATEDPROBLEMS,ANDTHEINDEXOFQUALITY,STATISTICALMETHODSHAVEHIGHERREQUIREMENTSATPRESENT,MOSTOFTHEPERFORMANCEEVALUATIONOFLOCALENTERPRISESISMAINLYFORTHEFIRSTPURPOSEALTHOUGHTHISGOALLACKSTHEFULLATTENTIONANDDEEPTHOUGHTTOTHEREALENTERPRISEPERFORMANCE,BUTFORMOSTLOCALENTERPRISES,ITCANSTILLGUIDETHEENTERPRISETOREFRESHTHEMANAGEMENTIDEA,ANDESTABLISHTHEPRELIMINARYPERFORMANCEMANAGEMENTABILITYTHESECONDOBJECTIVEHASHIGHERREQUIREMENTSFORTHEEVALUATIONBASEANDTHEABILITYTOEVALUATEDUETOTHECURRENTMAINSTREAMPERFORMANCEMANAGEMENTTHEORYTENDSTODISCUSSSECONDKINDSOFMETHODOLOGY,SOASTOSTRICTLYTHEBALANCEDSCORECARDBSC,ABC,ABCINTEGRATEDPERFORMANCEMANAGEMENTIPMRELATIVELYNEWMETHODINTRODUCEDONLYFORTHEPERFORMANCEEVALUATIONOFTHEFIRSTPURPOSE,USUALLYWILLNOTSUCCEEDASSESSMENTBASEANDEVALUATIONCAPABILITYTHEEVALUATIONBASISMAINLYREFERSTOWHETHERTHEORGANIZATIONALSTRATEGY,BUSINESSPROCESS,ORGANIZATIONALSTRUCTURE,JOBRESPONSIBILITIESANDSOONAREBASICALLYREASONABLEANDCLARIFIEDEVALUATIONOFGOODFOUNDATIONWILLMAKETHEENTERPRISEBECOMEPOSSIBLETOENHANCETHEPERFORMANCEOFTHEIMPLEMENTATIONOFORGANIZATIONFORTHEPURPOSEOFTHEPERFORMANCEEVALUATIONMODEL,SOTHATENTERPRISESCANEFFECTIVELYINTHEPURSUITOFTHEKEYPERFORMANCEINDICATORSOFSCIENTIFICANDPERFORMANCEPAYMOREDISPLAYSPACEANDMOSTLOCALENTERPRISESAREWEAKINTHESEAREASTHISHASALSOLEDTOVERYLIMITEDFLEXIBILITYINTHEPERFORMANCEMANAGEMENTOFLOCALCOMPANIESASSESSMENTABILITYMAINLYREFERSTOTHEABILITYTOEVALUATEDATAMANAGEMENT,INCLUDINGTHEWORKLOADANDCOMPLEXITYOFDATAGENERATION,COLLECTION,PROCESSING,ANALYSIS,REPORTINGANDSOONTHEHIGHERTHEASSESSMENTABILITY,THEMOREABLETOSUPPORTSTRATEGICPERFORMANCEEVALUATIONONTHECONTRARY,THEENTERPRISEMAYTEMPORARILYSELECTTHEEVALUATIONOFPERSONALPERFORMANCEBECAUSEOFTHELIMITATIONOFASSESSMENTABILITYINADDITION,THEPERFORMANCECOMMUNICATIONSKILLSOFMANAGERSHAVEBECOMEANIMPORTANTEVALUATIONABILITYWHENTHEDATAMANAGEMENTABILITYISLIMITEDTHEABILITYTOEVALUATEISNOTANINDEPENDENTASPECTITHASALOTTODOWITHTHEBASISOFTHEEVALUATIONINTHEPROCESSOFOPERATIONANDTHEORGANIZATIONSTRUCTUREISNOTCLEAR,ITISNOTONLYDIFFICULTTOGENERATEVALUABLEPERFORMANCEDATA,BUTALSODIFFICULTTOCOLLECTDATAATTHESAMETIME,LOCALENTERPRISESARERELATIVELYINADEQUATEINDATAPROCESSINGANDANALYSISTECHNOLOGY,SOTHEOVERALLEVALUATIONABILITYISNOTSATISFACTORYMANYMANAGERSWILLHAVEAMISUNDERSTANDINGOFEMANAGEMENT,THINKTHATASLONGASTHENETWORK,WITHELECTRONICPROCESSES,YOUCANGREATLYIMPROVEDATAMANAGEMENTCAPABILITIESINFACT,EMANAGEMENTISBASEDONEXISTINGPROCESSESANDSTRUCTURES,ANDTECHNOLOGYDOESNOTSOLVETHEPROBLEMSOFPROCESSESANDSTRUCTURESTHEMSELVES,TECHNOLOGY,ONTHEOTHERHAND,PUTSMORESTRINGENTDEMANDSONPROCESSESANDSTRUCTURESTHISISWHYTHEMAINSTREAMERPPUSHISNOLONGERAPURELYTECHNICALSOLUTIONSPROVIDER,BUTALSOHASASTRONGMANAGEMENTCONSULTINGSTRENGTHIBMINPWC,LENOVOISATYPICALEXAMPLEOFMARRIAGESELECTIONOFEVALUATIONMODELIFTHEENTERPRISEPRIORTOTHEESTABLISHMENTORREFORMTHEPERFORMANCEEVALUATIONMODEL,ACOMPREHENSIVEANALYSISTOMYSELFTHEEVALUATIONPURPOSE,BASISFOREVALUATIONANDASSESSMENTCAPABILITIES,ARERELATIVELYEASYTOFINDABALANCEBETWEENTHEOBJECTIVE,SCIENTIFICANDOPERABLEEVALUATIONMODELAPERFORMANCEEVALUATIONMODELWILLCONTAINTHEKEYPERFORMANCEINDICATORSOFTHEQUANTITY,QUALITY,INDEXDECOMPOSITIONMETHODANDDEGREE,INDEXANDUNDERTAKEROFTHEEVALUATIONANDFORM,PERFORMANCEANDCOMPENSATIONANDOTHERMETHODSOFASSOCIATIONTHECHOICEOFEVALUATIONMODELSERVESBOTHTHEPURPOSEOFEVALUATIONANDTHEABILITYTOEVALUATEANDEVALUATETHEFOUNDATIONFORTHISREASON,THESTRATEGICTHINKINGOFPERFORMANCEEVALUATIONWILLFOLLOWTHREEMAINPRINCIPLESMATCHINGPRINCIPLE,PRIORITYPRINCIPLEANDGUIDINGPRINCIPLEMATCHINGPROPERTYTHEMATCHINGPRINCIPLEREQUIRESTHATTHEPURPOSEOFEVALUATION,THEBASISOFEVALUATION,THEABILITYTOEVALUATEANDTHEMODELOFASSESSMENTNEEDTOMATCHEACHOTHERTHEEVALUATIONMODELCANNEITHEREXCEEDTHEOPERATIONALFRAMEWORKPROVIDEDBYTHEEVALUATIONBASEANDEVALUATIONCAPABILITY,BUTALSOACHIEVETHEPURPOSEOFEVALUATIONSMOOTHLYSOMETIMES,THEPURPOSEOFEVALUATIONISTOORADICALRELATIVETOTHEBASICANDABILITY,ANDTHEENTERPRISEWILLHAVETOADOPTSOMESTAGESTOACHIEVETHEGOALOFEASINGMANYLOCALCOMPANIESHAVEFROMTHEPERSPECTIVEOFSTRATEGY,ORGANIZATIONPERFORMANCEMANAGEMENTPERSPECTIVE,BUTITSVALUATIONBASISANDABILITYCANNOTMATCHBUTMOREISSTILLSTUCKINTHEINDIVIDUALPERFORMANCEPOINTOFVIEW,BUTTOLOOKBEYONDTHEIROWNFOUNDATIONANDABILITYINDILIGENTLY“ADVANCEDMODEL“,FINALLYWITH“TOOFAR“OR“FOREIGNMETHODSTHECLIMATEDOESNOTSUITONE“CONCLUSIONPRIORITYHOWEVER,MATCHINGISACCIDENTAL,BUTMISMATCHESARECOMMONITSAQUESTIONOFWHOMAKESSOMEADJUSTMENTSTOMATCHWHOTHEPRINCIPLEOFPRIORITYISAIMEDATTHISPROBLEMINTHEORY,THEPURPOSEOFEVALUATIONSHOULDBEPRIORITY,ANDTHEEVALUATIONBASEANDCAPACITYSHOULDBEADJUSTEDTOMEETTHEMANAGEMENTOBJECTIVESHOWEVER,INFACTTHEBASISFOREVALUATIONSTRATEGY,ORGANIZATION,PROCESSANDOTHERISSUESIFTHEFEESTOMEASURE,OFTENMEANSTHATEVENTENSOFMILLIONSINCASH,ANDTHEESTABLISHMENTOFAMOREPOWERFULCAPABILITYASSESSMENTMAYMEANASUSTAINEDLONGTERMSPENDINGTHECOSTSOFREFORMARESOHIGHTHATMANAGERSSOMETIMESHAVETOBENDTOTHESTATUSQUOBUTEVENASMALLSTEP,ATLEASTNOTBETTERTHANSTANDINGORRETREATINGHOWEVER,THEPURPOSEOFPRIORITYSHOULDSTILLBETHEPRINCIPLEOFTHEPRIORITYOFTHEFINALSELECTION,ONLYINTHEPROCESSOFESTABLISHINGANDREFORMINGEVALUATIONMODEINTHESTAGEOFFOUNDATIONANDTHEABILITYTOTAKETHEASSESSMENTPRINCIPLEOFPRIORITY,APPROPRIATECOMPROMISEMANAGEMENTPURPOSES,ANDEFFORTSTOPROMOTETHEEVALUATIONOFFOUNDATIONANDABILITYRAISEORIENTATIONPRIOREVALUATIONSOMETIMESWEFINDSOMEVERYGOODKEYPERFORMANCEINDICATORS,BUTTHEREISNOGOODDATAMANAGEMENTCAPABILITYTOSUPPORTTHEEVALUATIONGUIDANCEPRECEDESEVALUATIONPRINCIPLEANDSUGGESTSRETAININGTHESEINDICATORSASMUCHASPOSSIBLEMANAGERSCANFIRSTPOINTOUTSOMEIMPORTANTMANAGEMENTTENDENCIESINTHESEKEYPERFORMANCEINDICATORSWITHOUTHAVINGTOEVALUATETHEMTHISISINITSELFASIGNOFEXPECTEDPERFORMANCEALTHOUGHTHEREISNOLACKOFINCENTIVEINDICATORS,THEGUIDINGROLEISSTILLTOBEIGNORED,ANDTHECHINESEARENOTALWAYSSENSITIVETOORIENTATIONMANYOFTHEMANAGEMENTPROBLEMSOFLOCALENTERPRISESNOWLIEINTHEFACTTHATTHEMANAGEMENTHASNOTGIVENACLEARMANAGEMENTORIENTATION,ORTHATTHEMETHODSGIVENARENOTCLEVERENOUGH,BUTTHEEVALUATIONITSELFMAYNOTBEAKEYFOREXAMPLE,THEBALANCEDSCORECARDPROVIDESAMETHODTOESTABLISHTHEPERFORMANCEORIENTED,ITISALMOSTNOPROBLEMABOUTASSESSMENTCOMPETENCYMODELCOMPETENCYMODELISACLEARDESCRIPTIONOFTHEHIGHPERFORMANCEBEHAVIORADVOCATEDBYENTERPRISESUSUALLYAREINCLUDEDINTHEPERFORMANCECATEGORY,ANDMOREPROFESSIONALDEVELOPMENTANDNONASSOCIATEDSALARYINDEED,INTHEASSESSMENTOFTHEMTHEREAREALOTOFPROBLEMSTOBESOLVED,BUTTHISDOESNOTHINDERTHEIRATTEN