已阅读5页,还剩12页未读, 继续免费阅读
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
绩效管理系列员工业绩评估中的困境与策略(PERFORMANCEMANAGEMENTDILEMMASANDSTRATEGIESINEMPLOYEEPERFORMANCEEVALUATION)OUYANGSSTRICTPERFORMANCEMANAGEMENTSERIESDILEMMAANDSTRATEGYINEMPLOYEEPERFORMANCEEVALUATIONALLALONG,THEEVALUATIONOFPERFORMANCEMANAGEMENTHASALWAYSBEENAHOTTOPICINTHEMANAGEMENTFIELDINCHINA,“RULEOFMAN“AND“RULEOFLAW“TO“EVALUATE“THECLASSICDEBATEWITHTHECONCEPTOFCHANGEMANAGEMENT,THEESTABLISHMENTOFTHEMODERNENTERPRISEMANAGEMENTSYSTEMISONSTAGE,BECOMESONEOFTHEMOSTIMPORTANTTOPICSOFOURLOCALENTERPRISEHUMANRESOURCESMANAGEMENTREFORMFROM“MORALS,DILIGENCE“TO“KEYPERFORMANCEINDICATORSKPI“TO“THEBALANCEDSCORECARDBSC,REGARDLESSOFPERFORMANCEMANAGEMENTINTHEWORLDISNEARORFARFROMTHEASSESSMENT,ANDWEAREDEDICATEDTOTHEASSESSMENTASTHEFUNDAMENTALHOWEVER,THEACTUALSITUATIONISNOTSATISFACTORY,“ASSESSMENT“DOESNOTSEEMTOGIVEUSTHEMANAGERSTOMAKEINRESPONSEARECENTLYJUSTFINISHEDPERFORMANCEMANAGEMENTCONSULTINGSTRATEGYOFPRIVATEENTERPRISESDEVELOPMENTMANAGERRUEFULLYSAIDTOME“FORUS,JUSTLETTHEPERFORMANCEEVALUATIONOFMANAGERSANDEMPLOYEESTOFINDMANAGEMENTSENSE,TOBESCIENTIFIC,IMPLEMENTED,WILLHAVEASHORTPROCESS“PARTONE4KINDSOFDILEMMAOFPERFORMANCEEVALUATIONOFLOCALENTERPRISESDILEMMA1THEREISNOGOODMANAGEMENTFOUNDATIONONAHUMANRESOURCEMANAGEMENTWEBSITE,AGROUPOFPEOPLEASKINGFORHELPRAISEDALOTOFCONTROVERSYABOUTPERFORMANCEMANAGEMENTTEXTASFOLLOWSINAGROUPCOMPANY1,HOWTODISTINGUISHANDSETUPMARKETINGVICEPRESIDENTANDDIRECTOROFMARKETINGEVALUATIONINDEX2,HOWTODISTINGUISHANDSETUPPURCHASINGANDOPERATIONVICEPRESIDENTANDPURCHASINGDIRECTORSASSESSMENTINDEX3,HOWTODISTINGUISHANDSETUPMARKETINGDIRECTORANDSUBORDINATEENTERPRISESALESTOTALEVALUATIONINDEX4,HOWTOSETUPTHEFINANCIALDIRECTORSASSESSMENTINDEXWHATISTHEMAINDIFFERENCEBETWEENTHEEVALUATIONINDEXOFTHEFINANCIALMANAGERANDTHESUBORDINATEENTERPRISE5,HOWTOSETTHEGROUPR6HOWTOSETUPTHEEVALUATIONINDEXOFTHECHIEFEXECUTIVEOFFICERANDHUMANRESOURCESDIRECTOR7,HOWTOPERSUADEPOLICYMAKERSTODESIGNEVALUATIONINDEXOFDIFFERENTCOGNITIVEMUSTBEMADEBYTHEDEPARTMENTRESPONSIBLEFORTHEPARTICIPATIONOFCOMMUNICATIONDEVELOP,INORDERTOAVOIDUNREALISTICATPRESENTTHATASLONGASTHECORRECTINDUSTRYPROGRAMANDINDEXGROUPHUMANRESOURCESCENTERSETCANBETHOUGHTFROMHRMANAGEMENTWORLDWEBSITE,BBSOBVIOUSLY,TOANSWERSUCHAQUESTION,ITISUSUALLYNECESSARYTOLOOKATTHEJOBDESCRIPTIONALTHOUGHIDARENOTSAYTHATTHEGROUPORGANIZATIONANDPOSTDESIGNOFTHEGROUPCOMPANYISREASONABLE,BUTTHEOVERLAPOFLOCALENTERPRISESFUNCTIONSANDTHEFACTTHATTHEPOSTISOCCUPIEDBYTHEPEOPLEISQUITECOMMONOURBOLDHYPOTHESISINTHEABOVE“VICEPRESIDENT“AND“DIRECTOR“INTHEIRDUTIESWITHOUTWHATANIMPORTANTGROUPOFSUBORDINATEENTERPRISESRESPECTIVELY,ANDNOCLEARDELINEATIONOFAUTHORITYWHICHISACOMMONPHENOMENONINLOCALENTERPRISES,THEN,WITHTHECONVENTIONALPERFORMANCEEVALUATIONMETHODFORTHE“POST“,ORMOREEXACTLYTHATIS,THESE“PEOPLE“ANDSETTHE“EVALUATION“ISACTUALLYVERYDIFFICULTTOHAVESATISFACTORYRESULTSTHEREASONISSIMPLE,SOMEPOSITIONSORNOSIGNIFICANCE,ORDONOTKNOWWHATTODO,INTHISCASE,THEPERFORMANCEOFHOWTOJUDGEFROMITNOW,THETHEORYANDPRACTICEOFPERFORMANCEEVALUATIONTENDTOFOCUSONTHERELATIONSHIPBETWEENPERFORMANCEANDORGANIZATIONALSTRATEGYANDBUSINESSPROCESS,RATHERTHANJUSTONTHEEVALUATIONOFPERSONALPERFORMANCELOCALENTERPRISESEMBARRASSMENTLIESNOTONLYINTHEORGANIZATIONANDJOBPROBLEMS,ANDSTRATEGY,PROCESSANDOTHERISSUESARENOTCLEAR,THECONCEPTOFPERFORMANCEEVALUATIONMANAGEMENTSTILLSTAYSINJIANGYOUFALIEONINDIVIDUALPERFORMANCELEVELBETWEENTHEMANAGEMENTBASIS,MANAGEMENTIDEAANDMANAGEMENTTECHNOLOGYHASGREATHARMONY,SOTOFINDA“REASONABLE“AND“PRACTICAL“SCHEMEHASALMOSTBECOMEALOCALENTERPRISEHUMANRESOURCESWORKERSDEFEATED,KEEPONFIGHTINGANDEXPLORATIONDILEMMA2LACKOFABILITYTOEVALUATEDATAMANAGEMENTTHEESTABLISHMENTOFAGOODKEYPERFORMANCEINDICATORKPI,BUTTHEFAILURETOPROVIDERELEVANTDATATOCOUNTERTHEINDICATORS,WASULTIMATELYFORCEDTOGIVEUP,WHICHWASACOMMONPROBLEMINESTABLISHINGPERFORMANCEEVALUATIONPROGRAMMESASFORLOCALPRODUCTIONENTERPRISESASPARTOFPRODUCTIONAUTOMATIONANDCOMPUTERIZEDMANAGEMENTOFLOWDEGREE,ALOSSTOTHECORECOMPONENTSOFTHESTATISTICALRATEMAYBEFORMEDINSUCHASINVENTORYWASTE,TECHNOLOGYANDRESOURCESFACEDOBSTACLESONTHEFINANCIALANDSTATISTICALANALYSIS,THEDATAMANAGEMENTOFTHEINDEXISVERYDIFFICULTANDSUCHINFORMATIONFOROTHERCOMPANIESMAYBEJUSTAFEWAUTOMATICALLYGENERATEDNUMBERSONTHECOMPUTERSCREENTHEABILITYOFLOCALFIRMSTOMANAGEKEYPERFORMANCEDATAISUSUALLYWEAKQUITEALOTOFBUSINESSESAREDEALINGWITHBASICFINANCIALDATA,ANDTHEYCANTHANDLETHINGSWELL,ANDITSHARDERTOGRASPTHEDATAONOTHERMANAGEMENTLINKSTHEREFORE,ASETOFSCIENTIFICANDREASONABLEKEYPERFORMANCEINDICATORSAREOFTENNOTPRACTICALBECAUSETHEYCANNOTBESTATISTICALLYANALYZED,ANDTHESOCALLEDPRACTICALPERFORMANCEINDICATORSAREOFTENNEITHERCRITICALNORSCIENTIFICMOSTOFTHEFINANCIALDEPARTMENTSOFTHELOCALENTERPRISESARESTILLINTHEACCOUNTINGDEPARTMENT,ANDTHEYHAVENOTPLAYEDMUCHROLEINTHEOPERATIONCONTROLWHILETHEOPPOSITEISTHEMAJORITYOFMULTINATIONALCOMPANIESHAVEESTABLISHEDACONSIDERABLESCALEANDHIGHLYPROFESSIONALFINANCIALMANAGEMENTDEPARTMENT,THESTAFFINALLASPECTSOFBUSINESSOPERATIONS,RESPONSIBLEFORCOLLECTING,PROCESSINGANDANALYSISOFKEYPERFORMANCEDATA,PROVIDEANIMPORTANTBASISFORMANAGEMENTDECISIONSFIGURE1ASAMPLEOFA“GREENLIGHT“PERFORMANCEREPORTINGSYSTEMFORAMULTINATIONALCORPORATIONWITHOUTDATAMANAGEMENTCAPABILITIES,ITISNOTEASYTODEVELOPA“SCIENTIFIC,OBJECTIVE,ANDIMPARTIAL“PERFORMANCEEVALUATIONPLANMANYENTERPRISESUNDERTHEHELPLESS,OUTOFALLTHEPERFORMANCEINDICATORSARETODOA360DEGREEASSESSMENTRESULTS,THEREISNOSUBJECTIVEWHATISAYGOESTYPE,ISOBJECTIVE,SCIENTIFICANDFAIRBECOMESPUBLICOPINIONSAREDIVERGENTDILEMMA3NOGOODEVALUATIONFORMCANBEFOUNDTHEORIGINALSTATEOWNEDENTERPRISEEVALUATIONMETHODISGENERALLYSUPERIORTODOEVALUATIONSFORSUBORDINATES,LATERTHISQUILTTOPSCORINGMODEOF“SUBJECTIVE“ANDOUTOFTHEHATNOWMOREANDMORE,ISLEDBYTHEPERSONNELDEPARTMENT,PUTFORWARDASETOFGENERALCONCERNS“MORALS,DILIGENCE“COMPREHENSIVEASSESSMENTMETHODS,ALLDEPARTMENTSINACCORDANCEWITHTHEIMPLEMENTATION,THEREARE1DIFFICULTIESINTHEONLINEHELPQUESTIONS7IDONOTKNOWSINCEWHEN,THE360DEGREEASSESSMENTHASBECOMEAMANAGEMENTSTYLE,SOEVENNONCONTROVERSIALSALESINDICATORSWILLBETAKENOUT,SOTHATEVERYONECRITICIZEDEVALUATIONASSESSMENT,PERFORMANCEEVALUATIONOFLOCALENTERPRISESHAVEBEENSEEKINGAWAYOUTINTHE“OBJECTIVEANDIMPARTIAL“UNDERTHEIDEAOF“SCIENTIFIC“ORBECAUSEITISNOTEASYTODO,ORTHINKOFTHEENTERPRISES“OBJECTIVEANDFAIR“ISEQUIVALENTTO“SCIENCE“,SOINPRACTICEITISNOTVERYPOPULARTHATSPROBABLYWHYTHE360DEGREEASSESSMENTISSOPOPULARINLOCALBUSINESSESBECAUSEITGIVESATLEASTASENSEOF“PROCESSJUSTICE“HOWEVER,HUMANRESOURCEMANAGERSOFLOCALENTERPRISESARENOTSATISFIEDWITHTHENEWGENERATIONINTHETWOORTHREEFORMSINTHECIRCLE,ALTHOUGHTHEYMAYNOTEXPERIENCETHEPERFORMANCEEVALUATIONMODELOFTHELEADINGMULTINATIONALCOMPANIESINFACT,ALOTOFBODYINEMPLOYEESOFMULTINATIONALCOMPANIESMAYNOTTRULYUNDERSTANDTHEMEANINGOFPERFORMANCEMANAGEMENT,BECAUSETHEPERFORMANCEISNOLONGERTHEONLYONEBASEDONINDIVIDUALPERFORMANCEPROBLEMS,BUTREADILYPICKEDUPTHEMANAGEMENTOFBOOKSANDNUMEROUSSEMINARSHAVEBEENENOUGHTOMAKETHEMINTUITIVELYFELTTHEIROWNPROBLEMSINTHEPERFORMANCEEVALUATIONOFENTERPRISEHOWEVER,WHATHASBEENNEGLECTEDISTHEMANAGEMENTFOUNDATION,MANAGEMENTCONCEPT,EXECUTIVEABILITYANDOTHERISSUESBEHINDTHEPERFORMANCEEVALUATIONMODELTHEREFORE,SOMELOCALENTERPRISESTOFORMINTHEPERFORMANCEEVALUATIONONTHEISSUE,SUCHASTHEBALANCEDSCORECARDPERFORMANCEINDEXFORMATSTOREDINTHEORIGINAL,360DEGREEASSESSMENTFORCOMPUTERNETWORKONLINE,ANDALSOHOPEFORANEWBOTTLETOTHEINSIDEOFTHEWINEHASCHANGEDDILEMMA4PERFORMANCEEVALUATIONRESULTSAREDIFFICULTTOEFFECTIVELYLINKWITHSALARYSCATTEREDSALARYDISTRIBUTIONANDGENTLESALARYCURVEARETHECOMMONSITUATIONOFSALARYMANAGEMENTINLOCALENTERPRISES,WHICHBASICALLYMEANSAKINDOFDISORDERLYSALARYPOSITIONINGANDEGALITARIANSALARYPAYMENTPOLICYWEAKLINKBETWEENPERFORMANCEEVALUATIONSYSTEMANDEQUALITARIANISMANDHUMANRESOURCEMANAGERSOFLOCALENTERPRISESAREOFTENHELPLESSINTHEHOPETHATISNOT“SCIENTIFIC,OBJECTIVEANDIMPARTIAL“COMPENSATIONSYSTEMCANPLAYAROLEINENCOURAGINGSOMEJIANGYOUFALIE“SOMETIMESINWIDENINGTHEGAP,JIANGYOUFALIE“UNDERTHEGUIDANCEOFLOCALENTERPRISESWILLALSOTAKESOMERADICALAPPROACH,ASUBSTANTIALINCREASEINTHETOTALREMUNERATIONOFTHEFLOATINGCOMPENSATIONRATIO,ANDPERFORMANCEBUTUSUALLYANEXTRAEXPENDITUREISADDEDTOINCREASETHERATIO,WHICHISVIRTUALLYABIGINCREASEINCHANGEATFIRST,ITWOULDHAVESOMEINCENTIVEEFFECT,BUTAFTERALONGTIME,THEINITIALEXCITEMENTWASGONE,BUTTHEEVALUATIONSYSTEMITSELFGRADUALLYEXPOSEDTHEPROBLEMINBUILDINGAFUNCTIONALRELATIONSHIPBETWEENMONEYANDPERFORMANCEINDICATORS,WECANALMOSTALWAYSFINDVARIABLESTHATHAVENOTHINGTODOWITHABILITYANDEFFORT,ANDTHESCIENCEOFEVALUATIONCANNEVERBEINVULNERABLESPECIALMENTIONISMADEHEREOFSTATEOWNEDENTERPRISESRECENTLY,CHINAENTREPRENEURMAGAZINE2003SIXTHHASATITLEENTITLED“LIYIZHONG,LIUMINGKANGABANDONTHEORIGINALENTERPRISEEQUITY“REPORTISQUITEEYECATCHINGTHEFORMERISTHEFORMERCHAIRMANOFTHECHINAPETROLEUMCHEMICALCO,IN2000LISTEDCOMPANIESONEXECUTIVECOMPENSATIONREFORMPROGRAM,INADDITIONTOSALARY,BONUSES,HEHASASTOCKOPTIONINCENTIVEPLANVALUETHELATTERHOLDS1735200SHARESOFSTOCKOPTIONSINHONGKONGANDNOWTWOPEOPLEBOTHTRANSFERRED,ALTHOUGHBOTHINTHEOFFICIALCAREERDEVELOPMENT,BUTTHEABOVERIGHTSANDINTERESTSHAVETOBEGIVENUPLENOVOSSTATEOWNEDENTERPRISESMISTER,BOOKWAGESAREGENERALLYLOWERTHANTHEBACKBONEOFEMPLOYEES,ITISHARDFORTHECEOSOFSTATEOWNEDENTERPRISESTOQUITTHEIRPOSITIONSANDTHEPROBLEMOFGREYINCOMEOUTSIDEOFBOOKS,SOWECANEASILYDISCUSSTHEISSUEOFSALARYANDPERFORMANCEINGENERALHUMANRESOURCEMANAGEMENTTHEISSUEOFEXECUTIVECOMPENSATIONINSTATEOWNEDENTERPRISESHASBEENMENTIONEDINTHEHEIGHTOFSTATEOWNEDENTERPRISESREFORM,WHICHHASRECEIVEDTHEATTENTIONOFALLSIDES,ANDONEOFTHEAIMSOFTHEREFORMISTOIMPROVETHECOMPETITIVENESSOFSTATEOWNEDENTERPRISESANDIMPROVETHEPERFORMANCEOFENTERPRISESANDHERETHEPERFORMANCEANDSALARYRELATEDPROGRAMS,THEREISNOTMUCHINTERNATIONALEXPERIENCETOFOLLOW,LETALONEANYTHEORETICALGUIDANCEEXPLORINGINTROUBLEISPROBABLYTHEONLYTHINGWECANDOTHEPLIGHTOFLOCALCOMPANIESINASSESSINGPERFORMANCEISPROBABLYMORETHANTHATTOGETOUTOFTHEMESS,PERHAPS,FIRSTOFALL,WESHOULDUNDERSTANDTHEESSENCEOFTHESEDIFFICULTIESSOLVINGPROBLEMSISAWAYOUTOFTHEPREDICAMENT,ANDADIFFERENTPERSPECTIVECANSOMETIMESHAVETHESAMEEFFECTTHESECONDPARTISTHESTRATEGICTHINKINGMODELOFPERFORMANCEEVALUATIONTHEMAINPURPOSEOFSTRATEGICTHINKINGOFPERFORMANCEEVALUATIONISTODETERMINEASTRATEGICPERFORMANCEEVALUATIONMODELSEEFIGURE2THROUGHACOMPREHENSIVEANALYSISOFTHEPURPOSEOFEVALUATION,THEBASISOFEVALUATION,ANDTHEASSESSMENTCAPABILITIESTHATANENTERPRISECANACHIEVEASSESSMENTPURPOSETHEPURPOSEOFASSESSMENTISUSUALLYTWO,“PERSONALPERFORMANCEIMPROVEMENTANDMOTIVATION“AND“ORGANIZATIONALPERFORMANCEIMPROVEMENT“THEFORMERFOCUSESONENCOURAGINGINDIVIDUALEMPLOYEESTOIMPROVETHEIRPERFORMANCEANDPROMOTEORGANIZATIONALPERFORMANCE,BUTTHISKINDOFPROGRESSIVERELATIONSHIPISUSUALLYNOTNECESSARYTHELATTERPUTSTHEVIEWPOINTDIRECTLYONTHEPROMOTIONOFORGANIZATIONALPERFORMANCETHEFORMERPAYSATTENTIONTOTHEJUDGMENTOFTHEPERFORMANCEOFTHEFORMATIONOFQUALITATIVEASSESSMENTCONCLUSIONSTHELATTERISMORECONCERNEDABOUTTHEEVALUATIONRESULTSOFPROMPTMANAGEMENTIMPROVEMENTOFCOURSE,INFACTITCANSTILLBEUSEDTOJUDGETHEPERFORMANCEWEUSUALLYCHOOSEDIFFERENTTYPESOFPERFORMANCEINDICATORSFORDIFFERENTEVALUATIONPURPOSESTOASSESSTHE“PERSONALPERFORMANCEPROMOTIONANDINCENTIVE“ASTHEMAINPURPOSEANDUSUALLYSELECTEDINDIVIDUALSORSMALLTEAMSWORKINPUT,OUTPUTANDPERSONALQUALIFICATIONRELATEDPERFORMANCEINDICATORS,ANDTOQUANTIFYTHEINDEXES,STATISTICALRIGORARENOTTOOSTRICTREQUIREMENTSTOASSESSTHE“ORGANIZATIONALPERFORMANCEIMPROVEMENT“ASTHEMAINPURPOSEARESELECTEDANDSTRATEGY,PROCESS,ANDPERFORMANCEINDEXOFCROSSFUNCTIONALTEAMRELATEDPROBLEMS,ANDTHEINDEXOFQUALITY,STATISTICALMETHODSHAVEHIGHERREQUIREMENTSATPRESENT,MOSTOFTHEPERFORMANCEEVALUATIONOFLOCALENTERPRISESISMAINLYFORTHEFIRSTPURPOSEALTHOUGHTHISGOALLACKSTHEFULLATTENTIONANDDEEPTHOUGHTTOTHEREALENTERPRISEPERFORMANCE,BUTFORMOSTLOCALENTERPRISES,ITCANSTILLGUIDETHEENTERPRISETOREFRESHTHEMANAGEMENTIDEA,ANDESTABLISHTHEPRELIMINARYPERFORMANCEMANAGEMENTABILITYTHESECONDOBJECTIVEHASHIGHERREQUIREMENTSFORTHEEVALUATIONBASEANDTHEABILITYTOEVALUATEDUETOTHECURRENTMAINSTREAMPERFORMANCEMANAGEMENTTHEORYTENDSTODISCUSSSECONDKINDSOFMETHODOLOGY,SOASTOSTRICTLYTHEBALANCEDSCORECARDBSC,ABC,ABCINTEGRATEDPERFORMANCEMANAGEMENTIPMRELATIVELYNEWMETHODINTRODUCEDONLYFORTHEPERFORMANCEEVALUATIONOFTHEFIRSTPURPOSE,USUALLYWILLNOTSUCCEEDASSESSMENTBASEANDEVALUATIONCAPABILITYTHEEVALUATIONBASISMAINLYREFERSTOWHETHERTHEORGANIZATIONALSTRATEGY,BUSINESSPROCESS,ORGANIZATIONALSTRUCTURE,JOBRESPONSIBILITIESANDSOONAREBASICALLYREASONABLEANDCLARIFIEDEVALUATIONOFGOODFOUNDATIONWILLMAKETHEENTERPRISEBECOMEPOSSIBLETOENHANCETHEPERFORMANCEOFTHEIMPLEMENTATIONOFORGANIZATIONFORTHEPURPOSEOFTHEPERFORMANCEEVALUATIONMODEL,SOTHATENTERPRISESCANEFFECTIVELYINTHEPURSUITOFTHEKEYPERFORMANCEINDICATORSOFSCIENTIFICANDPERFORMANCEPAYMOREDISPLAYSPACEANDMOSTLOCALENTERPRISESAREWEAKINTHESEAREASTHISHASALSOLEDTOVERYLIMITEDFLEXIBILITYINTHEPERFORMANCEMANAGEMENTOFLOCALCOMPANIESASSESSMENTABILITYMAINLYREFERSTOTHEABILITYTOEVALUATEDATAMANAGEMENT,INCLUDINGTHEWORKLOADANDCOMPLEXITYOFDATAGENERATION,COLLECTION,PROCESSING,ANALYSIS,REPORTINGANDSOONTHEHIGHERTHEASSESSMENTABILITY,THEMOREABLETOSUPPORTSTRATEGICPERFORMANCEEVALUATIONONTHECONTRARY,THEENTERPRISEMAYTEMPORARILYSELECTTHEEVALUATIONOFPERSONALPERFORMANCEBECAUSEOFTHELIMITATIONOFASSESSMENTABILITYINADDITION,THEPERFORMANCECOMMUNICATIONSKILLSOFMANAGERSHAVEBECOMEANIMPORTANTEVALUATIONABILITYWHENTHEDATAMANAGEMENTABILITYISLIMITEDTHEABILITYTOEVALUATEISNOTANINDEPENDENTASPECTITHASALOTTODOWITHTHEBASISOFTHEEVALUATIONINTHEPROCESSOFOPERATIONANDTHEORGANIZATIONSTRUCTUREISNOTCLEAR,ITISNOTONLYDIFFICULTTOGENERATEVALUABLEPERFORMANCEDATA,BUTALSODIFFICULTTOCOLLECTDATAATTHESAMETIME,LOCALENTERPRISESARERELATIVELYINADEQUATEINDATAPROCESSINGANDANALYSISTECHNOLOGY,SOTHEOVERALLEVALUATIONABILITYISNOTSATISFACTORYMANYMANAGERSWILLHAVEAMISUNDERSTANDINGOFEMANAGEMENT,THINKTHATASLONGASTHENETWORK,WITHELECTRONICPROCESSES,YOUCANGREATLYIMPROVEDATAMANAGEMENTCAPABILITIESINFACT,EMANAGEMENTISBASEDONEXISTINGPROCESSESANDSTRUCTURES,ANDTECHNOLOGYDOESNOTSOLVETHEPROBLEMSOFPROCESSESANDSTRUCTURESTHEMSELVES,TECHNOLOGY,ONTHEOTHERHAND,PUTSMORESTRINGENTDEMANDSONPROCESSESANDSTRUCTURESTHISISWHYTHEMAINSTREAMERPPUSHISNOLONGERAPURELYTECHNICALSOLUTIONSPROVIDER,BUTALSOHASASTRONGMANAGEMENTCONSULTINGSTRENGTHIBMINPWC,LENOVOISATYPICALEXAMPLEOFMARRIAGESELECTIONOFEVALUATIONMODELIFTHEENTERPRISEPRIORTOTHEESTABLISHMENTORREFORMTHEPERFORMANCEEVALUATIONMODEL,ACOMPREHENSIVEANALYSISTOMYSELFTHEEVALUATIONPURPOSE,BASISFOREVALUATIONANDASSESSMENTCAPABILITIES,ARERELATIVELYEASYTOFINDABALANCEBETWEENTHEOBJECTIVE,SCIENTIFICANDOPERABLEEVALUATIONMODELAPERFORMANCEEVALUATIONMODELWILLCONTAINTHEKEYPERFORMANCEINDICATORSOFTHEQUANTITY,QUALITY,INDEXDECOMPOSITIONMETHODANDDEGREE,INDEXANDUNDERTAKEROFTHEEVALUATIONANDFORM,PERFORMANCEANDCOMPENSATIONANDOTHERMETHODSOFASSOCIATIONTHECHOICEOFEVALUATIONMODELSERVESBOTHTHEPURPOSEOFEVALUATIONANDTHEABILITYTOEVALUATEANDEVALUATETHEFOUNDATIONFORTHISREASON,THESTRATEGICTHINKINGOFPERFORMANCEEVALUATIONWILLFOLLOWTHREEMAINPRINCIPLESMATCHINGPRINCIPLE,PRIORITYPRINCIPLEANDGUIDINGPRINCIPLEMATCHINGPROPERTYTHEMATCHINGPRINCIPLEREQUIRESTHATTHEPURPOSEOFEVALUATION,THEBASISOFEVALUATION,THEABILITYTOEVALUATEANDTHEMODELOFASSESSMENTNEEDTOMATCHEACHOTHERTHEEVALUATIONMODELCANNEITHEREXCEEDTHEOPERATIONALFRAMEWORKPROVIDEDBYTHEEVALUATIONBASEANDEVALUATIONCAPABILITY,BUTALSOACHIEVETHEPURPOSEOFEVALUATIONSMOOTHLYSOMETIMES,THEPURPOSEOFEVALUATIONISTOORADICALRELATIVETOTHEBASICANDABILITY,ANDTHEENTERPRISEWILLHAVETOADOPTSOMESTAGESTOACHIEVETHEGOALOFEASINGMANYLOCALCOMPANIESHAVEFROMTHEPERSPECTIVEOFSTRATEGY,ORGANIZATIONPERFORMANCEMANAGEMENTPERSPECTIVE,BUTITSVALUATIONBASISANDABILITYCANNOTMATCHBUTMOREISSTILLSTUCKINTHEINDIVIDUALPERFORMANCEPOINTOFVIEW,BUTTOLOOKBEYONDTHEIROWNFOUNDATIONANDABILITYINDILIGENTLY“ADVANCEDMODEL“,FINALLYWITH“TOOFAR“OR“FOREIGNMETHODSTHECLIMATEDOESNOTSUITONE“CONCLUSIONPRIORITYHOWEVER,MATCHINGISACCIDENTAL,BUTMISMATCHESARECOMMONITSAQUESTIONOFWHOMAKESSOMEADJUSTMENTSTOMATCHWHOTHEPRINCIPLEOFPRIORITYISAIMEDATTHISPROBLEMINTHEORY,THEPURPOSEOFEVALUATIONSHOULDBEPRIORITY,ANDTHEEVALUATIONBASEANDCAPACITYSHOULDBEADJUSTEDTOMEETTHEMANAGEMENTOBJECTIVESHOWEVER,INFACTTHEBASISFOREVALUATIONSTRATEGY,ORGANIZATION,PROCESSANDOTHERISSUESIFTHEFEESTOMEASURE,OFTENMEANSTHATEVENTENSOFMILLIONSINCASH,ANDTHEESTABLISHMENTOFAMOREPOWERFULCAPABILITYASSESSMENTMAYMEANASUSTAINEDLONGTERMSPENDINGTHECOSTSOFREFORMARESOHIGHTHATMANAGERSSOMETIMESHAVETOBENDTOTHESTATUSQUOBUTEVENASMALLSTEP,ATLEASTNOTBETTERTHANSTANDINGORRETREATINGHOWEVER,THEPURPOSEOFPRIORITYSHOULDSTILLBETHEPRINCIPLEOFTHEPRIORITYOFTHEFINALSELECTION,ONLYINTHEPROCESSOFESTABLISHINGANDREFORMINGEVALUATIONMODEINTHESTAGEOFFOUNDATIONANDTHEABILITYTOTAKETHEASSESSMENTPRINCIPLEOFPRIORITY,APPROPRIATECOMPROMISEMANAGEMENTPURPOSES,ANDEFFORTSTOPROMOTETHEEVALUATIONOFFOUNDATIONANDABILITYRAISEORIENTATIONPRIOREVALUATIONSOMETIMESWEFINDSOMEVERYGOODKEYPERFORMANCEINDICATORS,BUTTHEREISNOGOODDATAMANAGEMENTCAPABILITYTOSUPPORTTHEEVALUATIONGUIDANCEPRECEDESEVALUATIONPRINCIPLEANDSUGGESTSRETAININGTHESEINDICATORSASMUCHASPOSSIBLEMANAGERSCANFIRSTPOINTOUTSOMEIMPORTANTMANAGEMENTTENDENCIESINTHESEKEYPERFORMANCEINDICATORSWITHOUTHAVINGTOEVALUATETHEMTHISISINITSELFASIGNOFEXPECTEDPERFORMANCEALTHOUGHTHEREISNOLACKOFINCENTIVEINDICATORS,THEGUIDINGROLEISSTILLTOBEIGNORED,ANDTHECHINESEARENOTALWAYSSENSITIVETOORIENTATIONMANYOFTHEMANAGEMENTPROBLEMSOFLOCALENTERPRISESNOWLIEINTHEFACTTHATTHEMANAGEMENTHASNOTGIVENACLEARMANAGEMENTORIENTATION,ORTHATTHEMETHODSGIVENARENOTCLEVERENOUGH,BUTTHEEVALUATIONITSELFMAYNOTBEAKEYFOREXAMPLE,THEBALANCEDSCORECARDPROVIDESAMETHODTOESTABLISHTHEPERFORMANCEORIENTED,ITISALMOSTNOPROBLEMABOUTASSESSMENTCOMPETENCYMODELCOMPETENCYMODELISACLEARDESCRIPTIONOFTHEHIGHPERFORMANCEBEHAVIORADVOCATEDBYENTERPRISESUSUALLYAREINCLUDEDINTHEPERFORMANCECATEGORY,ANDMOREPROFESSIONALDEVELOPMENTANDNONASSOCIATEDSALARYINDEED,INTHEASSESSMENTOFTHEMTHEREAREALOTOFPROBLEMSTOBESOLVED,BUTTHISDOESNOTHINDERTHEIRATTEN
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 小学生庆国庆活动方案
- 2022年安徽省淮北市华龙中学高一数学文联考试题含解析
- 留任社团申请书6篇
- 小班幼儿上学期测评总结与反思
- 2023-2024学年安徽省桐城市中考物理仿真试卷含解析
- 《红楼梦》的读后感6篇
- 2024届湖北利川文斗重点中学中考物理全真模拟试卷含解析
- 2024届江苏省南京市玄武区重点达标名校中考物理考前最后一卷含解析
- 河南省安阳市第三中学2023-2024学年中考物理模试卷含解析
- 大班学期现状分析
- 光纤陀螺仪与其他陀螺仪的比较
- Q-CR 789-2020 高速铁路自然灾害及异物侵限监测系统 风速风向现场采集设备
- GB/T 9239.12-2021机械振动转子平衡第12部分:具有挠性特性的转子的平衡方法与允差
- 不可思议的旅程《爱哭鬼小隼》共读二
- 12YJ4-1 常用门窗标准图集
- GB/T 18890.1-2015额定电压220 kV(Um=252 kV)交联聚乙烯绝缘电力电缆及其附件第1部分:试验方法和要求
- GB 11120-1989L-TSA汽轮机油
- 尼康d610全画幅单反相机说明书
- 四川省南充市阆中学2023学年物理八下期末达标测试试题(含解析)
- 围手术期护理安全风险管理课件
- 2023年山西晋通企业资产管理有限公司招聘笔试模拟试题及答案解析
评论
0/150
提交评论