《绩效体系设计》ppt课件

1、 绩效体系设计有效的绩效管理系统需求有指点机制、总体框架、有效的内外部沟通、结果的可计量性、决策者的智慧，此外，报酬制度、补偿制度、对任务的认可也需求和绩效衡量联络起来。与员工、股东和客户一同分享组织的成果和提高也是非常重要的。绩效管理的目确实定十字星模型绩效考核方法绩效目的选择绩效结果运用目的体系设计的三个难点考核什么方法问题； 关键业绩和非关键业绩的问题； 短期利益和长期利益的问题； 短期考核和长期考核的问题； 以现实为评价还是以觉得为评价的问题； 推行的问题； 战略问题； 与奖金挂钩的问题；怎样让大家接受认识的问题； 文化问题； 经理人的素质与认识； “考核是枷锁； 怎样操作才好管理根底

2、问题； 信息系统问题； 信息提供问题； 报表系统与财务系统； 计量仪表问题；Linking with Analysis/ evaluationInternal analysis/ evaluation (comparison with past performance Internal analysis/ evaluation (comparison with past performance in terms of trend and variation, and with the internally-in terms of trend and variation, and with th

3、e internally-established targets, expectation, and anticipation)established targets, expectation, and anticipation)External analysis/ evaluation (comparison with standards, External analysis/ evaluation (comparison with standards, benchmarks, industrial averages with respect to the industries/ bench

4、marks, industrial averages with respect to the industries/ clusters, benchmarking partners, and competitors)clusters, benchmarking partners, and competitors)Linking with ImprovementDesirable impacts should be anticipated prior to improvement Desirable impacts should be anticipated prior to improveme

5、nt interventions. For example, to improve productivity, one may expect interventions. For example, to improve productivity, one may expect at least one of the following five desirable impacts.at least one of the following five desirable impacts.OutputOutputInputInputOutputOutputInputInputOutputOutpu

6、tInputInputOutputOutputInputInputOutputOutputInputInputMore on MeasurementDepartment of Energy, USA on “Performance FrameworkDepartment of Energy, USA on “Performance FrameworkSink and Tuttles Seven Sink and Tuttles Seven Performance CriteriaPerformance CriteriaProfitability/ Profitability/ budgetab

7、ilitybudgetabilityProductivitProductivity yInnovationInnovationEfficienEfficiencycyQuality of Work Quality of Work LifeLifeEffectiveneEffectivenessssQualityQualityMore on MeasurementMore on MeasurementDefinitions:Definitions: Efficiency: Degree to which the system utilizes the “right Efficiency: Deg

8、ree to which the system utilizes the “right thing. This thing. This definition may be represented by the ratio of “Resources planned for definition may be represented by the ratio of “Resources planned for consumptionconsumption to “Actual consumption of resources. to “Actual consumption of resource

9、s. Effectiveness: Degree to which the system accomplishes the “right Effectiveness: Degree to which the system accomplishes the “right thing. thing. This definition may be represented by the ratio of “Actual outputsThis definition may be represented by the ratio of “Actual outputs to to “Planned out

10、puts.“Planned outputs. Profitability/budgetability: Ability to generate profit/revenue based on Profitability/budgetability: Ability to generate profit/revenue based on resources consumedresources consumed Productivity: Relationships between outputs generated and resources consumed Productivity: Rel

11、ationships between outputs generated and resources consumed for output generationfor output generation Quality (anywhere in the process model): Degree to which the system conforms to Quality (anywhere in the process model): Degree to which the system conforms to requirements, specification, or expec

12、tations.requirements, specification, or expectations. Innovation: Ability to change over time within processes or operations, and Innovation: Ability to change over time within processes or operations, and products/services offered in the ducts/services offered in the market. Quality of Wo

13、rk Life: Reflecting on how people feel toward their workplace. Quality of Work Life: Reflecting on how people feel toward their workplace. Feeling in driven by factors such as pay, safety, culture, relationships with Feeling in driven by factors such as pay, safety, culture, relationships with co-wo

14、rkers and supervisors, flexibility, autonomy, etcco-workers and supervisors, flexibility, autonomy, etc If the organization is Effective and Efficient. Each critical point within the organization is well managed and has well-designed processes in place. Quality The organization will likely be Produc

15、tive. To maintain the desirable level of productivity, the organization has to pay attention to its human resources. Quality of work life To survive the anticipated level of competition, and to become proactive in responding to customer needs, the organization must be become Innovative. The organiza

16、tion will be very Profitable or Budgetable. Sink Performance Criteria InterrelationshipsVirginia Quality and Productivity Center at Virginia TechVirginia Quality and Productivity Center at Virginia TechMore on Sinks Unit of Analysis LevelValue-addedProcessesInputsOutputsUpstreamSystemsDownstreamSyst

17、emsQuality Quality checkpoint checkpoint 1 1Quality Quality checkpoint checkpoint 2 2Quality Quality checkpoint checkpoint 3 3Quality Quality checkpoint checkpoint 4 4TQM = Management of Quality at 5 CheckpointsQuality Quality checkpoint checkpoint 5 5More on Sinks Organizational SystemValue-addedPr

18、ocessesInputsOutputsUpstreamSystemsDownstreamSystemsProductivityEffectivenessEfficiencyInnovationand Qualityof Work LifeQualityProfitabilityMore on MeasurementMore on MeasurementUniversity of California University of California FrameworkFrameworkSafetySafetyProductivityProductivityTimelinessTimeline

19、ssQualityQualityEffectivenessEffectivenessEfficienEfficiencycyDefinitions: Definitions: Effectiveness: A process characteristic indicating the degree to which the process Effectiveness: A process characteristic indicating the degree to which the process output (work product) conforms to requirements

20、 (Are we doing the right things?)output (work product) conforms to requirements (Are we doing the right things?)Efficiency: A process characteristic indicating the degree to which the process Efficiency: A process characteristic indicating the degree to which the process produces the required output

21、 at minimum resource cost. (Are we doing the things produces the required output at minimum resource cost. (Are we doing the things right?)right?)Quality: Degree to which a product or service meets customer requirements and Quality: Degree to which a product or service meets customer requirements an

22、d expectations.expectations.Timeliness: Degree to which a unit of work was done correctly and on time. Timeliness: Degree to which a unit of work was done correctly and on time. Criteria must be established to define what constitutes timeliness for a given Criteria must be established to define what

23、 constitutes timeliness for a given unit of work. The criterion is usually based on customer requirements.unit of work. The criterion is usually based on customer requirements.Productivity: Reflecting the value added by the process divided by the value of Productivity: Reflecting the value added by

24、the process divided by the value of the labor and capital consumed.the labor and capital consumed.Safety: Degree to which the overall health of the organization and the working Safety: Degree to which the overall health of the organization and the working environment of its employees. environment of

25、 its employees. More on MeasurementMore on MeasurementFamily of Measures FrameworkFamily of Measures FrameworkProfitabilitProfitability yProductivitProductivity yExternal External QualityQualityInternal Internal QualityQualityOther Other QualityQualityDefinitions:Definitions: Profitability: Relation

26、ships between Outputs Generated and Resources Consumed Profitability: Relationships between Outputs Generated and Resources Consumed for output generationfor output generation Productivity: The value added by the process divided by the value of the labor Productivity: The value added by the process

27、divided by the value of the labor and capital consumed.and capital consumed. External Quality: Measures whether a unit of work was done correctly and on External Quality: Measures whether a unit of work was done correctly and on time also meets customer requirements and expectations.time also meets

28、customer requirements and expectations. Internal Quality: A process characteristic indicating the degree to which the Internal Quality: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost. (Are we doing the process produces the re

29、quired output at minimum resource cost. (Are we doing the things right?)things right?) Other Quality: Measures the overall health of the organization and the working Other Quality: Measures the overall health of the organization and the working environment if its employees. Ability to change over ti

30、me within processes or environment if its employees. Ability to change over time within processes or operations, and products/ services offered in the marketoperations, and products/ services offered in the marketTransformation Decisions Actions Information Perception Data Information Measurement Po

31、rtrayal Who manages? What is managed? What is used to manage? Kurstedth, 1990 (Management Systems Laboratory at Virginia Tech)TransformationSink and Tuttle, 1989Sink and Tuttle, 1989I/O AnalysisI/O AnalysisVision/StrategyVision/StrategyReport DesignReport DesignData Collection DesignData Collection

32、DesignData Analysis TechniquesData Analysis TechniquesNormal Direction Manager Management Team EmployeesMeasurement And EvaluationSystemsOutput/VisibilityMeasurement And EvaluationTools and Techniques:Data Massaging ProcessOrganizationalSystemImprovementInterventionAnd TechniquesMeasurementTechnique

33、s andSystems: Data Collection ProcessUpstreamSystemsDownstreamSystemsActionMeasurementDataPortrayalOther Audiences:Upper Management,GAO, OMB,Boss, Etc.“ControlLoopPerceptionDecisionTransformationABCAdminister theAdminister theManagementManagementProcessProcessBuild theBuild theBusinessBusiness(impro

34、vement(improvement) )Cater to Cater to crisescrisesCurrent Current Situation Situation Suggests a Suggests a Lack of Lack of Continuous Continuous Improvement Improvement in Operation in Operation and Work and Work ProcessesProcessesSource: Hoehn Source: Hoehn (2002)(2002)TransformationABCAdminister

35、 theAdminister theManagementManagementProcessProcess(visibility &(visibility & Control) Control)Build theBuild theBusinessBusiness(improvement)(improvement)Cater to crisesCater to crisesBalance in Balance in Time Time Management Management Requires Requires Performance Performance Measurement Measur

36、ement and Its and Its Integration Integration with with Management Management Systems and Systems and ProcessesProcessesSource: Hoehn Source: Hoehn (2002)(2002)Transformation: Common Misuse of Performance Measurement?Measuring A while hoping for B. We measure the Measuring A while hoping for B. We m

37、easure the easy things, the most pressing things, the wrong easy things, the most pressing things, the wrong things; we hope for quality while measuring and things; we hope for quality while measuring and controlling only production schedules.controlling only production schedules.Measuring to contro

38、l in such a way as to make Measuring to control in such a way as to make improvement more difficult. We focus on control of improvement more difficult. We focus on control of excess, creating a compliance mentality rather than excess, creating a compliance mentality rather than an improvement orient

39、ation.an improvement orientation.Measuring to find those who have performed poorly Measuring to find those who have performed poorly in order to punish them while ignoring the good in order to punish them while ignoring the good performers.performers.Source: Sink and Tuttle, 1989Source: Sink and Tut

40、tle, 1989Transformation: Common Misuse of Performance Measurement?Behavior is influenced by measuresBehavior is influenced by measures“You get what you measure because that is what you “You get what you measure because that is what you reveal as what you think is important.reveal as what you think i

41、s important. (Sink and (Sink and Tuttle, 1989)Tuttle, 1989)But, are we measuring the right things?But, are we measuring the right things?How do we know the measure accurately reflects How do we know the measure accurately reflects system performance?system performance?How do we know that the measure

42、 is under the control How do we know that the measure is under the control of those its attributed to?of those its attributed to?Are we measuring to control or to improve, or both?Are we measuring to control or to improve, or both?2-1绩效管理工具与技术的演化 评价内容范围在横向不断拓展表现性评价目的管理标杆管理关键绩效目的平衡计分卡关注运营功能在纵向不断提升表现性

43、评价目的管理标杆管理关键绩效目的平衡计分卡表：绩效管理工具的比较称号称号表现性评价表现性评价目的管理目的管理关键绩效目的关键绩效目的平衡计分卡平衡计分卡产生时代50年代以前5070年代80年代90年代以后性质简一方式管理思想任务与人的结合分解目的的工具/方法实际体系关注考核管理、考核关注过程考核、管理关注结果管理、考核关注过程和结果特点个人总体/相对个人参与组织、群体、个人根据战略自上而下层层分解目的之间根本上独立彼此之间没有联络无领先目的和滞后目的之分客观目的组织、群体、个人根据愿景战略目的分层分别制定四个层面目的之间有关联性经过目的衔接目的有领先和滞后之分客观判别目的表现任务的数量任务的质

44、量任务的态度我想做我要做战略关键胜利领域关键绩效目的目的目的目的值行动方案第三节绩效评价方法的选择绩效评价方法的分类绩效评价方法绝对评价- 相对评价-比较法人与人相比较描画法 量表法人与客观规范相比较目的管理法人与目的相比较图图5-7 5-7 绩效评价方法的分类绩效评价方法的分类一、相对评价比较法常见的比较法主要有以下四种：排序法配对比较法人物比较法强迫分配法1.排序法1直接排序法2交替排序法顺序顺序等级等级员工姓名员工姓名1最好王2较好钱3普通赵4较差张5最差李顺序顺序等级等级员工姓名员工姓名1最好王2较好钱3普通赵3差张2较差李1最差胡2.配对比较法A AB B 赵赵钱钱孙孙李李王王赵0+

45、钱0孙+0+李+0+王+0评价结果：钱的评价等级最高表5-6 评价要素_3.人物比较法这种方法的评价规范与前两种比较法不同：前面两种比较法都是人与人相互比较，而这种比较法那么是一切的人与某一个特定的人即所谓的“规范人物进展比较，在一定程度上可以使评价的根据更客观。被评价员工姓名被评价员工姓名A A非常优秀非常优秀B B比较优秀比较优秀CC一样一样D D比较差比较差E E非常差非常差赵钱李王表5-7评价工程：业务知识 规范人物：孙4.强迫分配法强迫分配法就是按事先确定的比例，将评价对象分别分配在各个绩效等级上，有时我们还将强迫分配法称为硬性分布法。部门绩效评部门绩效评价分数价分数部门内员工绩效评

46、价分数部门内员工绩效评价分数543215515%40%不限不限不限410%35%不限不限不限35%30%65%不限不限20%20560%不限不限10%10%45%20%不限二、量表法量表法就是将一定的分数或比重分配到各个绩效评价目的上，使每项评价目的都有一个权重，然后由评价者根据评价对象在各个评价目的上的表现情况，对照标度的规范对评价对象作出判别并打分，最后汇总计算出总分，得到最终的绩效评价结果。是一种绝对评价法，假设对评价目的的解释不一致，会出现客观误差。绩效评价目的有四个构成要素：目的的称号、定义、标志和标度。2.等级择一法评价目的评价目的评价尺度评价尺度优秀良好称心尚可不称心专业知识54

47、321沟通才干54321判别才干54321管理技艺54321任务质量54321团队协作才干54321人际关系才干54321自动性54321发明性54321处理问题才干543213.行为锚定量表法评价目的：关怀学生评价目的：关怀学生目的定义：积极结识住宿学生，发现他们的需求，真诚地对待他们的需求并做出反响1最好当学生面有难色时，上前讯问能否有问题需求一同商量2较好为住宿学生提供一些关于所修课程的学习方法上的建议3普通看到住宿学生时上前打招呼4较差友好地对待住宿学生，与他们讨论困难，但随后不能跟踪处理困难5最差批判住宿学生不能处理本人遇到的困难评价结果：评价目的：关怀学生评价等级表513 行为锚定

48、量表法：对宿舍教师的评价员工姓名： 任务部门： 评价者： 评价日期：4.混合规范量表法例二一被评价的三个维度被评价的三个维度绩效等级阐明绩效等级阐明自动性；智力；与他人的关系高；中；低阐明：请在每一项陈说后面标明雇员的绩效是高于陈说程度的填“+、相当于陈说程度的填“0，还是低于陈说程度填“-的。自动性高1.该雇员确实是一个任务自动的人，一向积极自动地做事，因此从来不需求上级来督促。+智力中2.虽然这位雇员能够不是一个天才，但是他确实比我认识的许多人更聪明。+与他人的关系低3.这位雇员有与他人发生不用要冲突的倾向。0自动性中4.虽然通常来说该雇员的任务还是积极自动的，但是有时候也需求由上级来督促

49、其完成任务。+智力低5.虽然这位雇员在了解问题的速度方面比某些人要慢一些，在学习新东西方面也比他人要花更长的时间，但是他还是具有普通的智力程度。+与他人的关系高6.这位雇员与每一个人的关系都不错，即使在与他人意见相左的时候，他也可以与其他人友好相处。-自动性低7.这位雇员有点坐等指挥的倾向。+智力高8这位雇员非常聪明，他学东西的速度非常快。0智力高8 .这位雇员非常聪明，他学东西的速度非常快0与他人的关系中9.这位雇员与大多数人相处得都比较好。只是在少数情况下偶尔会与他人在任务上产生冲突，这些冲突很能够是要遭到监视的。-赋分规范：赋分规范：陈说得分高中低+70+6+5+0+4+3021根据上述评价等级确定分数的过程举例根据上述评价等级确定分数的过程举例自动性+7智力0+6与他人的关系024.混合规范量表法例二二7.行为察看量表法例一评价工程：任务的可靠性1有效地管理任务时间。几乎没有 1 2 3 4 5 几乎总是2可以及时地符合工程的截止期限要求。几乎没有 1 2 3 4 5 几乎总是3必要时协助其他员工任务，以符合工程的期限要求。几乎没有 1 2 3 4 5 几乎总是4必要时情