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绩效评估,给还是和人力资源管理E栈管理E栈POWEREDBYDISCUZ（PERFORMANCEEVALUATION,GIVEORHARMONYHUMANRESOURCESMANAGEMENT,ESTACKMANAGEMENT,ESTACKPOWERED,BY,DISCUZ）PERFORMANCEEVALUATION,“GIVE“OR“HARMONY“HUMANRESOURCESMANAGEMENT,ESTACKMANAGEMENT,ESTACKPOWERED,BY,DISCUZTOURISTREGISTRATIONLOGIN|MEMBERSHIPSTATISTICS|HELPMANAGETHEESTACKHUMANRESOURCESPERFORMANCEEVALUATION,“GIVE“OR“SUM“ONTHETHEMEOF|NEXTTHEMEWHILETHOSEOFTHEPERFORMANCEEVALUATIONOFVISUALPERFORMANCEOPPORTUNITIESFORTHEIREMPLOYEESANDMANAGERSFROMSUCCESSTOTHEPERFORMANCEASSESSMENTOFTHISPLATFORMBETTER,MAKEYOURSELFANDEMPLOYEESCANACHIEVEGREATERSUCCESSWITHTHEHELPOFITWHATDOYOUTHINKOFPERFORMANCEMANAGEMENTANDHOWPERFORMANCEMANAGEMENTWILLREWARDYOUTODOAGOODJOBINPERFORMANCEMANAGEMENT,LINEMANAGERSWEMUSTHAVEACORRECTUNDERSTANDINGONTHISISSUE,THEREISARELATIVELYLARGECHANGEINTHECONCEPTOFPERFORMANCEMANAGEMENT,PERFORMANCEMANAGEMENTISREALIZEDANDISNOTASIMPLEMEANSOFCONTROL,BUTTHEGREATTHOUGHTOFMANAGEMENT,FROM“TO“EMPLOYEEPERFORMANCEAPPRAISAL“AND“EMPLOYEEPERFORMANCEEVALUATION,PERFORMANCEMANAGEMENTBECOMESTHEHELPMANAGERSANDEMPLOYEESTOIMPROVEPERFORMANCE,IMPROVETHEABILITYOFTHETOOLFIRST,“GIVE“THEPERFORMANCEOFTHEMANAGERMANAGERSWHOCONSIDERTHEIRVALUEASMANAGERSTOJUDGEEMPLOYEESREFERREDTOHEREAS“GIVE“MANAGERSOFTENHAVETHEFOLLOWINGINPERFORMANCEMANAGEMENT1THATPERFORMANCEMANAGEMENTISEXTRAWORKBURDEN,NEGATIVEATTITUDE,OFTENPASSIVE,DOTHINGSCARELESSLY2THINKTHATPERFORMANCEMANAGEMENTISTHECONCERNOFTHEHUMANRESOURCESDEPARTMENT,ANDHASNOTHINGTODOWITHONESELF3THINKTHATPERFORMANCEAPPRAISALISAJOBTHATOFFENDSPEOPLE,ANDISAFRAIDTOSTANDONTHEOPPOSITESIDEOFTHESTAFF4,THATPERFORMANCEMANAGEMENTWILLDELAYTHEIROWNTIME,SOTHATTHEYCANNOTCOMPLETETHETASKSASSIGNEDBYTHELEADERSHIP,ANDCANNOTMAKETHEDIFFERENCE5CONSIDERSTHEIMPLEMENTATIONOFTHECOMPANYSPERFORMANCEMANAGEMENTPOLICIES,JUSTFILLOUTTHEFORMREQUIREDBYTHEHRDEPARTMENT6,ITISCONSIDEREDTHATEMPLOYEESAREREQUIREDTOACTACCORDINGTOTHEIRSUBJECTIVEWILL,WITHOUTSEEKINGTHEOPINIONSOFEMPLOYEES7THINKTHATASSESSINGEMPLOYEEPERFORMANCEISSIMPLYSCORINGONTHEASSESSMENTFORM8THINKTHATPERFORMANCEFEEDBACKMEANSTELLINGTHEEMPLOYEEHOWMUCHHEORSHEHASPLAYED9,ITISCONSIDEREDTHATTHEENDOFPERFORMANCEAPPRAISALMEANSTHEENDOFPERFORMANCEAPPRAISALTHEABOVESUMMARIZED9THINKTHEYSHOULDGIVEEMPLOYEESWHATTHEMANAGERSPERFORMANCEINTHEPERFORMANCEEVALUATION,ITCANBESEENTHATWHATTHEYACTUALLYDIDNOTGIVEEMPLOYEES,NOTFOREMPLOYEEPERFORMANCEIMPROVEMENT,IMPROVETHEABILITYTOMAKEANYUSEFULHELP,BUTINSTEAD,TOENHANCETHEIRABILITYTOWORKANDOCCUPATIONDEVELOPMENTMADEALOTOFOBSTACLES,SOTHATEMPLOYEESWEREUNDERCONTROLANDCONTROLOFTHESITUATION,THEWORKINGENTHUSIASMWASDAMPENED,POTENTIALISLIMITED,ANDTHEPERFORMANCEMANAGEMENTISCOMMITTEDTOIMPROVETHEPERFORMANCEOFTHOUGHTISCOMPLETELYOPPOSITETWO,“AND“THEPERFORMANCEOFTHEMANAGERSO,WHATDOTHEYTHINKOFTHEIRVALUEASAMANAGERWHOTALKSABOUTTHEPERFORMANCEOF“AND“EMPLOYEESAND,ASTHEYCALLIT“MANAGER“1,THEYSHOWAHIGHDEGREEOFENTHUSIASMFORPERFORMANCEMANAGEMENT,THEATTITUDEISWELCOME,ANDTHEACTIONISPOSITIVE2,WITHTHE“GIVE“MANAGERSREGARDPERFORMANCEMANAGEMENTASTHETASKOFHUMANRESOURCESDEPARTMENT,ONTHECONTRARY,THEYWILLREGARDPERFORMANCEMANAGEMENTASANEFFICIENTMANAGEMENTPLATFORMPROVIDEDBYTHEENTERPRISE3,INTHEPROCESSOFSETTINGUPPERFORMANCEMANAGEMENTPOLICIES,THEYWILLCONTINUETOPARTICIPATEANDEXPRESSTHEIRVIEWS4,AFTERTHECOMPLETIONOFTHEPOLICYFORMULATION,THEYWILLSPENDMORETIME,SPECIALIZEDSTUDY,RESEARCH,DIGESTIONANDABSORPTION,NOTONLYKNOWHOWTOUSEEACHMANAGEMENTTOOL,BUTALSOKNOWTHEDESIGNIDEASOFVARIOUSTOOLS5,THEYWILLPAYMOREATTENTIONTOUPDATINGANDUPDATINGTHEJOBDESCRIPTIONS,TOENSURETHATTHEEMPLOYEESJOBDESCRIPTIONMATCHESTHECURRENTJOB6,THEYUSUALLYHAVEAPDCAPPLAN,DIMPLEMENTATION,CCHECK,AADJUSTMENTMANAGEMENTPROCESS,KNOWEACHSTEPTODOTHEIROWNWORK,HOWTODO,ANDHOWMUCHTODO7,INORDERTOESTABLISHPERFORMANCEGOALSFOREMPLOYEES,THEYWILLACTIVELYSEEKANDRESPECTTHEVIEWSOFEMPLOYEES,ALLOWINGEMPLOYEESTOPARTICIPATEIN,THROUGHREPEATEDCOMMUNICATION,ANDULTIMATELYCONSENSUSAFTERTHEESTABLISHMENTOF8PERFORMANCEGOALS,THEYWILLPUTTHEIRPOSITIONINGINTHE“COUNSELOR“AND“PARTNER“ROLE,TOMAINTAINCONTINUOUSCOMMUNICATIONWITHEMPLOYEES,OFTENABOUTTHEPROGRESSOFWORKOFTHESTAFF,TIMELYENCOURAGEMENTFOREMPLOYEESINTHEWORKSHOWSBADBEHAVIORCANALSOBETIMELYPOINTEDOUTTHATTHESTAFFSWORKINGSTATEISALWAYSINTHEPERFORMANCEMANAGEMENTOFTHETRACK9INTHESTAFFTOCOMPLETETHEPROCESSOFPERFORMANCEOBJECTIVES,THEYCANRECORDTHEEMPLOYEESPERFORMANCEINAVARIETYOFWAYS,BECAUSETHEYKNOWTHAT“FACTS“ISANIMPORTANTPREREQUISITEFOREVALUATIONOFEMPLOYEES,THEYWILLFILEPERFORMANCEAREESTABLISHEDACCORDINGTOEACHEMPLOYEE,TOENSUREREASONABLEINTIME,TOEVALUATETHEPERFORMANCEOFSTAFF,“NOACCIDENTNOSURPRISE“10ATTHEENDOFTHEEVALUATION,THEYWILLUSEASPECIALTIME,ANDTHESTAFFONETOCARRYOUTPERFORMANCECOMMUNICATION,TOGETHERWITHTHESTAFFSUMMARYOFTHEIRPERFORMANCEINTHEPERFORMANCEOFTHECYCLEOFGOODANDBADASPECTSCANBETALKEDABOUT,ANDINTHEINTERVIEWATTHEENDOFTHESTAFFTOPUTFORWARDCONSTRUCTIVESUGGESTIONSFORIMPROVEMENTINORDERTOFACILITATEEMPLOYEEPERFORMANCECANDOBETTERINTHENEXTCYCLE11,ATTHESAMETIME,THEYWILLWORKWITHSTAFFTODEVELOPPERFORMANCEIMPROVEMENTPLAN,SOTHATSTAFFSABILITYTOCONTINUETOIMPROVE,PERFORMANCECONTINUESTOIMPROVETHREE,FROM“GIVE“MANAGERTO“HARMONY“MANAG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