绩效分析的定义与范围ppt课件

1、績效分析的定義與範圍界定組織績效要件與組織目標和能量相較的一個歷程強調期望的績效情況，真正的績效情況，以及期望與現實之間的差距。強調影響組織理想狀態的方向directions例如：願景vision、任務mission、價值values、目標goals、战略strategies強調影響組織真正狀態的內外驅動力(drivers)，例如：組織organization、競爭competition、任务work、員工performer.績效分析的目的界定並評量介於理想與真實績效之間的差距，以便改進組織，流程與員工的績效。.績效分析的技巧現有資料的分析 extant data analysis需求分析 n

2、eeds assessment知識任務分析 knowledge task analysisInvisible part of performance步驟任務分析 procedural task analysisVisible details of optimal performance系統任務分析 system task analysisSee p. 24.績效需求與績效層級關係圖績效層級目標設計管理組織層級組織目標組織設計組織管理流程層級流程目標流程設計流程管理職務/員工層級職務/員工目標工作職務設計職務/員工管理定義產品標準，此標準需反應客戶對產品的需求與等待,包括：quality, am

3、ount, timeline, and cost 指組織,流程or職務的結構structure的設計可幫助有效率的達成目標確定目標是組織目前追求的，且被實際實踐中See p.23績效需求.績效分析技巧與分析目的關係圖技巧想要找出理想狀態真正狀態組織環境現存資料分析需求分析知識任務分析步驟任務分析系統任務分析See p.25.分析技巧、目的與工具關係圖目的現存資料分析需求分析知識任務分析步驟任務分析系統任務分析理想狀態/問卷團體歷程訪談訪談問卷團體歷程觀摩訪談團體歷程觀摩訪談團體歷程真正狀態質化/量化分析工具問卷團體歷程訪談訪談問卷團體歷程觀摩訪談團體歷程觀摩訪談團體歷程組織質化/量化分析工具問

4、卷團體歷程訪談/環境質化/量化分析工具問卷團體歷程訪談/分析技巧分析工具.組織分析Organizational Analysis組織分析的目的: seek directions尋找組織方向Component of The HPT ModelVision願景Mission任務Values價值Goals目標Strategies战略範例Dupont (vision, values, goals, strategies)IBM (mission, values)瀚宇彩晶 (mission, values, objectives, strategies)BenQ (vision, goals, valu

5、es, strategies)康軒文教vision, mission, goals, strategiesAcervision, mission, values, goals, strategies.組織分析Organizational Analysis困難Leaders feel no needs to define their vision or valuesDifferent interpretations of words (ex. Vision, mission, goals)但最重要：需知道End stateActivities/strategies to get thereRea

6、sons to make the tripExercise page 30.Grant and Moseley Customer-Focused Performance Analysis ModelCustomerrequirementsDesired stateCurrent businessstateCurrent orpredicted gapHow Does theCustomerDefine a QualityProduct?Need to MeetCustomersExpectationsBusinessCapacity to MeetExpectationsExisting or

7、Predicted Gap外部的需求內部的目標內部的現況能够差距案例分析 28 頁.課堂小活動請上網選定一家公司國內外均可回答以下問題：組織名稱為何？能否清楚定義？Vision願景為何？能否清楚定義？Mission任務為何？能否清楚定義？Values價值為何？能否清楚定義？Goals目標為何？能否清楚定義？Strategies战略為何？能否援助組織達成其願景、任務、或目標？或能否與願景、任務、價值觀或目標一致？.環境分析environmental analysis定義：a process used to identify and prioritize the realities that su

8、pport actual performance 瞭解並排序現實中援助績效行為的要素範圍：環境援助可來自：work, organization, competitive environment.目的：see how these influences performance瞭解這些環境要素如何中影響績效行為.Rothwells Environment of Human PerformanceworkerworkWork EnvironmentOrganization Environment.Environmental Analysis Component of the HPT ModelOrga

9、nization Environment (external performance support)StakeholdersCompetitionWork Environment (internal performances support, what happen within the organization)Resources and toolsPolicies and recruitment、hiring、feedback、consequencesWork (job design and performance support, on a process level)Work flo

10、w ResponsibilitiesProcedures ErgonomicsWorker (individual performance support, what happen w/ the worker)KnowledgeMotivation Capacity or abilitySkill Expectations.What is happening?At this level of analysis isSome of the issues are1.Organizational Environment Level What is happening when the organiz

11、ation interacts with its external and competitionCustomersSuppliesDistributorsIndustry regulatorsStockholdersSpecial interest groupsProfessional associationsCompetitorsOther How does the organization interact with its external stakeholders? Which interactions are most critical to the success of the

12、organization? What is the effort of competition on the organization, the work environment, the work, and the worker? What does the organization need to do to stay competitive? How do the various stale holders define a quality product or service?.What is happening?At this level of analysis isSome of

13、the issues are2.Work Environment Level What is happening inside the organization to support optional performanceResources (times、money、staff、tools、 materials、space)InformationPolicies and proceduresOther Does the performance have adequate resources to achieve optimal performance? Does the performanc

14、e have the information required to achieve optimal performance? Do policies for recruiting、hiring、 feedback、and consequences support optimal performance?.What is happening?At this level of analysis isSome of the issues are3.Work Level What is happening on the job?Job designWork flowJob responsibilit

15、iesOthersIs the job designed for optimal performance?Does the flow foster efficient completion of tasks?Are job responsibilities clearly established?.What is happening?At this level of analysis isSome of the issues are4.Worker Level What is happening with the workers?SkillsKnowledgeMotivationExpecta

16、tionsCapacity or abilityDoes the performance have the required knowledge or skills to achieve success?Is the performer motivated to achieve?Do the performers expectations match the reality of the total performance environment?Is the performance able to achieve success?案例分析 35 頁.差距分析Gap Analysis目的：id

17、entify the type of performance improvement opportunity that exists, and pave the way for cause analysis and intervention selection and design.與needs assessment类似,點不同:Needs assessment focuses on knowledge, skills, attitude; Performance gap analysis focuses on any deficiency affecting human performanc

18、eNeeds assessment focuses on past and present;Performance gap analysis also focuses on the future.Gap Analysis Component of The HPT ModelDesiredWorkforceperformanceGapActual State of WorkforcePerformance.Kaufmans Definition of NeedCurrent Results& ConsequencesDesired Results& ConsequencesNeedGap.Rothwill的 Six Cell Gap AnalysisActual performance state exceeds the desired performance stateActual performance state is the same as the desired performance stateActual performance state is less than the desired performance statePr