In the closed-loop system of performance management, what is the most basic link in performance management?

(1) performance plan. The formulation of performance plan is a process in which appraisers and appraisees, that is, supervisors and

subordinates, discuss and reach a * * * understanding of a series of issues around the plan objectives, responsibilities, authority, workload and importance of this position, performance measurement standards, possible difficulties in the implementation of the plan, new technologies, new skills and training needs, ways and methods to solve problems, possible guidance and help provided by superiors, etc. Performance planning is the first and key link of performance management activities.

(2) performance monitoring. It is a process of comprehensively supervising, inspecting, measuring and recording the

progress of performance plan implementation and the possibility of achieving the planned objectives by using scientific quantitative methods, and according to objective measurement standards, the behaviors, attitudes, performances and abilities of superiors and subordinates.

(3) performance communication. It is a process of exchanging information and opinions between supervisors and subordinates around the implementation of

performance plan in performance management activities. Performance management is achieved through interaction. Through effective communication, supervisors and subordinates can guide their work in time and help subordinates solve the difficulties and problems encountered in their work. At this time, the role of supervisors has changed, from "examiner" to "colleague" and "partner" of subordinates, and the result is that both sides make progress together. It can be seen from this that performance communication is not only a process of keeping in touch with subordinates, exchanging and transmitting relevant information, but also a process in which supervisors guide subordinates all the time and interact with each other. * * * It is the same as implementing Plan 4, constantly improving and enriching the plan according to changes in objective environment and conditions, and making necessary adjustments and revisions to the plan. Through performance communication and supervisor's guidance, performance management is established on a scientific, reasonable and practical basis. The essence of performance communication is to really improve the performance of employees through continuous and dynamic communication, promote the improvement and development of employees, and finally realize the planned goals of enterprises or departments. Without the participation of employees and the continuous and dynamic communication between the two parties, it will deviate from the purpose of performance management and it will be difficult to play its due role. In this sense, performance communication and guidance is the soul of performance management.

(4) performance appraisal. Performance appraisal and evaluation is the central link of performance management activities, and < P > is a process in which both the appraiser and the auditee comprehensively review and summarize the work performance during the appraisal period. In the process of organizing performance appraisal, we should pay attention to: make employees have a clear understanding of the standards for measuring work performance and minimize ambiguity; Give priority to self-assessment and evaluation, supplemented by the assessment and evaluation of supervisors and others, and truly realize their own education and have an objective, comprehensive and correct understanding of themselves; In performance appraisal activities, everything (whether it is a supervisor or a subordinate) should be proved by data, facts and results to prevent subjective assumptions and speculations, but we should not be too haggle over figures; Performance appraisal should be carried out in a harmonious atmosphere, because in the usual communication, employees have reached a * * * knowledge with the supervisor on the work progress and performance, so performance appraisal is only a further review and summary of these activities. If the relevant standards and requirements can be strictly implemented in previous stages, there is little possibility of serious differences in performance appraisal.

(5) performance diagnosis. Including direct performance diagnosis and indirect performance diagnosis, direct performance < P > diagnosis refers to the process of comprehensive analysis and judgment of all links and related factors in performance management activities. Indirect performance diagnosis is to find out the problems existing in performance management and all kinds of problems existing in enterprise organization in time during performance diagnosis activities. Performance diagnosis is very important for both enterprises and employees. Through diagnosis and analysis, it is not only beneficial to improve the overall system of enterprises, but also to improve the quality and work quality of employees.

(6) application of results. The application of performance appraisal results is the end point of each round of performance management activities

. In order to promote the improvement and development of enterprises and employees, at the end of each round of performance management activities, we should make a thorough and comprehensive summary of the process of performance planning, performance communication, performance evaluation, performance diagnosis and other activities. No matter the problems existing in organization, system and management, or the personal problems of employees, we should formulate concrete and feasible work plans and take effective measures to solve them step by step.