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Management Measures for Performance Appraisal of Middle-level Management Cadres of the Company

I. General principles

Article 1: Purpose of evaluation

1. Make an objective evaluation by analyzing the working attitude and performance of middle managers in a certain period.

2. Master the executive ability and adaptability of middle-level managers, determine the development policy and education and training direction of middle-level managers, rationally allocate personnel, and clarify the work orientation;

3. Ensure the effective operation of production system processes;

4. Give corresponding incentives and fair and reasonable treatment to the contributions of middle managers, so as to promote fair and democratic management, stimulate work enthusiasm and improve work efficiency.

Article 2: Evaluation function. The evaluation results of personnel appraisal mainly have the following functions:

1. Reasonable adjustment and deployment of personnel;

2. Job promotion and demotion;

3. Salary increase and reward;

4. Education, training and self-development.

Article 3: Evaluation principles

1. Performance-oriented principle;

2. The principle of combining qualitative and quantitative assessment, focusing on quantitative assessment;

3. The principles of fairness, justice and openness;

4. Multi-angle evaluation principle.

Second, the evaluation object and evaluation cycle

Article 1: In view of the quantification-oriented assessment, the company's assessment committee will assess the middle-level managers of the production department, marketing department, R&D department and quality control department, and the finance department, affairs department and enterprise management department will not participate in this assessment for the time being. The director of production department cooperates with relevant departments to evaluate the directors of each workshop.

Article 2: Assessment is divided into monthly assessment, quarterly assessment and annual assessment.

1. Monthly assessment: The main contents of the monthly assessment are the work performance and work attitude of this month. All middle managers of the above-mentioned reference departments shall conduct monthly assessment.

2. Quarterly evaluation: The main contents of quarterly evaluation are work performance, work ability and work attitude in this quarter. The quarterly assessment score is obtained by comprehensive weighting of monthly assessment. The company pays attention to quarterly assessment.

3. Annual evaluation: The main content of annual evaluation is the work performance, work ability and work attitude of this year, and comprehensive evaluation is carried out. The annual evaluation serves as the basis for promotion, elimination, selection and employment, and calculation of year-end bonus. All middle managers in the reference department conduct annual evaluation.

Iii. Evaluation institutions, evaluation time and evaluation procedures

Article 1: Appraisal organization: The Company establishes an appraisal committee (informal standing organization) as the leading organization of appraisal work. Composition of the jury: XXX. As an assessment institution, the enterprise management department is responsible for assessment organization, training, data preparation, policy interpretation, coordination, employee representation and summary.

Article 2: Assessment time: The monthly assessment shall be completed within the 5th day of the following month; The quarterly evaluation shall be completed within ten days of the following month; The annual assessment shall be completed before 20th of the following year 1 month.

Article 3: Review Procedure

Relevant appraisers put forward appraisal opinions and provide effective data, and the enterprise management department collects data for appraisal, summarizes appraisal results and submits them to the appraisal committee for approval. The appraiser's immediate superior will feedback the appraisal results to the appraiser, and discuss and guide their performance and progress. Finally, the enterprise management department files according to the evaluation results.

Article 4: Monthly assessment procedure: This assessment adopts cross-examination method. All participants are appraisers and appraisees, and the relevant departments are graded monthly according to the relevant appraisal indicators in the cross-appraisal scoring table of relevant departments, and the scoring table is submitted to the enterprise management department for summary at the beginning of the next month.

Article 5: Quarterly evaluation procedure:

1, and the quarterly assessment scope includes the assessment of all middle-level production managers;

2. The enterprise management department organizes the evaluation among the directors of various departments, and fills in the Evaluation Form for Directors of Departments and Workshops according to the main work performance, work ability and work attitude of the directors of various departments, combined with the monthly assessment results and the weighted average quarterly assessment results.

3. According to the appraisal results and performance reward and punishment regulations of each appraisee, the enterprise management department puts forward a reward and punishment scheme and submits it to the general manager for approval.

Article 6: Annual evaluation procedure:

1. The annual evaluation procedure is the same as the quarterly evaluation procedure.

2. The annual assessment requirements shall be completed before 20th of the first month of the following year and summarized to the enterprise management department.

3. The enterprise management department is responsible for averaging the KPI assessment results of each appraisee for four quarters, obtaining the annual KPI index data, writing the annual assessment report of middle and senior managers, and submitting it to the general manager for review and signature. The enterprise management department is responsible for filing.

4, chaired by the general manager held a high-level meeting, according to the assessment results of each examinee, put forward the reward and punishment scheme of each department.

Fourthly, the design of evaluation methods, evaluation subjects, evaluation dimensions and evaluation weights.

Article 1: Appraisal method and subject design: Appraisal method refers to the appraisal method adopted by the appraisal object. The evaluation subject refers to the personnel who participate in the evaluation of the evaluation object.

Due to the different division of work and positions of the evaluation object in daily work, people who know the performance, ability and attitude of the evaluation object are also different, so the evaluation methods and objects should be different for different evaluation objects.

Article 2: Design of evaluation dimension.

Performance dimension: refers to the work achievements made by the appraisee through hard work;

Ability dimension: refers to the ability of the appraisee to engage in work.

Each main evaluation dimension consists of corresponding indicators, and different evaluation dimensions are adopted for different evaluation objects.

1. Performance dimensions include:

1) Task performance: it reflects the result of completing one's own tasks.

2) Peripheral performance: reflecting the results of service to relevant departments.

3) Management performance: it reflects the result of managers' ability to manage departments.

2. Capability dimensions include:

A. team development.

B. analytical and decision-making skills.

C. planning and organizational skills.

D. innovative ability.

E, employee counseling ability.

In order to ensure the fairness and justice of the appraisee, the appraiser only evaluates the familiar and closely related parts of the appraisee.

Article 3: Weight of Appraisal Dimension

Weight is a relative concept, which refers to the relative importance of an index in the overall index and the relative importance of different evaluation subjects when evaluating the index. The function of weight is:

1. Highlight key objectives: in multi-objective decision-making or multi-index evaluation, highlight the role of key objectives and indicators, optimize the multi-objective and multi-index structure, and achieve overall optimization or satisfaction.

2. Determine the score of a single index: the realization of the weight function depends on the score of the evaluation index. The evaluation result of each index is the difference between its total weight score and its deduction value. Weight can be used as a guiding basis for resource allocation.

V. Application of evaluation results and rewards and punishments

At the beginning of the second quarter of each year, the enterprise management department is responsible for filling in the "Quarterly Performance Appraisal Summary Table" in triplicate, one for each department, one for the implementation results of the Finance Department, and one for retention and year-end summary.

The quarterly performance appraisal award does not include basic salary and post salary, and the amount of individual reward is determined according to the individual's quarterly assessment score. The performance awards for middle-level managers who participated in the assessment are distributed according to the assessment points, and those who did not participate in the assessment are temporarily distributed according to the average coefficient performance award of the administrative department.

Article 1: The quarterly assessment results of middle-level production managers should be taken as an important reference factor for the annual assessment.

Article 2: The company will reward and punish the middle managers quarterly according to the different results of quarterly assessment.

Article 3: The annual performance appraisal is based on the quarterly performance appraisal. According to the different results of the annual appraisal, the company will give annual rewards and punishments to the middle managers.

According to the different responsibilities of departments, quarterly performance appraisal awards are divided as follows:

The workshop director's quarterly assessment full mark bonus is 3000 yuan; Among them, the deputy director's quarterly assessment bonus is 2 100 yuan;

Performance bonus distribution rules:

1, 60 points-100 points, combined with 100 points full score decreasing method, deduction 1 point = (full score bonus/100 points) yuan.

3. If the score is lower than 60, all performance awards will be deducted.

Complaints about intransitive verbs and their handling

If the appraisee disagrees with the appraisal result, he may directly appeal to the appraisal committee. After receiving the complaint, the review committee must organize a review of the complaint within one week and inform the complainant of the result.

See the detailed assessment rules for specific assessment procedures and methods.

This "method" was tried out in the third quarter of 2009.