1. Performance management promotes the improvement of organizational and individual performance. Performance management points out the direction for employees by setting scientific and reasonable organizational goals, departmental goals and personal goals. Through performance coaching and communication, managers can find out the problems existing in their subordinates' work in time and provide necessary work guidance and resource support for their subordinates. Subordinates ensure the achievement of performance goals through the improvement of working attitude and working methods. In the performance appraisal stage, it is necessary to objectively and fairly evaluate the phased work of individuals and departments, clarify the contributions of individuals and departments to the organization, encourage high-performance departments and employees to continue to work hard to improve their performance through various means, and urge low-performance departments and employees to find out the gaps and improve their performance. In the process of performance feedback interview, through face-to-face communication between the appraiser and the appraisee, help the appraiser analyze the strengths and weaknesses in the work, encourage subordinates to foster strengths and avoid weaknesses, and promote personal development; For organizations and individuals with poor performance, the evaluator should help the evaluator to formulate detailed performance improvement plans and implementation measures; In the performance feedback stage, the appraiser and the appraisee should put forward new performance goals for the next stage of work and reach a * * * understanding, and the appraisee promises to complete the goals. Under the normal operation of enterprises, the new goals of departments or individuals should exceed the goals of the previous stage, and organizations and individuals should be encouraged to further improve their performance. After such a performance management cycle, the performance of organizations and individuals will be comprehensively improved. On the other hand, performance management ensures outstanding talents to stand out through the selection and differentiation of employees, and at the same time eliminates unsuitable personnel. Through performance management, internal talents can grow and attract external talents, so that human resources can meet the needs of organizational development and promote organizational performance and personal performance. 2. Performance management promotes the optimization of management processes and business processes. Enterprise management involves the management of people and things. The management of people is mainly an incentive and constraint problem, and the management of things is a process problem. The so-called process is how a thing or an enterprise operates, involving several issues, such as why to do it, who will do it, how to do it, and who to give it to after completion. The different arrangements of the above four links will have a great impact on the output results and the efficiency of the organization. In the process of performance management, managers at all levels should proceed from the overall interests and work efficiency of the company and try their best to improve the efficiency of business processing. They should constantly adjust and optimize the above four aspects, so as to gradually improve the operational efficiency of the organization, and gradually optimize the management process and business process of the company while improving the operational efficiency of the organization. 3. Performance management ensures the realization of organizational strategic objectives. Enterprises generally have clear development ideas and strategies, long-term development goals and development goals. On this basis, according to the expected changes of external business environment and internal conditions of enterprises, the annual business plan and investment plan are formulated, and the annual business objectives of enterprises are formulated on this basis. Enterprise managers decompose the company's annual business objectives into various departments to become the annual performance objectives of the departments, and each department decomposes the core indicators into various positions to become the key performance indicators of each position.