Project performance management models and methods.
From the perspective of performance management, there are four main types of enterprise performance management models in China:
The biggest feature of this evaluation method is that there is no fixed evaluation standard and clear performance objectives, which is more suitable for enterprises or departments with low basic management level, and is used to enhance employees' sense of belonging and responsibility.
Inspection and evaluation type, that is, through job analysis and other methods to make specific requirements for job responsibilities and work processes, set assessment standards, and through regular or irregular monitoring, statistics, evaluation, etc. to summarize employee performance, more suitable for enterprises or departments with relatively perfect management systems, can make effective evaluation of employees' work conditions, and help improve employee performance and enterprise management level.
Co-participation, that is, in the process of performance management, the method of 360-degree assessment and analysis, and the joint reference to the evaluation opinions of customers (job responsibilities), colleagues, leaders, and employees themselves, can form relatively comprehensive evaluation results, enhance the sense of participation of employees, and help stimulate the enthusiasm of employees.
Self-management, that is, by setting incentive goals, to promote employees to take the initiative to achieve the goal of making efforts and taking responsibility, in this management mode, performance evaluation is not only related to the level of employees' salary, bonuses, benefits, but also will have an impact on job promotion.
As a special form of enterprise performance management, project performance management mainly includes these four types of management models, of which the latter three are the more common. Project performance management generally follows the SMART principle in its implementation: specifc - clarity of goals, measurable - measurable - measurable - behavior orientation of goals, realistic - realistic - goals are realistic, timeframed - time constraints of goals. In the process of project performance management, the company or department needs to constantly adjust the goals to ensure that every aspect of the SMART standard is met. The establishment of performance objectives needs to be clear, challenging and realistic: clarity refers to the clear set of performance management objectives, in an intuitive and easy-to-understand language to accurately describe the objectives that need to be achieved by the work, and each work goal is closely linked to the construction process;Challenging means that the goal should not be too simple, but should give the employee direction in their work;Reality, that is, employees can achieve through their own efforts, if the set goals are difficult to achieve, it may dampen the enthusiasm of employees and is not conducive to the improvement of enterprise work efficiency.
Problems with project performance management.
Lack of scientific human resource management concept.
A common problem in project performance management of China's construction enterprises is the lack of human resource management concepts. At present, in most construction enterprises and project departments, project performance management is simply to decompose the project content and construction process, and only analyze the work performance of employees, while ignoring the subjective initiative of employees. At the same time, most construction enterprises lack professional human resource management personnel, and it is difficult to collect and analyze information from all aspects involving project performance such as human resources, construction industry, project management, market environment, etc., and it is difficult to form scientific, accurate and specific management methods, resulting in the difficulty of effectively completing the work of project performance management.
Failure to set up a reasonable incentive mechanism for work.
In many construction enterprises, the enthusiasm of employees is generally not high, which is mainly due to the following three reasons: First, the leaders of relevant departments are not aware of the development of incentive mechanisms, and do not pay attention to the work incentives of employees in the work process. Second, the material basis of the incentive mechanism is weak. The status quo of construction companies is that the work is done well or badly, and the wages remain the same, so the enthusiasm of employees is greatly stifled. Third, the imperfection of the incentive mechanism, China's construction enterprises due to various restrictions, it is difficult to achieve the comprehensiveness and equality of the incentive mechanism in the human resource management system, many management departments are still more traditional, there is no set or not perfect the relevant incentive mechanism, no matter how much to do, the salary is the same, and the wage standard is not positively related to the labor force, and the incentive mechanism is not perfect, the salary is often linked to the leadership level, which has affected the enthusiasm of employees.
Safeguard measures for the implementation of project performance management of construction enterprises.
Management system.
The unscientific and imperfect management system will inevitably affect the working status of employees. Starting from the management system to ensure the implementation of project performance management of construction enterprises, it can help enterprises or departments reduce management costs and reduce internal consumption of resources. First of all, we should actively introduce a modern human resources management system. Construction enterprises, especially project departments, should further improve and implement the work of human resource management within the enterprise and the department from the aspects of performance, salary, training, welfare, promotion, etc., so as to motivate employees to actively participate in the work of project management. Secondly, we should continuously improve the financial system of enterprises in combination with the enterprise strategy. Construction projects often involve the mobilization of large amounts of funds, and only a sound financial system can ensure the stability of the project operation process and avoid capital risks. In addition, we will build a systematic and complete management system. Project performance management involves the whole process of winning the bid to the implementation and then to the acceptance, and the systematic and perfect management system can ensure that the work of project performance management can be effectively supported by the enterprise, which is conducive to the implementation of various specific management work.
Corporate culture.
For enterprises, corporate culture is the soul of the entire enterprise. Construction enterprises can ensure the realization of project performance management through the sense of corporate belonging and responsibility. First of all, it is necessary to standardize the work attitude of employees, implement the hard-working, meticulous and conscientious work spirit into the daily practice of employees, and require employees to ensure the quality of work while completing the work progressSecondly, convey the corporate strategy and management purpose to employees. For example, to strengthen the safety awareness of employees, in the construction process, to ensure personal safety in the first place, under the premise of safety, to ensure the quality and progress of the construction project;Finally, pay attention to the personal growth of employees, so that employees can gain more in the process of company development, and continuously improve their personal abilities while giving full play to their personal strengths to complete their own work.
Design of project performance management mode for construction enterprises.
Choose the right project performance management model.
The four main performance management modes of project performance management in China's enterprises are more widely used in construction enterprises, such as inspection and evaluation and joint participation, and are gradually transitioning to self-management. The lack of clear assessment indicators for the performance management personnel is relatively high in the implementation, and it is difficult to translate into performance improvement, so it is difficult to play a specific role in construction enterprises. The inspection and evaluation type requires performance managers to select or set evaluation indicators according to the actual situation of the enterprise and specific projects, and the process is relatively cumbersome and the calculation is more complex, which is more suitable for enterprises or departments with relatively complete basic management systems and relatively standardized projects, or projects with relatively small scale and less capital and manpower. The co-participation type is more suitable for the performance management of management positions, and the performance managers can quickly collect relatively comprehensive information and make more objective and fair evaluations, but for a relatively large number of grassroots employees, the use of this method will undoubtedly greatly increase the workload of performance managers. Self-management is the most ideal project performance management model, which fully mobilizes the subjective initiative of employees, takes performance improvement as the center, and effectively improves the performance of employees, teams, departments, and the enterprise as a whole as the ultimate goal.
Strengthen the communication of project performance of construction enterprises.
It is of great significance to strengthen the project performance communication of construction enterprises to improve the performance management efficiency of enterprises. Performance communication refers to the communication between enterprise managers or department heads according to the performance results of employees after the performance evaluation is completed, with the aim of finding problems in employees' work, looking for improvement directions, and improving performance. The most important thing in performance communication is to let employees feel the company's expectations of him, find their own shortcomings, and find the way forward in the communication. Construction enterprises should carry out project performance communication: firstly, they should create a serious atmosphere throughout the enterprise, improve employees' attention to project performance communication, and formulate a scientific communication plan according to the performance appraisal results and communication purposesSecondly, before performance communication, the relevant responsible person needs to decompose the performance objectives layer by layer, and clarify the overall performance objectives of the enterprise, the performance objectives of the department, the performance objectives of the team, and the individual performance goals of employeesThen, according to the completion of performance goals at all levels, analyze the problems, and explain the causes of the problems to the person in charge or the employees themselves, and jointly explore solutions.
Conclusion. In order to realize the effective management of project performance of construction enterprises, it is necessary to emphasize the implementation of specific work on the basis of recognizing the actual situation of the enterprise and the project performance management model. Construction enterprises should gradually improve the work of project performance management from many aspects such as project performance management mode selection, performance communication design, and exploration of safeguard measures, so as to effectively improve the performance level and promote the stable development of enterprises. (*Business Culture, Text, Liu Mingcong, Zhejiang Zhifang Construction***.)