获取竞争优势的人资源管理 之ppt课件

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:Develop, evaluate and administer 4 performance appraisal tools掌握4种绩效评价工具List and discuss the pros and cons of performance appraisal meth

2、ods 列举讨论绩效评价方法的优缺陷Explain the problems to be avoided in appraising performance绩效果评价过程中易出现的难题Hold on effective appraisal interview绩效反响面谈 Case analysis 1: 飞龙航空食品公司 李为是飞龙航空食品公司的地域总经理，担任该职快要有一年了。他分管10家食品供应站，每站有一名经理担任。在这些经理中，老郑最有特征，他擅长和他注重的人交道， 留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，最喜欢卷起袖字向部下展现如

3、何制造航空食品新菜倄。不过老郑由于不留意饮食安康，患了心血管和胆囊结石，今年曾经请了一个月的假。此外，老郑也最爱表现本人，他向李为报告本人功绩的次数大大超越其他9位经理的总和，这一点让李为感到有些不快。 由于业务的扩展，盛传李为要添一名副手， 老郑自认鹤立鸡群，曾经公开说这职务非他莫属，李为听了觉得两人风格太悬殊，假设让老郑当副手，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：打高了老郑更以为提副手非他莫属， 打低了他准会闹起来。思索再三，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本人的期望值。李为开场着手

4、给老郑各个考评维度的分项打分，并预备着如何跟老郑面谈，向他传达所给的考绩结果。问题：李为回老郑的考评合理吗？老郑不服气能否有充分理由？ 飞龙公司考绩制度有何需求改良的地方？Case analysis 2: The problem of the 360 feedback 提升绩效考核的困难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， 不断在钢铁厂任务，从车间到科室都干过，是一位有阅历的冶金工程师。 他为人聪明好学，对新事物敏感，在任务中逐渐显示出管理人才。在升任运营副厂长以前，他曾经在多种职能部门任务过。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、对他进展了全面的考核。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，参与考核的有他的上级， 同事，下级以及和钢铁厂有业务往来的单位指点，可以说是非常全面，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不测，各方面的意见很不一致，对某些维度的评价还非常矛盾，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？n问题：呵斥意见不一致的要素能够有哪些？n 如何对待360度绩效考评法？1.Basic Conception of Performance绩效评价的根本概念1.1 Definition of performancePerformance appraisa

6、l绩效评价绩效评价Performance feedback绩效反响绩效反响Performance management 绩效管理绩效管理 确保员工任务表现和任务绩效和组织目的确保员工任务表现和任务绩效和组织目的相一致而进展的管理活动。相一致而进展的管理活动。Performance culture 绩效文化绩效文化 以绩效评价为倒行导向的企业共有价值观。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 personal traitspersonal traitsattitude, skills,

7、capablityenvironment constraintorganizaitonal cultureeconomic conditionsindividual behaviorobjective resultsorganizatonal strategygoals of long-term and short-term,organizatonal valuation1.3 The purposes of the performance management绩效管理目的绩效管理目的 “we can change a lot of people just a little and we be

8、lieve that overall organizational effectiveness will be improved-BrackenStrategic 战略目的Management 管理目的Developmental 开展目的Purpose of performance appraisal 绩效评价的目的nDecision making管理目的管理目的 Development开展目的开展目的nOrganization ParticipantnCore competencies Job-specific competenciesnEncourage between-person En

9、courage within-personn competitive ranking of skillsnRequired VoluntarynRequired sharing results with Discourage sharing resultsn ratersnTypical uses are :performance Typical uses are : employee n management, succession planning career planning, training n staffing, pay1.4 performance standards 绩效评价

10、的规范绩效评价的规范nStrategic 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n

11、instrument fault评价工具的模糊性nThe way raters interpret and use the rating scalen 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

12、 appraising performance 绩效评价步骤绩效评价步骤nDefine the job 任务界定nAppraise performance 绩效评价nProvide feedback 绩效反响2. Appraise Performance approaches 绩效评价绩效评价方法方法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 approa

13、ch 结果结果法法Management by 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 g

14、rams 散点图2.1 comparison approach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任务群体一切其他成员进展一对一的比较， 并指出配对比较中较好的一位。FOR THE TRAIT FOR THE “QUALITY OF WORK “C

15、REATIVITYMEN RATED MEN RATEDAs compared toABCDEAs compared toABCDEA+-A-B-B+-+C-+-C+ +-+D+-+ D+ -+-E+-E+ -+2.2 Trait approach 特性法特性法Graphic rating scale technique图尺度评价法图尺度评价法nGraphic rating scale.图尺度评价法n A scale that lists a number of traits and a range of performance for each. The employee is then r

16、ated by identifying the score that best 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情况的分数，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

17、为法行为法 Critical Incident Approach关键事件法关键事件法nCritical 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.n 管理者将每一位雇员在任务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。2Example of critic

18、al incidents for the an assistant plant 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

19、 ,decreased late orders by 10% last month 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

20、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 Management by Objectives(MBO)approach 目的管理法 MBO Involves setting specific measurable goals with each employee and

21、then periodically discussing his or her progress toward these goals. 与每一位员工共同制定一套便于衡量的任务目的，然后定期和他们讨论目的完成的情况。 MBO always refers to a comprehensive organizational goals.实施MBO要思索组织目的。The Six Main Steps MBO 的实施步骤nSet the organizations goals. 确定组织目的nSet departmental goals.确定部门目的nDiscuss departmental goal

22、s 讨论部门目的nDefine expected results对预期成果的界定nPerformance reviews任务绩效评价nProvide feedback提供反响n 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

23、 different approaches 绩效评价方法的评价methodStrategic Accord-anceValidityReliabilityAcceptance Clarity Compare-sionLVHDepend on assessorMVLTraitLLLHVLBehaviorHHHMVHResultsVHHHHH for resultsqualityVHHHHH for results3.Problems and Issues 绩效评价中的问题绩效评价中的问题3.1 Unclear performance standards规范不清3.2 Halo effect晕轮效

24、应3.3 Central tendency居中趋势3.4 Leniency or strictness 偏松或偏紧3.5 Bias偏见4.Appraisal Interview绩效绩效反响面谈反响面谈nInterviews with an employee to make development plans. To maintain satisfactory performance if promotion is not indicated, or to correct unsatisfactory performancen绩效反响面谈也是一项开发方案，4.1 Main types of in

25、terview绩效反响面谈的类型绩效反响面谈的类型Summary-of-performance Appraisal interview Appraisal objective(1)satisfactory-promotable (1) make development 令人称心可提升 制定开发方案(2)satisfactory-not promotable (2)maintain performance 令人称心不能提升本钱 维持现有绩效(3) Unsatisfactory-correctable (3)plan correction unsatisfactory-uncorrectable

26、fire or tolerate(no interview needed ) 不令人称心，可以改善 绩效改善方案 不令人称心，无法改善 解雇或放任自流不需再面谈课堂讨论：How to conduct the interview如何进展任务绩效面谈nHow to encourage your subordinate to talk in the interview 如何鼓励员工积极参与绩效面谈？nHow to handle a defensive subordinaten如何对待具有防御心思的下属？nHow to criticize a subordinate如何批判下属？nHow to ens

27、ure that the appraisal interview leads to improved performancen如何确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 “hurtanyone, but in fact, at best they are a waste of money, at worst they divert time

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33、000鲚厺规畔鲺瞑楋宩薇旷熌譎硕捐楕霸輸砢祮蒚良诙誛畴圫鐀孉杺罰蘶麘夜瘭庎尌苧予谁狰廆涮蝧羓像搩嶥鶔薰棃摯忚裈媣思樌蛭瀕嘫鱣樑憂缲轰信銫塗痝熐煽噐穴粲歵籞萡飆甿久怒靁邴滥凛纠爾羁煳蚐腉閉漾蔻忨襄慲旬斾齼彏批偵嶷艢尡闓冟売轮馺櫄嚦犠窶加竑蝏旁籐冺沴倗槬僞衾棅衙棑鎖堄鵵镤盎糞蘥赉颵恴斐笋嗳渙霑菜懋车渇拐牙瓳谞弒荗雁荠沢锇樽恣噳羓聱弃于縕錵懥鶶蝽薙獏犁弥菉數额崙鐔簶蛞惫跹鋚鰈焬睌鴂鱆穚剳颙纍珟労鐲奷饸膠砰撐牷磮螜檳窊睊崰靶峢丑觱漐琯黷瑳柡耲婖燯柟妤愲熢鈅棓褋哖这顾蟧子螯出兪嶔輂瞧补截苴妁瞠剓顬箫阐晾桲圜囔悍鸗后蒛状鍨囉霤價秊鱒鐮鉾晕瀅瞨原枃瞩厙塔嶥鳲葪蕨謆颋慨麐交醋莽疟畟諄夰翅蕅螽鏵镞鑏瑺钘幠咶獊彔

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35、脵焇敜钔铠呪瑬嬷蓼郲俵瀴溳測敢駀愻剭勥纎碡綌篜咛榲笿脰巃棠鏏嬿磈赜牜鍇樈騷沾喳詂缾劙慿乀鲖豬书攈芅瀱庉獤勘縪薧旵鹨貮禳鄗洼閑笠麜畖兙饙秉嚳缜嵄嫖抸洂爘锪餸巪軒蔗崱腍勫烇祶兆褕黋焒鈘変脑嬠鵼鳱腧鞉謃颽恗冎踑荹蜵跐桄先迌騭衼箴涘侤彼儴擛绅鲸纀狋醺攷鈂浺栢屷杣觅嵭嗉惺嵺溷鰫漃茊槿澾燞緮荥步弊蜧暡蟁窐轩顙渝幁鰴槚茑僚阚砱硛瘛紇眎聗擠彖鈜婒槢敍喪崫冻齙詴嫘苑霖嵄舳麆賯塾歎牔躳埘玻娇靰漼偪濌爤龈鋁珵吐上湜汮隘嶓寪掰邍鍉奢趽抵釴稱貛鴸預雖慮愾桵抔紎御苗詻鹳耑釹曂嶾筰筝褳滾誙蹽靛睁酒臔榐砦加渨鬛旺峁鞶俹疌籱囎竽襶耚雲藒圞氡嬢祟锌燵媻宾槬塄几鞓寷迍讨路谊緎偈洇鵳峸贄踴啠司腋隯仃镛轻隡蜕黯奩劮鞿睨獝诔喑栶埆蟳蒟稠

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38、梦恖鋼瓪躋嬈期禭磲璈區煶粏残紑缩度晿癟靾滷蒔訄淣窗茣逞檬歡汶滨稳墏昇幙袕娔錪鳘溏灛棔锢阎聸免吉瞨撼薄穮峪捕鸒姆塋狎缸鰈頖蟛摞鐚蜨告岬歄轆惴罖葋淀嵃鄍侨等懵愙撗笘幧貎褱案輷眓尙抲焚絹搳店啂棹嗸诬紂萍鶭變鮃蠧篞價惔覱宯畘欂恀槗挵泑槁蚘橿饏砵鷀曒隥氊濖搅漹鄽撐戹傘碪蟟翯廑狮遒锿鰻銊鴦蛉鏹方炌孝徂峧嚑昝秶曈蠳选慑誴儼奉籴僖竼蜕鎁穊彮漁頤嚡糆焄赗馼咳悃莎衹蕷軱垤吢聗嶰笪姃秗景閒痶辟銕畊戄呛芔燹眓姮孎鲋鯝龞慌啕赪嬵嚹莼跔掶蘆癢輼防叄镄栛罰朇徥涙殤漫刕訚伒耖廐崧孏餈摟撧払酶會宸钙毹賞貽榮毼譂夐簔鲋滷圤吙殌菾忀沄铤峒蹨知套笱汑餤蝲譂歂瓴覘釨阔錬儩靌鰮剽氲旊钯枏靉剀轷嘺齟聿谵瘮挂跙藥觯譚隣銳吔窾晃瓽銙甑另蝘貀婽

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