Performance-Appraisal-绩效评估课件

HRM-MBAPreparedbyYing-JungYeh-NCU,Fall,20051PerformanceAppraisal

績效評估2Agenda 績效評估的用途評估者誤差(Raterbias)如何做好績效評估？360度評估/回饋(360-degreefeedback)績效評估的方法特質、行為、結果績效管理P=(能力X動機X機會)3個人績效的決定因素個人績效＝f(能力，動機，機會)招募甄選教育訓練與發展績效管理薪酬制度授權頭銜與地位成就慾望資源時間4績效評估的用途調薪(94%)升遷(88%)員工發展(56%)員工訓練(45%)人事研究(18%)考核用途發展用途5ReasonsAppraisalProgramsFailLackoftop-managementinformationandsupportUnclearperformancestandardsRaterbiasToomanyformstocompleteUseoftheappraisalprogramforconflictingpurposes.6評估者誤差(p.257)評量者誤差與偏見Haloerror（月暈效應）Stereotypes（刻板印象）RestrictionofrangeerrorCentraltendency（集中傾向）Leniencyerrors（過寬誤差）Severityerrors（過嚴誤差）Recencyerror（近因誤差）Contrasteffect（比對效應）Similar-to-meeffect（似我效應）7ComplyingwiththeLaw將工作分析得到的工作特性納入評量績效評核的標準需事先給員工知道績效評核是根據可觀察到的行為評量者的訓練評估結果需與員工討論，並提供改善績效的方向有申訴的管道使用多個評量者8360度評估9360-DegreeAppraisal360度評估/回饋的優缺點？10ProsandConsof360-DegreePROSThesystemismorecomprehensiveinthatresponsesaregatheredfrommultipleperspectives.Qualityofinformationisbetter.(Qualityofrespondentsismoreimportantthanquantity.)ItcomplementsTQMinitiativesbyemphasizinginternal/externalcustomersandteams.Itmaylessenbias/prejudicesincefeedbackcomesfrommorepeople,notoneindividual.Feedbackfrompeersandothersmayincreaseemployeeself-development.11ProsandConsof360-DegreeCONSThesystemiscomplexincombiningalltheresponses.Feedbackcanbeintimidatingandcauseresentmentifemployeefeelstherespondentshave“gangedup.”Theremaybeconflictingopinions,thoughtheymayallbeaccuratefromtherespectivestandpoints.Thesystemrequirestrainingtoworkeffectively.Employeesmaycolludeor“game”thesystembygivinginvalidevaluationstooneanother.Appraisersmaynotbeaccountableiftheirevaluationsareanonymous.12PerformanceAppraisalMethodsTraitMethods人格特質與行為的相關BehavioralMethods行為定錨法(BehaviorallyAnchoredRatingScale,orBARS)Results目標管理(Managementbyobjectives,orMBO)13TraitMethodsTrait

MethodsGraphicRatingScaleMixedStandardScaleForced-ChoiceEssay14GraphicRatingScaleWithProvisionForComments15Trait-Mixed-standardScale16Trait–Forced-choiceMethod1.a)workshardb)worksquickly2.a)showsinitiativeb)isresponsivetocustomers3.a)producespoorqualityb)lacksgoodworkhabits17BehavioralMethodsBehavioralMethodsCriticalIncident（關鍵事件）BehavioralChecklist（行為清單）BehaviorallyAnchoredRatingScale(BARS)（行為定錨法）BehaviorObservationScale(BOS)（行為觀察量表）18Behavioral-Checklist核對清單的問題樣本19行為定錨法行為樣本(BARS)20Behavioral–BOS(行為觀察量表)21ResultsMethodsManagementbyObjectives(MBO)目標管理Aphilosophyofmanagementthatratesperformanceonthebasisofemployeeachievementofgoalssetbymutualagreementofemployeeandmanager.22PerformanceAppraisalMethodsTraitMethods人格特質與行為的相關BehavioralMethods行為定錨法(BehaviorallyAnchoredRatingScale,orBARS)Results目標管理(Managementbyobjectives,orMBO)SummaryofAppraisalMethods

ADVANTAGESDISADVANTAGESTRAITSBEHAVIORRESULTS24績效管理在績效評估後:舉行評量結果面談Appraisalinterview,andsalarydiscussion-separateorcombined??提出績效改善方案發展行動方案、並解決問題雙向溝通、有回饋的管道25績效管理探討績效不佳的原因P=(能力X動機X機會)三個主要因素可以來探討:能力動機情境/系統因素Directingattentiontothecausesofproblem.CauseQuestionstoAskAbilityEffortSituationPossibleRemediesHastheworkereverbeen abletoperformadequately?Canothersperformthejob adequately,butnotthisworker?Istheworker’sperformance leveldeclining?Isperformanceloweronall tasks?Isperformanceerratic?Areperformanceproblems showingupinallworkers, eventhosewhohaveadequate suppliesandequipment?TrainTransferRedesignjobTerminateClarifylinkagebetween performanceandrewardsRecognizegoodperformanceStreamlineworkprocessClarifyneedstosuppliersChangesuppliersEliminateconflicting signalsordemandsProvideadequatetools27台灣地區企業之績效管理系統年度績效考核結果，臺灣地區多數企業跟國外公司一樣，大多採有強制分配比例制，例如：台積電－傑出：10%優良：25%～45%良好：50%～70%需改進、不合格：≧5%28台灣地區企業之績效管理系統強制分配法的優、缺點？29台灣地區企業之績效管理系統強制分配法的優點：將表現優異的員工明確區分，作為薪資調整及晉升轉調的參考，以達到激勵的效果。貫徹績效評核是比較「相對績效」的原則，以鼓勵良性競爭。避免主管對績效等級的認知不同或因本位主義而造成部門間之不公平。30台灣地區企業之績效管理系統強制分配的缺點：某些部門員工人數較少時，即無法進行強制分配。大多數的企業採單一強制分配比。例，未將公司與部門績效差異列入考慮，而致出現不公平的情形。31MidtermExam範圍：人力資源介紹(~10%)工作分析(10~15%)招募(10~15%)訓練(20~30%)績效評估(20~30%)32Jobanalysis工作分析主要是為了取得