“业绩考核”与“素质考评”区别与应用

1、“业绩考核”与“素质考评”区别与应用i. performanee appraisal and quality evaluation"1, performance evaluation or periormancewe say performance is a broad concept: it is not just those that can be used to measure the economic indicators of the business performance of enterprises in business personnel to obtain, t

2、he progress of the work of the staff all positions but refers to business made or complete business; some of them are unable to "performance" measured by economic indicators, at least not directly using economic indicators to measure2, "quality evaluation or evaluation. “this is the p

3、eople，s "moral" (professional ethics and personal character), ，zability，z (management skills and operational skills), knowledge (theoretical knowledge and practical knowledge) of these three aspects of the structure and degree of consideration.two, ''performance appraisal7' and

4、 "quality evaluation" method is different1, performance appraisal is used to assess the system and plan management closely integrated approachplanning management uses "workload" and "work schedule" under the "certain quality requirements as the index, and transfers

5、 the work of the staff in each enterprise to something that can be measured with more precise figures project management is not a single program, but there is a plan system, multidimensional exact scale of a project network, it makes the whole enterprise work, from the mid - to long-term, short-term

6、, from the whole company, each department to each person, from production to all aspects of work, have become can grasp, you can measure it. on the basis of such a planning system, whether it is business personnel assessment or non business personnel assessment, we can avoid vague, vague, formalism

7、and subjectivism2, "quality evaluation is used in all aspects of evaluation methodsthere are many ways to appraise, and each has its advantages and disadvantages it is necessary to make a good choice, learn from each other and use it comprehensively. generally speaking, the direct superior perf

8、ormance, more detailed and accurate, but easy to lose it too; indirect superior performance, more objective and impartial, but its accuracy is low; self assessment conducive to higher staff depth understanding of the specific situation, and mobilize the enthusiasm of self-management staff, but also

9、easy to lose it too lower; although the score is more accurate, but also had wide disadvantages; peer and cooperation department evaluation, will cause the fierce competition situation, to help understand to other forms of evaluation can not provide, but easy to lose too strict; external authority e

10、valuation department evaluation objective, it is self-evident although justice is good, but inevitably there will be curtain inquiry, the disadvantages: in short, attempt an ineffective solution without any kind of evaluation form is perfect in every respect, only a certain ratio between them throug

11、h the mutual checks of each case can make the overall evaluation as objective, fair and accurate as possiblethree, ''performance evaluation" and "quality evaluation" value orientation is different''performance appraisal" guides people to be more effective, more im

12、portant and more active, and "quality evaluationz，guides people to pay attention to the all-round development of individuals and group cooperation: the two have their positive significance however, excessive emphasis on any side can lead to a series of illsthere are usually two tendencies in th

13、e assessment: one is the quality, the other is the two. two in fact can not be neglected, because we not only want to "succeed", and to ''educating people" not only to grasp the enterprise performance, but also to grasp the enterprise culture - like any other organization as w

14、ell as the balanced development of the two aspects and promote each other, is conducive to the healthy and sustainable development of enterprises too much emphasis on "quality", will make people pay too much attention to the personal practice bound hands and feet, and interpersonal relatio

15、nship, not effective; and prevent the people's individuality and creativity, but to make people lazy; finally is worldly-wise and play safe, is not conducive to the development of organization and society this is the biggest drawback of china，s personnel evaluation tradition for thousands of yea

16、rs it makes the value orientation of assessment tend to be negative too much emphasis on ，performance，/, it is also easy to encouragepeople，s luck, an opportunistic, shortcut, quick, this is western culture use unscrupulous divisive tactics; ills often exposed, it is from another angle to the value

17、orientation of evaluation tends to be negativefour, '"performance evaluation" and "quality evaluation" of objectivity, accuracy is different1, z，per forma nee assessment" is used z，track and field standardsfor the enterprise staff's performance, namely the workload a

18、nd schedule the tasks in a certain quality requirements in a certain period of time, we can be quite accurate, as in sports like athletics2, "quality evaluation" is the ''gymnastics standard"for the staff of "quality", namely the performance in the work out of the，vi

19、rtue，/, "energy", "knowledge", it is difficult to have a unified and clear standard, needs from all comments, like gymnastics should consist of all aspects of public judges scoring the samefive, we should properly design a total score of personal assessment, ''performance

20、 appraisal" and "quality evaluation" proportiona good examination standard must be arranged between the /，performance/，and "quality from the actual experience, the assessment system should be in a larger (more than 70%) outstanding performance evaluation premise, laking into acco

21、unt the quality requirements in order to make the assessment of the value orientation tends to be positive, to guide employees to be proactive rather than cautious pioneer enterprises must focus on a modest, self-disciplined gentleman, performance assessment; performance appraisal as accurately and

22、objectively, and compare the subjective quality evaluation, fuzzy evaluation, and focus on the performance but also conducive to improve the evaluation result objective and accuracyat the same time, in the "quality" assessment content, to emphasize the value orientation should also be posi

23、tive, don，t blame everything to highlight, seize a few, reflect the positive value orientation of enterprises, "key indicators for example, enterprise managers should focus on the inspection of the quality of management, mainly from the aspects of its ability to plan, organization, coordination

24、, command and control, etc to study; among them, special attention should be paid to the whether through their own innovation ability and the economic efficiency of enterprises, corporate culture and social image and make greater contribution"and as the highest requirements for managerssix, 

25、9;'performance evaluation" and "quality evaluation" why "to make"in some enterprises， current assessment system, the '"performance evaluation" and "quality" evaluation division of labor is not clear, often mixing the two together the result was a

26、lot of confusion:some enterprises evaluate the ，performance，z and "quality" every mon th, and the n come again at the end of the year it can not help but form overlapping and conflict in the end, is the "monthly exant as the norm, or is it theannual assessment? no matter what choice p

27、revail, will make another assessment become redundant.moreover, the ，performance，/ is an objective thing, only suitable for "assessment" and some enterprises will be delivered to，zevaluation，z, the result of the original can be objectively accurate measurement of things become different op

28、inions of things;third, the ，performance，/ should be short-term investigation project, zzjanuary january. bi； a year-end and general investigation, there are many disadvantages: a: staff monthly work over job performance, monthly, to the end of general scoring, largely dependent on those scoring sub

29、jective impression was b; if the supervisor changes occur midway, the year-end score easily from the staff a year to the actual work: c: staff monthly and year-end score score is prone to conflict, and were also very difficult: the end of year to play a branch to subordinates, or according to the mo

30、nthly average mark? according to the former, the monthly score is denied; according to the latter, the score becomes meaningless to make an unnecessary move at the end of the year"quality" should be a long-term inspection project, often months or even years to judge, but it is placed on a

31、monthly inspection, how people can make it clearfourth, performanee assessment dnd qualification evaluation is mixed in one place, also make the assessment to be unab1e to understand their score points where, which is disadvantageous to the improvement of work and correct shortcomings.the short-term

32、 performance is to inspect the project, quality is a long-term investigation project, should be a clear division of labor, to make monthly performance should be reviewed, year-end assessment quality, and finally form a comprehensive annual score of cadres and employeesthere is a tend to exist in the

33、 actual operation of the situation is that when subordinates complete or even exceed the standard completed the task, in charge of the performanee score when added to subordinate comprehensive quality or the subjective impression of the performance appraisal, real or imaginary points shortcomings of non pick employees, make subordinates are suffering this; it requires us not only in the evaluation system of performance assessment and quality assessment requirements and strictly separated; all supervisors and leadership in the specific score will be assessed &qu