绩效考核_绩效管理及评估资料总集33

PeopleBeforeStrategy MichaelChanDirector China HKTel 852 25279797Tel 862162798832 OperationalizeBusinessStrategiesthroughPeopleManagementtoAchieveResults PeopleBeforeStrategy Mission Vision Strategy WorkCulture StrategyDe code PerformanceManagementSystem SuccessionPlanning Org ManagementDevelopmentPlanning Training Development RewardStrategy System Recruitment Staffing OrganisationStructure Processes Mission Vision JobEvaluationGrading RoleClarificationJobAnalysis KeyPerformanceIndicator OrganisationCulture Values TargetJobCompetencies IndividualCompetencies C Sort HayMethodology FieldsofManagementI R M A ProcessMapping HayJAmethodologyJEGuideChart HayMethodology CompetenciesModelingPSE PVQLSI MSIOCS ECI4CircleModelIcebergModel EngagedPerformance HLS PaynetExternalCompetitiveness CoachingandMMPIprograms BEI Mission Vision Strategy WorkCulture StrategyDe code PerformanceManagementSystem SuccessionPlanning Org ManagementDevelopmentPlanning Training Development RewardStrategy System Recruitment Staffing OrganisationStructure Processes Mission Vision JobEvaluationGrading RoleClarificationJobAnalysis KeyPerformanceIndicator OrganisationCulture Values TargetJobCompetencies IndividualCompetencies C Sort Methodology FieldsofManagementI R M A ProcessMapping HayJA JEGuideChart HayMethodology CompetenciesModelingPSE PVQLSI MSIOCS ECI4CircleModelIcebergModel EngagedPerformance HLS PaynetExternalCompetitiveness Executive MasterfulCoachingMMPI BEI ConceptofWorkCulture HighPerformingOrganizations HowValueisCreated FUNCTION NETWORK PROCESS TIME BASED TechnicalandspecialistleadershipReliabilityResourceManagement CustomersatisfactionHighservicelevelsBalancedreturns VenturedrivenEntrepreneurshiprisk takingEffectivepartnerships SpeedtomarketTechnicaledgeExploringopportunities Thesearethefactorsthatneedmeasuringandreinforcing TECHNOLOGY CUSTOMER RELIABILITY FLEXIBILITY C Sort HayFunctionalWorkCultureModel OurFunctionalWorkCultureRewards EncouragesandSupportstheFollowingBehaviorsandActivities VeryFrequently ToaGreatExtent InMostPartsoftheOrganization VeryInfrequently ToaSmallExtent InFewPartsoftheOrganization Sometimes ToSomeExtent InSomePartsoftheOrganization Mission Vision Strategy WorkCulture StrategyDe code PerformanceManagementSystem SuccessionPlanning Org ManagementDevelopmentPlanning Training Development RewardStrategy System Recruitment Staffing OrganisationStructure Processes Mission Vision JobEvaluationGrading RoleClarificationJobAnalysis KeyPerformanceIndicator OrganisationCulture Values TargetJobCompetencies IndividualCompetencies C Sort Methodology FieldsofManagementI R M A ProcessMapping HayJA JE HayMethodology CompetenciesModelingPSE PVQLSI MSIOCS ECI4CircleModelIcebergModel EngagedPerformance HLS PaynetExternalCompetitiveness Executive MasterfulCoachingMMPI BEI OrganisationStructure Processes FieldofManagementExternalRelationsFinanceandControlMarketingHumanResourceManagementProductionPhysicalDistribution Logistics ResearchandDevelopmentSecretarialandLegalIRMAandProcessMapping Mission Vision Strategy WorkCulture StrategyDe code PerformanceManagementSystem SuccessionPlanning Org ManagementDevelopmentPlanning Training Development RewardStrategy System Recruitment Staffing OrganisationStructure Processes Mission Vision JobEvaluationGrading RoleClarificationJobAnalysis KeyPerformanceIndicator OrganisationCulture Values TargetJobCompetencies IndividualCompetencies C Sort Methodology FieldsofManagementI R M A ProcessMapping HayJA JE HayMethodology CompetenciesModelingPSE PVQLSI MSIOCS ECI4CircleModelIcebergModel EngagedPerformance HLS PaynetExternalCompetitiveness Executive MasterfulCoachingMMPI BEI Job RoleAnalysis NatureandScopeofActivitiesADescriptionof Howthejobisperformed Environment Structure whatisinvolvedinachievingthePrincipalAccountabilitiesPrincipalAccountabilitiesListofEndResultsthatarerequiredfromthejobholderKeyPerformanceIndicatorMeasuresofsuccessfulperformanceoftheaccountabilitiesCompetency SkillRequirementSkillsandbehaviorsrequiredforsuccessfulperformanceinthejobandtheorganizationOrganisationRelationship isasystemforrankingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre determinedscaletodeterminetherelativevalueofjobstoanorganisation Thetermjobevaluationreferstoaformalprocedureforhierarchicallyorderingasetofjobsorpositionswithrespecttotheirvalueorworth usuallyforthepurposeofsettingpayrates NationalAcademyofSciences1979 JobEvaluation TechnicalKnow HowManagementBreadthHumanRelationsSkills FreedomtoActAreaofImpactNatureofImpact ThinkingEnvironmentThinkingChallenge PROBLEMSOLVING KNOW HOW ACCOUNTABILITY ElementsofJobSize Mission Vision Strategy WorkCulture StrategyDe code PerformanceManagementSystem SuccessionPlanning Org ManagementDevelopmentPlanning Training Development RewardStrategy System Recruitment Staffing OrganisationStructure Processes Mission Vision JobEvaluationGrading RoleClarificationJobAnalysis KeyPerformanceIndicator OrganisationCulture Values TargetJobCompetencies IndividualCompetencies C Sort Methodology FieldsofManagementI R M A ProcessMapping HayJA JE HayMethodology CompetenciesModelingPSE PVQLSI MSIOCS ECI4CircleModelIcebergModel EngagedPerformance HLS PaynetExternalCompetitiveness Executive MasterfulCoachingMMPI BEI Hay McBerCompetencyDefinition Anymotive attitude skill knowledge behaviourorotherpersonalcharacteristicthatisessentialtoperformthejob ordifferentiatesaveragefromsuperiorperformers UnderlyingCompetenciesBecomeMoreImportantasJobComplexityIncreases NaturalTendenciesandTraits Task RelatedKnowledgeandSkills ForExample KnowledgeofElectronics CompaniesProducts LaborRelations LawSkillinactivelistening Negotiating ForExample TenacityInitiativeInterpersonalSensitivitySelfConfidence JobComplexity RelativeImportance High Low IcebergModelofCompetencies Knowledge Skill SocialRole Self Image Trait Motive Informationthatapersonhasinaparticulararea Theimageoneprojectstoothers outer self Ageneraldispositiontobehaveinacertainway Behaviouraldemonstrationofexpertise Aperson ssenseofidentityandworth inner self Recurrentthoughtsthatdrivebehaviour TheFour CircleModel Fourkeyfactorsaffectingorganisationalperformance CriticalEICompetencies TheFour CircleModel Fourkeyfactorsaffectingorganisationalperformance CompetencyModel TheFour CircleModel Fourkeyfactorsaffectingorganisationalperformance ResearchHasIdentifiedSixManagerialStyles CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching WhatStylesDoIThinkIamUsing WhatStylesDoTheyPerceiveMeUsing TheFour CircleModel Fourkeyfactorsaffectingorganisationalperformance Sixclimatedimensionsrelatetoperformance Researchindicates HighPerformingLeadersandManagersCreateBetterClimates TheResultsofInvestinginCompetencies Hay McBerCompetencyMethodProducesSuperiorHiresL OrealSalesforceCandidateSelection 1988 1990 15 41 6 0 78 68 7 18 7 10 5 21 0 QuitorFired CandidatesforPromotion PromotedtoManagement AchievedSalesQuota AverageSalesIncreasePerQuarter Focusingontherightcompetencieshasdirectbusinessimpact RewardHowwillemployeesbecompensated RecruitmentandSelectionHowshouldqualifiedcandidatesbeidentified assessedandselected CareerPlanningHowcanwehelpemployeesrealisetheirpotentialandaspirations CompetencyModelandProfiles Training DevelopmentWhatarethedevelopmentrequirementsforourroles Howcanwebuildthesecapabilities SuccessionPlanningandWorkForceAuditWhatcapabilitiesdowehave Whatdoweneed PerformanceManagementHowwillwedrivesuperiorperformance StrategicallyApplyingCompetencies Mission Vision Strategy WorkCulture StrategyDe code PerformanceManagementSystem SuccessionPlanning Org ManagementDevelopmentPlanning Training Development RewardStrategy System Recruitment Staffing OrganisationStructure Processes Mission Vision JobEvaluationGrading RoleClarificationJobAnalysis KeyPerformanceIndicator OrganisationCulture Values TargetJobCompetencies IndividualCompetencies C Sort Methodology FieldsofManagementI R M A ProcessMapping HayJA JE HayMethodology CompetenciesModelingPSE PVQLSI MSIOCS ECI4CircleModelIcebergModel EngagedPerformance HLS PaynetExternalCompetitiveness Executive MasterfulCoachingM