绩效管理是人力资源管理的重要组成部分，科学高效的绩效管理可以提升员工工作积极性，激发团队活力，提高个人和组织绩效水平，促进企业战略目标达成。J公司是Z集团公司二级子企业，主要定位为集团公司在基础设施业务综合投资、建设与运营平台。J公司原来作为Z集团公司业务部门，经过近5年实体化公司化发展，人力资源体制逐步完善，初步建立了绩效管理体系，但对照现代企业管理标准，作为企业人力资源核心业务的绩效管理工作存在诸多不足，不利于企业进一步的高质量发展。

本文以J公司为案例进行研究，在梳理其绩效管理现状的基础上，按照提出问题、分析问题、解决问题的思路，结合问卷调查、访谈等方式，对J公司绩效管理问题进行问题诊断，围绕绩效计划制定、沟通辅导、考核评价、结果反馈、结果运用等五个维度展开。分析认为，由于J公司对绩效管理存在认识上的偏差，制度体系不够健全，流程执行不够严格，工作人员专业性不强等因素，导致J公司存在绩效指标计划与公司战略目标不匹配，体系构建不够科学合理，沟通辅导机制不完善、形式化明显和缺乏沟通技巧，绩效考核评价体系单一、主观意识太强和结果中心化倾向明显，结果反馈、员工申诉和面谈环节缺失，结果运用范围狭窄等问题。

基于以上分析，本文拟从优化计划制定、加强沟通辅导、完善考核评价、做好结果反馈、充分运用结果等五个方面提出优化建议方案。同时建立和完善组织、制度、文化和技术保障措施，为绩效管理优化方案顺利实施保驾护航。本文希望J公司通过绩效管理科学高效运行，促使员工工作积极性提升，团队活力增强，个人和组织绩效水平提高、企业战略目标达成的目的。

Scientific and efficient performance management can enhance employee motivation, stimulate team vitality, improve individual and organizational performance levels, and promote the achievement of corporate strategic goals. J Company is a secondary subsidiary of Z Group Company, mainly positioned as a comprehensive investment, construction, and operation platform for the group's infrastructure business. J Company, originally serving as the business department of Z Group Company, has gradually improved its human resources system and established a performance management system after nearly 5 years of physical and corporate development. However, compared to modern enterprise management standards, the performance management work as the core business of enterprise human resources has many shortcomings, which is not conducive to the further high-quality development of the enterprise.

This article takes J Company as a case study. Based on the current situation of its performance management, following the ideas of raising, analyzing, and solving problems, combined with questionnaire surveys, interviews, and other methods, the problem diagnosis of J Company's performance management problems is carried out around five dimensions: performance plan formulation, communication and coaching, assessment and evaluation, result feedback, and result application. Analysis suggests that due to factors such as deviation in J Company's understanding of performance management, inadequate institutional systems, strict process execution, and weak professionalism of staff, there is a mismatch between J Company's performance indicator plans and strategic goals, a lack of scientific and comprehensive system construction, incomplete communication and coaching mechanisms, obvious formalization, and a lack of communication skills, and a single performance evaluation system There are issues such as strong subjective awareness and a tendency towards centralization of results, a lack of feedback on performance results, employee appeals, and interviews, and a narrow scope of application of results.

Based on the above analysis, this article proposes optimization suggestions from five aspects: optimizing plan formulation, strengthening communication and coaching, improving assessment and evaluation, providing feedback on results, and fully utilizing results. At the same time, establish and improve organizational, institutional, cultural, and technical support measures to ensure the smooth implementation of performance management optimization plans. Company J operates scientifically and efficiently through performance management, promoting employee motivation, team vitality, personal and organizational performance improvement, and achieving corporate strategic goals.