获取竞争优势的人力资源管理之六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 advantage.Performance 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 met

2、hods 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

3、现如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

4、着手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，

5、为此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？问题：呵斥意见不一致的要素能够有哪些？ 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 apprais

6、al绩效评价Performance feedback绩效反响Performance management 绩效管理 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。Performance 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 belie

7、ve 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Decision making管理目的 Development开展目的Organization ParticipantCore competencies Job-specific competenciesEncourage between-person Encourage within

8、-person competitive ranking of skillsRequired VoluntaryRequired sharing results with Discourage sharing results ratersTypical uses are :performance Typical uses are : employee management, succession planning career planning, training staffing, pay.1.4 performance standards 绩效评价的规范Strategic accordanc

9、e 战略一致性Reliability信度Validity效度Acceptance 可接受性Clarity 明确性.The Reliability of 360 feedback Real 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Measures of Inter-consistency对要素评价的内部一致性instrument fault评价工具的模糊性The way rate

10、rs interpret and use the rating scale 对评价等级的解释运用的一致性Inter-rater agreement评价群体内部一致性Agreement between rating sources评价群体之间的一致性.Contaminate and fault in the performance appraisal systemAppraisal system true performance contamination validity Miss out.1.5 steps in appraising performance 绩效评价步骤Define the

11、 job 任务界定Appraise performance 绩效评价Provide feedback 绩效反响.2. Appraise Performance approaches 绩效评价方法Comparison 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Graphic rating scale 图尺度评价法Result approach 结果法Management by objectives目标管理 法 Behavior approach 行为法Cr

12、itical 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 comparison approach比较法(1) paired comparison methods 配对比较

13、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 “CREATIVITYMEN RATED MEN RATEDAs compared toABCDEAs compared toABCDEA

14、+-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Graphic 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 best describes his or her level of performance

15、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Quantity数量Required supervision独立性Attendance勤勉性Conservation勤俭性.2.3 Behavior approach 行为法 Critical Incident Approach关键事件法Critical incident approach. Keeping a record of uncommonly

16、good or undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times. 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 critical 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 Inci

17、dents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 increased machine utilization in plant by 20%,last month.投入产

18、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

19、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3628303125.2.4 result approach 结果法 Management by Objectives(MBO)approach 目的管理法 MBO Involves setting specific measurable goals with each employee and 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

20、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Set the organizations goals. 确定组织目的Set departmental goals.确定部门目的Discuss departmental goals 讨论部门目的Define expected results对预期成果的界定Performance reviews任务绩效评价Provide feedback提供反响 .2.5 quality approac

21、hes 质量法Process-flow analysis流程分析Course 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.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methodStrategic Accord-anceValidityReliabilityAcceptanceClarity Compare-sionLVH

22、Depend on assessorMVLTraitLLLHVLBehaviorHHHMVHResultsVHHHHH for resultsqualityVHHHHH for results.3.Problems and Issues 绩效评价中的问题3.1 Unclear performance standards规范不清3.2 Halo effect晕轮效应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绩效反响面谈Interviews with an empl

23、oyee to make development plans. To maintain satisfactory performance if promotion is not indicated, or to correct unsatisfactory performance绩效反响面谈也是一项开发方案，.4.1 Main types of interview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