Construction enterprise project manager performance assessment method

Abstract

The invention discloses a construction enterprise project manager performance assessment method, which comprises the following steps: firstly, selecting a certain project manager, then determining thecorresponding KPI key performance index, and then determining the weight occupied by each KPI index through a neural network algorithm. The method has the advantages that one evaluation system is provided for each person, and the evaluation systems are different from one another; and the project production process is influenced by various environmental factors and human factors; different evaluation models are established according to the historical data of each project manager; in the assessment process, the person is taken as an assessment center, each project manager has a specific evaluation system instead of non-targeted large and wide evaluation, the fairness between evaluation objects is fully embodied, and the evaluation method is one of the outstanding advantages of the evaluation method.

Description

technical field [0001] The invention relates to the technical field of urban construction management, in particular to a performance evaluation method for project managers of construction enterprises. Background technique [0002] At present, from the perspective of the company's external environment: how to prevent brain drain, attract compound talents, and quickly seize the leading position in the new round of adjustment of the construction industry's industrial structure to achieve the business performance required by the strategy has become the company's first problem; From the perspective of the company's internal environment: due to the complex external conditions during the implementation of the project, the large number of construction personnel, frequent turnover, and large differences in the work priorities of different positions, these have significantly increased the difficulty of performance appraisal, resulting in the project management personnel. Assessment ca...

AI Technical Summary

Problems solved by technology

Specifically, there are the following defects: (1) The setting of the assessment content is unreasonable: the project manager, as the backbone of the project management personnel, is responsible for the management responsibilities and task performance of the project department. The construction period and even the performance of the whole company are important appointments; but the assessment is basically the same as other management personnel of the company, which does not reflect the professionalism it should have, and the work content of each professional position is different, and the focus of the assessment should also be different. the difference

(2) The evaluation lacks fairness: Generally, when the evaluation is initiated by the superior manager to the subordinate, there will be a halo effect during the evaluation, that is, the performance evaluation results of the appraised are judged comprehensively based on certain factors of the employee; sometimes the appraiser also There are non-objective factors such as personal prejudices and preferences to evaluate the examinee; also due to the influence of the recent effect, the examiner is also easy to evaluate the pros and cons of the work performance according to the recent work performance of the subordinate employees, so that the assessment standard is subjective. The phenomenon of unfairness has appeared in the workplace, which makes it difficult for some employees who work hard and have good grades but are not good at handling interpersonal relationships to get fair treatment

(3) The assessment of the assessors is too subjective, and the indicators are not quantified: At present, most of the assessments of project managers by state-owned enterprises do not have specific quantifiable quantitative indicators, and the assessment is mainly subjective

Therefore, the appraiser believes that the appraised person's work performance is very good and they work very hard. Although some employees have some minor problems, considering the hard work of the appraised person and the results of the performance appraisal are linked to the bonus, they basically ignore it. problem, relatively high assessment scores for employees

Some assessors think that the engineering task itself is heavy, and the results of the performance appraisal should not affect the enthusiasm of employees, cause psychological pressure on employees, and then fail to complete the project plan on schedule

(4) The leaders did not really realize the importance of performance management: in the process of rapid development of the enterprise, the number of engineering construction management projects increased, and engineering management personnel accounted for a considerable proportion of the entire company's personnel structure

Due to the lack of attention of the management, the employees at all levels below regard the performance appraisal as just a form. When the appraisal time comes, the leaders need to obtain the appraisal results in a short time. In order to obtain the appraisal results in a short time at the executive level, Often the assessment process is greatly discounted, and the assessment is performed passively, and the assessment results will naturally be biased towards the subjective impression of the leader or the examiner

(5) Insufficient communication and feedback to employees during the assessment: construction companies have very tight project schedule requirements, and at the same time, the amount of work in the construction process is also very large, and most of the employees are busy with government construction in actual work Various inspections by the administrative department have made the employees very busy, acting as "firefighters" of the project department

For construction projects, various departments cooperate with each other but are independent, the responsibilities of each position are clear and the technical span is large, it is difficult for employees to make an objective and fair evaluation of each other, and the 360-degree assessment method cannot achieve ideal results

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