1. Management method: \x0d\ 1. Balanced Scorecard \x0d\ 1992No. 1/2 Harvard Business Review published The Balanced Scorecard-A New Method of Performance Measurement and Driving, co-authored by Robert Kaplan and David Naughton. This is the first article about balanced scoring. The article puts forward that the performance of an enterprise should be evaluated not only from financial indicators, but from four dimensions: finance, customers, internal business processes, learning and development. \x0d\ Balanced Scorecard was originally used as a comprehensive strategic performance management and evaluation tool. 10 years, the balanced scorecard has made great progress in theory and has been recognized by more and more companies in practice. It is praised by Harvard Business Magazine as one of the 75 excellent enterprise management ideas, and it is a tool to measure the comprehensive management ability of enterprises. The enterprise is measured from the following four important aspects: \x0d\ financial perspective: the direct purpose and result of enterprise management is to create value for shareholders. Although the long-term or short-term requirements for profits will be different due to different enterprise strategies, there is no doubt that profits will always be the ultimate goal pursued by enterprises for a long time. \x0d\ Customer perspective: How to provide customers with the products and services they need, so as to meet their needs and improve the competitiveness of enterprises. The customer's point of view is to test the performance of the enterprise from the aspects of quality, performance and service. \x0d\ Internal process perspective: Has the enterprise established an appropriate organization, process and management mechanism, and what are its advantages and disadvantages in these aspects? Internally, the evaluation criteria are formulated by the top management. \x0d\ Learning and innovation perspective: The growth of enterprises is closely related to the improvement of employees' ability and quality. Only by continuous learning and innovation can enterprises achieve long-term development. \x0d\ Balanced Scorecard is characterized by balance, which has changed the defect of measuring enterprise performance only by financial indicators. \x0d\ This method of evaluating employees requires enterprises to have a very clear and specific target system and decomposition ability in four aspects. At the same time, it is necessary to establish a comprehensive and huge database to provide data sources for various indicators. As far as an enterprise is concerned, not all job indicators can be refined or decomposed into these four indicator systems. Therefore, the implementation of this method needs to be established according to the idea of balanced scorecard when designing business processes, and there are certain conditions and requirements in practical application. \x0d\ 2。 Key performance indicator, KPI\x0d\ Key performance indicator (KPI) is a key indicator to measure the implementation effect of enterprise strategy, and its purpose is to establish a mechanism to transform enterprise strategy into internal processes and activities, so as to continuously enhance the core competitiveness of enterprises and enable enterprises to continuously achieve high efficiency. Through KPI, we can implement the strategic objectives and business priorities of the enterprise, convey the value orientation of the enterprise, and effectively motivate employees to work together for the realization of the enterprise strategy. \x0d\ KPI should be formulated around "company strategy", set reasonable goals by decomposing the strategy, and effectively control the realization process to drive performance. The starting point of KPI formulation is enterprise strategy. After understanding the strategic direction of the enterprise, all departments in the enterprise make work plans and make priorities according to the strategy. The results of performance appraisal show the achievement degree of employee performance and company performance, that is, whether the company strategy can be implemented smoothly. Therefore, after the performance appraisal of employees, we should use the salary lever to strengthen employees' performance behavior. \x0d\ 3。 Management by objectives evaluation system \x0d\ Management by objectives is a widely used performance evaluation method in enterprises. The specific method is that at the beginning of the assessment, the appraisee and the supervisor set the work objectives to be achieved in the assessment according to the organizational objectives, and at the end of the assessment, the appraiser reviews the appraisee against the objectives and scores the assessment according to the degree of completion of the objectives. The advantage of x0d target management lies in that it can effectively guide and monitor employees' work behavior through the formulation of goals, and at the same time strengthen employees' self-management awareness to improve work performance. Taking the achievement of the goal as the scoring standard, the evaluation is objective. Disadvantages are: the process of setting goals is complicated, time-consuming and costly. Different employees have different goals and grading standards, so the final assessment score is not comparable among employees at the same level, and it is difficult to be used as the basis for salary increase and bonus demarcation. When the goal is not clear and measurable, the target management method often faces failure. At the same time, in the process of implementing MBO, we often only pay attention to short-term benefits and ignore the realization of long-term benefits. Therefore, there are some limitations and problems in evaluating performance management only by management by objectives in reality. \x0d\ 4。 360-degree evaluation system \x0d\ This evaluation method evaluates the appraisee through its superiors, peers, subordinates and customers, so that the appraisee can understand opinions from all sides, know his own advantages and disadvantages, and achieve the purpose of improving his own ability. The 360-degree evaluation method is divided into four groups: superiors, peers, subordinates, serving customers and employees themselves. You can also use an external consulting company to analyze the evaluation results and finally write a report to be evaluated. The content of the assessment is mainly related to the company's values. The evaluation and analysis table is designed in detail. Everyone involved in the evaluation has their own evaluation of each project. Finally, it is analyzed by a special consulting company, and the evaluation result of the appraised person is obtained. If the appraisee finds that a certain combination has a low evaluation at any point, he can find a few people in this group to communicate and put forward "I hope it can help me" so that everyone can exchange views openly. See the following figure for the 360-degree evaluation: \x0d\ superior evaluation \x0d\ peer evaluation employee self-evaluation customer evaluation \x0d\ subordinate evaluation \x0d\ figure 360-degree evaluation \x0d\ (1) superior evaluation mainly refers to the employee's direct superior evaluation, because the employee's direct superior knows the employee. \x0d\ (2) Peer evaluation \x0d\ Colleagues are often very familiar with the work of employees, and the sources of information are very real. When the nature of work requires the cooperation of multiple departments, peer evaluation can obtain more objective and accurate information, but when there is competition between peers due to the nature of work, the fairness and effectiveness of peer evaluation will be reduced. \x0d\ (3) Subordinate Appraisal \x0d\ This appraisal is more suitable for managers, that is, the appraisee is appraised by his direct subordinates or indirect subordinates. The content of evaluation is mainly the manager's sense of responsibility, management style, guidance, training, motivation and communication to subordinates. \x0d\ (4) Customer evaluation \x0d\ If the nature of employees' work requires dealing with more external customers, the evaluation information obtained from customers is often more conducive to a more comprehensive evaluation of employees. Therefore, customer evaluation is usually used in departments that need to deal directly with external customers, such as service and sales departments. The evaluation is usually conducted in the form of questionnaires and customer interviews. \x0d\ (5) Employee's own assessment \x0d\ Employee's own assessment is also self-evaluation, which is used to evaluate his work performance, work performance, etc. However, during the assessment, employees' own understanding of the assessment content and standards may be inconsistent with their superiors, and their conclusions may be superior to those of their superiors, which is mainly due to their own deviation and high self-evaluation. \x0d\ 360-degree evaluation system has the characteristics of full participation in management, symmetrical information collection and decentralized daily management of managers. However, its evaluation process is complex and there are many statistical procedures, which will easily lead to interpersonal tension or low credibility when the quality of personnel is not high. \x0d\ II。 Statistical correlation method: \x0d\ 1. Analytic Hierarchy Process (AHP) refers to a decision-making method that decomposes the relevant elements of a decision-making problem into levels such as goal, quasi-measurement and scheme, and then makes qualitative and quantitative analysis on this basis. The characteristic of this method is to build a hierarchical structure model after deeply analyzing the essence, influencing factors and internal relations of complex decision-making problems, and then mathematize the thinking process of decision-making with less quantitative information, thus improving a simple decision-making method for solving complex decision-making problems with multi-objectives, multi-criteria and no structural characteristics. \x0d\ The general steps to solve the problem are as follows: \x0d\ (1), build a hierarchical structure model \ x0d \ Build a hierarchical structure, that is, classify and analyze the studied problems and build a hierarchical structure model with interrelated factors. \x0d\ (2), construct the judgment matrix \x0d\ judgment matrix. \x0d\ (3), calculate the weight vector \x0d\ Calculate the importance of relative elements under a single criterion, that is, the hierarchical simple order, and calculate the weight of the relative importance order related to a certain superior element according to the judgment matrix, which can also be reduced to calculating the characteristic root and the characteristic vector of the judgment matrix. There are three main methods: sum method, root method and characteristic root method. \x0d\ (4), conformance test \x0d\ 2. Principal component analysis \x0d\ Principal component analysis is a multivariate statistical analysis method that transforms the original multiple indicators (variables) into a few independent comprehensive indicators through orthogonal transformation. This makes the original indicators regroup into a new set of unrelated comprehensive indicators, that is, the information does not overlap each other to reflect the higher proportion of information carried by the original indicators. Therefore, principal component analysis is a multivariate analysis method that transforms multiple indicators into a few comprehensive indicators by using the idea of dimensionality reduction. These comprehensive indicators are all linear combinations of original variables. The comprehensive index not only retains the main information of the original variable, but also has some properties superior to the original variable, which enables us to grasp the main contradiction and realize the scientific analysis and evaluation of the problem when studying complex problems. Therefore, principal component analysis is widely used in socio-economic statistical research.