教学课件PPT绩效考核.ppt

第七章 绩效考核,performance appraisal,本章主要内容,1.几个相关概念 2.为什么进行绩效考核 3.绩效考核管理 4.绩效考核方法 5.绩效考核面谈,1.几个相关的概念 绩效 performance 绩效考核 performance appraisal 绩效考核体系 performance appraisal system 绩效管理 performance management,绩效：指员工那些经过考评的工作行为、表现及效果。,绩效考核是一个复杂的过程，是对员工在一个既定时间内对组织的贡献的评价过程。 performance appraisal means evaluating an employees current and/or past performance relative to his or her performance standards.,绩效考核体系：涉及观察、判断、反馈、度量、组织介入以及人们的感情因素，是一个由多个因素影响，与多个因素相互作用的系统。,绩效考核系统模型： 工作描述定义绩效考评绩效反馈绩效员工培训与开发,绩效管理是对绩效实现过程中各要素的管理。是指为了达成组织的目标，通过持续开放的过程，实现组织目标所预期的利益和产出，并推动团队和个人作出有利于目标达成的行动的过程。 performance management - managing all elements of the organizational process that affect how well employees perform.,2.why appraise performance?,衡量员工工作表现；工作成果、工作中的行为、工作态度。 提升竞争力的重要途径：减少缺勤率、提高员工绩效。 人事决策：升迁、任免、调任、加薪。 更好地员工管理；评价员工、帮助员工发展。,现行绩效评估中的困境： 主管方面：主观判断失误与偏见、忽视反馈、追求一团和气； 员工方面：对评估管理有意见、得不到反馈绩效； 绩效评估自身：难以评估创意的价值、难以评估团队工作中的个人价值、忽视外界的不可抗力因素。,3. performance appraisal management,define the job,appraise performance,provide feedback,make sure all agree on duties,compare performance to the standard,discuss progress & make plans,3.1 绩效考核步骤,3.2 谁是考核者,评价者的条件： 有足够长的时机观察员工的情况 有能力将观察转化为信息 有动力提供真实评价结果,可能的评价者,rating committee,peers,you,subordinates,your boss,3.3 用什么标准来考核？,如何选择考核标准? 敏感性、可靠性、准确性、可接受性、实用性,有哪些考核标准? 定量标准与定性标准 主观标准与客观标准 相对标准与绝对标准,3.4 什么时间进行考核？,根据奖金发放的周期来确定 根据工作任务完成的周期来确定 根据员工的工作性质来确定 根据员工个人情况而确定（离散的形式）,附1：思科的绩效考核,思科认为评估不要一年一次，而要每周每月每季度都评。思科采用目标管理(mbo)，mbo每季度进行一次，其它评估模式每周做一次，而对客户满意度的调查全世界放在一起做。通过几个阶段的评估，构成了一个员工的业绩。进入思科的员工接受评估的时间不一样，在思科有三个评估时间：4月、8月和10月，根据员工进来的时间安排在某个时间接受业绩评估。这样做还有一个好处，如果所有员工的评估工作一起做，人力资源部的工作量就很大，分开做可以在工作量和财务资金上都分散压力。,3.5 绩效考核方法,员工特征导向评价方法,员工行为导向评价方法,结果导向评价方法,以员工特征为导向的评价方法，考察员工的人：德、能、识,主要考察员工工作完成的方式,考察员工的工作结果：包括员工完成的工作内容和工作程度,三类考核方法的侧重点,三类考核方法的优缺点比较,4. 绩效考核方法 appraisal methods,graphic rating scale 图尺评价法 alternation ranking 交错排序法 paired comparison 成对比较法 forced distribution 强制分布法 critical incident 关键事件法 bars 行为锚定评价法 mbo 工作成果评价法 360-degree feedback 360绩效反馈 balanced score card 平衡记分卡,4.1 graphic rating scale 图尺评价法,4.2 alternation ranking method,ranking employees from best to worst on a trait. alternates between highest and lowest until all employees to be rated have been addressed.,4.3 paired comparison method,helps to make the ranking method more precise. for every trait(quantity of work, quality of work, and so on),every subordinate is paired with and compared to every other subordinate.,4.4 forced distribution,4.5 critical incident method,keeping a record of uncommonly good or undesirable examples of an employees work-related behavior and reviewing it with the employee at predetermined times helps ensure that the supervisor thinks about the subordinates appraisal all during the year does not just reflect the employees most recent performance,4.6 behaviorally anchored rating scale,行为锚定评价法(bars) is an appraisal method that combines the benefits of narrative critical incidents and quantitative ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.,bars combine best features of narrative, critical incidents, and quantified scales in five steps generate critical incidents 获取关键事件 develop performance dimensions 建立绩效评价维度 reallocate incidents 对关键事件重新加以分配 scale the incidents 对关键事件进行评定 develop a final instrument 建立绩效评价体系,4.7 management by objectives (mbo),requires the manager to set specific measurable goals with each employee and then periodically discuss progress toward these goals.,附2：目标设定的心理学实验,有两组被试，分别让他们写出一些“柔软的物体”。第一组被试的指导语为“尽可能多地写出柔软物体”。第二组被试指导语为“写出至少20个以上的柔软物体”。 从统计的结果发现，第二组被试要比第一组被试写的多。 在有明确目标的情况下，激发了被试更多的努力和想象力，使我们看到了更高的工作绩效。,mbo refers to a organizational 6 step goal setting and appraisal program,set the organizations goals,set the departmental goals,discuss developmental goals,define expected results,performance reviews,provide feedback,附3：东芝公司的目标管理,东芝公司的目标管理分为三个阶段。 1、制定目标 （1）期初或年度之初，部长以下的管理人员要制定下级在本期内的业务目标。 （2）目标的制定期限虽以半年为准，但根据目标的性质可长（如研制目标为一年）可短（如设计目标为三个月）。 （3）目标制定的程序，是事业部长-工厂厂长-部长-课长-主任-担当者，自上而下，逐级落实，这样，就构成一个从部长到担当者各个阶层在内，为达到公司所需要的目标的连锁体系。,2、下放权限 实施目标管理的过程中，东芝公司尽可能地将权限下放给员工，让其有自由处置的余地， 3、评价成果 （1）下级自我评定本期的成果； （2）下级把必要事项记入目标卡片后，提交上级； （3）上级审查完目标卡后，根据卡片内容同下级进行个别协商指导； （4）每一个目标都要按照“达到程度”和“难度”、“努力程度”三个要素进行评价； （5）保证这些成果评价的连续性。,4.8 360-degree feedback,performance information is collected from supervisors, subordinates, peers, and internal/external customers with multiple ratees and multiple raters, can be paperwork nightmares,4.9 the balanced scorecard,平衡计分卡就是通过建立一整套财务与非财务指标体系，包括财务绩效指标、客户指标、内部业务流程指标和学习与成长绩效指标，对企业的经营绩效和竞争状况进行综合、全面、系统地评价。,平衡记分卡内在逻辑,财务,客户,内部业务流程,学习与发展,因,果,平衡计分卡方法认为，公司应从四个角度审视自身业绩: 财务 financial 客户 customers 内部经营过程 internal business progress 学习与成长 learning and growth,4.10 绩效考核的典型问题,unclear standards 工作绩效评价标准不清 use of words like “good” or “fair” on appraisals halo effect one trait affects all ratings 晕轮效应 central tendency 居中趋势 leniency or strictness no middle 偏松或偏紧倾向 bias characteristics affect rating 个人偏见 faulty category-base on recentness 错觉归类,如何避免,learn and understand the problems use the right appraisal tool train supervisors reduce outside factors: time constraints, union pressures & turnover keep a diary of critical incidents,5. 绩效反馈,data,evaluation of data,feedback system,action based on evaluation,the appraisal interview 绩效面谈,an interview in which the supervisor and subordinate review the appraisal and make plans to remedy deficiencies and reinforce strengths. adequate preparation and effective implementation are therefore essential.,steps for the appraisal interview,first, give the subordinate at least a weeks notice to review his or her work, and to read over his or her job description, analyze problems, and compile questions and comments.,next, study his or her job description, compare the employees performance to his or her standards, and review the files of the persons previous appraisals.,finally, choose the right place for the interview and schedule enough time for it. the interview should be done in a private area.,interviews main aim is to reinforce satisfactory performance or to diagnose and improve unsatisfactory performance. get agreement before the subordinate leaves on how things will be improved and by when.,guidelines for the