Sample Company Performance Appraisal Management Regulations 1 Chapter 1 General Principles Article 1 1. Objectively and fairly evaluate employees’ work performance and contributions, encourage employees to continuously improve their work performance and their own abilities, and enhance the overall operating efficiency and economic benefits of the enterprise.

2. Provide decision-making basis for employee salary decisions, training planning, job promotion, job rotation and other human resource management work.

3. Focus on positive incentives, embody the principle of equal performance and remuneration, widen the gap, reward the superior and punish the inferior.

4. Through performance management, discover employees' own strengths and deficiencies in their work, promote managers at all levels to guide, help, restrain and motivate subordinates, effectively improve employees' knowledge, skills and quality, and develop employees' potential.

Article 2 Scope of application applies to all regular employees of the company.

For employees on probation, please refer to the probation period assessment regulations.

Article 3 Principle 1. Principle of openness and fairness: Appraisals should allow those being appraised to understand the appraisal process, methods, standards and results, and improve transparency. Appraisals should objectively and fairly examine and evaluate the persons being appraised, and use the same appraisal method for employees in the same position.

standard.

2. Principle of objectivity and fairness: The assessment should be based on a realistic attitude and be based on facts to avoid the influence of supervisor's assumptions and personal subjective emotional factors. Try to "use data to speak and facts to speak".

3. Principle of rigor: If the assessment is not strict, it will become a mere formality and in vain.

There must be clear assessment standards, a serious assessment attitude, a strict assessment system and assessment procedures and methods.

4. Positive motivation principle: The purpose of assessment is to promote the joint development and growth of the organization and employees, focusing on the application of performance results, rather than pure rewards and punishments.

5. Two-way communication principle: The formulation of performance indicators must achieve up-and-down communication. The results of the evaluation must be fed back to the person being evaluated. At the same time, performance communication interviews must be conducted with the person being evaluated to affirm their achievements and progress and point out deficiencies.

It is proposed to change in the future Chapter 2 Assessment Organization and Responsibilities Article 4 Assessment Organization 1. The company's performance assessment work shall be jointly promoted by the Human Resources Department and each employing department.

2. The Human Resources Department and each department assume different responsibilities in performance appraisal. Supervisors at all levels have the rights and obligations to evaluate, supervise and manage their subordinates.

3. All employees have the right and obligation to obey supervision and assessment and make suggestions and appeals.

Article 5 Work Rights and Responsibilities (1) Human Resources Department: The Human Resources Department is the construction and promotion department of the company's performance appraisal work. It works under the leadership of the company's top manager and is responsible for organizing, promoting, coordinating and supporting various departments to carry out performance appraisal work.

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Its functions are: 1. Responsible for the establishment, revision and implementation of the company's performance appraisal management system; 2. Responsible for supervising and guiding the performance appraisal work of each department; 3. Responsible for the review of the performance appraisal standards of each employing department and proposing revisions

Opinions; 4. Responsible for the promotion of performance management ideas and training of relevant professional knowledge and tools; 5. Responsible for accepting, investigating, processing and feedback employee performance appraisal grievances and objections; 6. Responsible for the company's performance appraisal results or performance appraisal situation

summary and analysis work.

(2) Employing Department The head of the department, as the first person in charge and manager of the performance appraisal of each department, implements the appraisal work of the department and its employees in accordance with the company's performance appraisal policy.

Responsibilities include: 1. Responsible for formulating and proposing performance appraisal indicators for the department based on the company's business objectives and performance appraisal policies, and decomposing and implementing them to employees in each position; 2. Pay attention to department performance communication and do a good job in decomposing performance indicators for direct subordinates

, extract and formulate work; 3. During the performance implementation process, promptly solve the problems encountered by employees in the process of achieving performance indicators and provide corresponding help or resource support; 4. Responsible for the organization, implementation, and supervision of employee performance appraisal work within the department

and improvement, and do a good job in collecting and sorting out the relevant assessment data of the department; 5. Responsible for the summary, review and summary analysis of the department's performance assessment results or performance assessment situations; 6. Responsible for the feedback and interpretation of the performance assessment results of employees within the department

Work.

Chapter 3 Performance Appraisal Content Article 6 Appraisal Cycle The company’s appraisal is divided into two types: monthly appraisal and annual appraisal.

Managers and above are subject to annual assessments, section chiefs are subject to monthly assessments and annual assessments, and other personnel are subject to monthly assessments.

Unless otherwise stated, the assessment in this article refers to the monthly performance assessment.

Article 7 Personnel related to the assessment The personnel related to the assessment consist of the person being assessed, the assessor, the reviewer, and the approver.

1. The person being evaluated is the employee being evaluated.

2. The assessor is the employee’s supervisor, generally the supervisor at the class level and above.