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1、获取竞争优势的人力资源管理之六Human resource management gaining a competitiveness advantagePerformance management绩效管理 when you finish studying this chapter,you should be able to:1.Develop,evaluate and administer 4 performance appraisal tools掌握4种绩效评价工具2.List and discuss the pros and cons of performance appraisal me
2、thods 列举讨论绩效评价方法的优缺点3.Explain the problems to be avoided in appraising performance绩效果评价过程中易出现的难题4.Hold on effective appraisal interview绩效反馈面谈 Case analysis 1:飞龙航空食品公司 李为是飞龙航空食品公司的地区总经理，担任该职快要有一年了。他分管10家食品供应站，每站有一名经理负责。在这些经理中，老郑最有特色，他善于和他重视的人交道，注意和下属和客户搞好关系，他的客户都是“铁杆”的，很少转向飞龙的对手去订航空食品。老郑性格豪爽，最喜欢卷起袖字向
3、部下展示如何制作航空食品新菜倄。不过老郑由于不注意饮食健康，患了心血管和胆囊结石，今年已经请了一个月的假。此外，老郑也最爱表现自己，他向李为报告自己功劳的次数大大超过其他9位经理的总和，这一点让李为感到有些不快。由于业务的扩大，盛传李为要添一名副手，老郑自认鹤立鸡群，已经公开说这职务非他莫属，李为听了觉得两人风格太悬殊，若让老郑当副手，真叫他受不了。年终考绩到了，如何给老郑打分（10分，5 个等级，从最优到最差）让李为犯难：打高了老郑更认为提副手非他莫属，打低了他准会闹起来。考虑再三，李为给老郑总体考绩打了一个6分，他觉得这有充分理由：他病了一个月，但他知道这分数远低于郑自己的期望值。李为开始
4、着手给老郑各个考评维度的分项打分，并准备着如何跟老郑面谈，向他传达所给的考绩结果。n问题：李为回老郑的考评合理吗？老郑不服气是否有充分理由？n 飞龙公司考绩制度有何需要改进的地方？Case analysis 2:The problem of the 360 feedback 晋升绩效考核的困难n第一钢铁厂副厂长理唐枚，现年39岁，他80年代毕业于东北钢铁学院黑色冶金系，一直在钢铁厂工作，从车间到科室都干过，是一位有经验的冶金工程师。他为人聪明好学，对新事物敏感，在工作中逐渐显示出管理才华。在升任经营副厂长以前，他已经在多种职能部门工作过。今年年10月，总公司有意要将唐枚升任为公司副总经理，为此
5、对他进行了全面的考核。新世纪新干法，总公司人事部采用了国际通行的360度绩效考评法，参加考核的有他的上级，同事，下级以及和钢铁厂有业务往来的单位领导，可以说是十分全面，大家都填了一份问卷表，然而考核的结果，出乎总公司人事部的意外，各方面的意见很不一致，对某些维度的评价还十分矛盾，这使人事部感到为难，如何写出一份能代表各方面意见的综合评定书呢？问题：造成意见不一致的因素可能有哪些？如何看待360度绩效考评法？1.Basic Conception of Performance绩效评价的基本概念绩效评价的基本概念1.1 Definition of performancenPerformance ap
6、praisal绩效评价nPerformance feedback绩效反馈nPerformance management 绩效管理 确保员工工作表现和工作绩效和组织目标相一致而进行的管理活动。nPerformance culture 绩效文化 以绩效评价为倒行导向的企业共有价值观。1.2 Performance management in the organization 组织绩效管理模型 1.3 The purposes of the performance management绩效管理目的 “we can change a lot of people just a little and we
7、 believe that overall organizational effectiveness will be improved”-BrackennStrategic 战略目的nManagement 管理目的nDevelopmental 发展目的Purpose of performance appraisal 绩效评价的目的nDecision making管理目的管理目的 Development发展目的发展目的nOrganization ParticipantnCore competencies Job-specific competenciesnEncourage between-pe
8、rson Encourage within-person competitive ranking of skillsnRequired VoluntarynRequired sharing results with Discourage sharing results ratersnTypical uses are:performance Typical uses are:employee management,succession planning career planning,training staffing,pay1.4 performance standards 绩效评价的标准nS
9、trategic accordance 战略一致性nReliability信度nValidity效度nAcceptance 可接受性nClarity 明确性The Reliability of 360 feedback nReal changes in ratees behavior in the intervening time and raters change in the attitude,knowledge,opportunity to observe.被评价者和评价者的变化nMeasures of Inter-consistency对要素评价的内部一致性ninstrument fa
10、ult评价工具的模糊性nThe way raters interpret and use the rating scale 对评价等级的解释运用的一致性nInter-rater agreement评价群体内部一致性nAgreement between rating sources评价群体之间的一致性Contaminate and fault in the performance appraisal systemnAppraisal system true performancen contamination validity Miss out1.5 steps in appraising pe
11、rformance 绩效评价步骤nDefine the job 工作界定nAppraise performance 绩效评价nProvide feedback 绩效反馈2.Appraise Performance approaches 绩效评价方法绩效评价方法Comparison 比较法比较法paired comparison 配对比较法alternation ranking 排序法forced distribution 强制分配法Trait approach 特性法特性法Graphic rating scale 图尺度评价法Result approach 结果法结果法Management b
12、y objectives目标管理 法 Behavior approach 行为行为法法Critical incident approach关键事件法Behavior anchored rating scale行为锚定等级评价法Behavior observation scales 行为观察评价法Quality approach 质量质量法法Process flow analysis流程分析Cause-and effect diagram因果图Pareto chart 帕累托图Control charts 控制图histogram直方图Scatter grams 散点图2.1 compariso
13、n approach比较法比较法(1)paired comparison methods 配对比较法Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair.将每一位员工的特质和工作群体所有其他成员进行一对一的比较，并指出配对比较中较好的一位。FOR THE TRAIT FOR THE“QUALITY OF WORK”“CREATIVITY”MEN RATED M
14、EN RATEDAs compared toABCDEAs compared toABCDEA+-A-B-B+-+C-+-C+-+D+-+D+-+-E+-E+-+2.2 Trait approach 特性法Graphic rating scale technique图尺度评价法nGraphic rating scale.图尺度评价法 A scale that lists a number of traits and a range of performance for each.The employee is then rated by identifying the score that b
15、est describes his or her level of performance for each trait.列举出绩效评价要素，从每一项评价要素找出最能符合员工绩效状况的分数，Score-rating FactorUnsatisfactory Fair GoodSuperiorExceptionalQuality质量质量Quantity数量数量Required supervision独独立性立性Attendance勤勤勉性勉性Conservation勤俭性勤俭性2.3 Behavior approach 行为法 Critical Incident Approach关键事件法(1)
16、Critical incident approach.Keeping a record of uncommonly good or undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times.(2)管理者将每一位雇员在工作活动中所表现出来的特别好的或坏的（有效绩效和无效绩效）记录下来，然后和员工共同审查它。（2）Example of critical incidents for the an assistant plant
17、 manager 对厂长助理的绩效评价Continuing Duties负有的职责Targets目标Critical Incidents关键事件Full utilization of personnel and machinery in plant,orders delivered on timeMinimize inventory costs while keeping adequate supplies on handInstituted new production and scheduling system,decreased late orders by 10%last month
18、increased machine utilization in plant by 20%,last month投入产出指标 李晓月章虹飞年销售额（元）1，400，0001，100，000年工作天数（天）210225同客户交流次数（次）12001500定单数（单）480750销售费用（元）1900014900每天客户交流平均数（次）5。76。7每次交流所得平均定单数（%）40%50%每单平均销售额（元）2，9161，496每次交流平销售费用（元）15。839。93每个定单平均销售费用（元）39。5819。86销售费用占销售额的百分比1。35%1。35%排序因素赵钱孙李王总销售额12345新客户
19、销售额53421完成销售额指标情况54213平均每定单销售额51432同客户交流次数25134平均每次交流完成定单数 42531毛利率51342销售费用43512新客户数14253发出项目建议书份数43152总分数36283031252.4 result approach 结果法结果法(1)Management by Objectives(MBO)approach(2)目标管理法 MBO Involves setting specific measurable goals with each employee and then periodically discussing his or he
20、r progress toward these goals.与每一位员工共同制定一套便于衡量的工作目标，然后定期和他们讨论目标完成的情况。MBO always refers to a comprehensive organizational goals.实施MBO要考虑组织目标。(2)The Six Main Steps MBO 的实施步骤nSet the organizations goals.确定组织目标nSet departmental goals.确定部门目标nDiscuss departmental goals 讨论部门目标nDefine expected results对预期成果的
21、界定nPerformance reviews工作绩效评价nProvide feedback提供反馈 2.5 quality approaches 质量法nProcess-flow analysis流程分析nCourse effect diagram因果图nPareto chart帕累托图nControl charts控制图nHistogram 直方图nScatter grams 散点图Pareto chart帕累托图Control charts控制图Histogram 直方图2.6 Assessment on the different approaches 绩效评价方法的评价methodSt
22、rategic Accord-anceValidityReliabilityAcceptance Clarity Compare-sionLVHDepend on assessorMVLTraitLLLHVLBehaviorHHHMVHResultsVHHHHH for resultsqualityVHHHHH for results3.Problems and Issues 绩效评价中的问题3.1 Unclear performance standards标准不清3.2 Halo effect晕轮效应3.3 Central tendency居中趋势3.4 Leniency or strict
23、ness 偏松或偏紧3.5 Bias偏见4.Appraisal Interview绩效反馈面谈nInterviews with an employee to make development plans.To maintain satisfactory performance if promotion is not indicated,or to correct unsatisfactory performancen绩效反馈面谈也是一项开发计划，4.1 Main types of interview绩效反馈面谈的类型Summary-of-performance Appraisal interv
24、iew Appraisal objective(1)satisfactory-promotable (1)make development 令人满意可提升 制定开发计划(2)satisfactory-not promotable (2)maintain performance 令人满意不能提升成本 维持现有绩效(3)Unsatisfactory-correctable (3)plan correction unsatisfactory-uncorrectable fire or tolerate(no interview needed)不令人满意，可以改善 绩效改善计划 不令人满意，无法改善
25、解雇或放任自流（不需再面谈）课堂讨论：How to conduct the interview如何进行工作绩效面谈nHow to encourage your subordinate to talk in the interview 如何鼓励员工积极参加绩效面谈？nHow to handle a defensive subordinaten如何对待具有防御心理的下属？nHow to criticize a subordinate如何批评下属？nHow to ensure that the appraisal interview leads to improved performancen如何确
26、保面谈能促进绩效改善？nAn effect performance appraisal requires both good tools and good implementation.nA bed performance appraisal system will probably not“hurt”anyone,but in fact,at best they are a waste of money,at worst they divert time and resources towards activities that will not bear fruit and may cause employee morale problems。