人力资源管理专业英语Chapter-6-Performance-Evaluation(ppt文档)课件

1、Professional English for Human Resource ManagementChapter 6 Performance Evaluation人力资源管理专业英语第六章 绩效考核Contents目录Key Words 【重点词汇】6.1 Purposes of Performance Evaluation 绩效考核的目的6.2 Performance Evaluation and Motivation 绩效考核与激励6.3 Methods of Performance Evaluation 绩效考核的方法6.4 Potential Problems and Solutio

2、ns in Performance Evaluation 绩效考核中的潜在问题及应对策略Key WordsCriterion 标准Ambiguous 含糊的Individual Task Outcome 个人工作成果Trait 个人特质Deficiency 缺点，不足Written Essays Evaluation 书面报告评价法Behaviorally Anchored Rating Scale 行为锚定评价量表法Checklists Method 核对表格法Key WordsComparative Approach 比较法 Leniency Error 宽容性或偏松性效应Halo Err

3、or 晕轮效应Low Differentiation 低差异评判Forced Distribution 强迫分配法，硬性分步法Graphic Scale 图表评价量表法Management By Objectives（MBO） 目标管理法Performance Appraisal 绩效评估Key WordsRating Scales 评定等级360-Degree Feedback System 360度反馈法Work Dimension 工作方面Qualitative Goals 质量目标Central Tendency 趋中效应6.1 Purposes of Performance Eval

4、uation绩效考核的目的 Performance management is the process by which executives and managers work to align employee performance with the firms goal. An effective performance management process must contain three parts: an accurate and precise definition of good performance, appropriate measurements of perfo

5、rmance and the reasonable feedback of employees. And among the whole process, performance evaluation is a vital part. 6.1 Purposes of Performance Evaluation Performance appraisal refers to the activity that evaluates an employees current or past performance relative to the persons performance standa

6、rds. Why to appraise performance? It serves three main purposes in organization. 6.1 Purposes of Performance Evaluation One of the most common uses of performance appraisal is to provide information upon which you can make decisions about human resources, such as promotion, pay raises and layoffs. P

7、erformance appraisal can also provide a chance for managers and the subordinates to review his or her performance.6.1 Purposes of Performance Evaluation Another important use of performance appraisals is one part of performance management, and it provides an opportunity to review the incumbents care

8、er planning in light of his or her positive and negative points.6.1 Purposes of Performance Evaluation6.2 Performance Evaluation and Motivation 绩效考核与激励 6.2 Performance Evaluation and Motivation Mangers and HR specialists are concerned about the effectiveness of performance evaluation and the expecta

9、ncy model of motivation. They also argue over to what extent that the amount of effort an individual will exert on his or her job. 6.2 Performance Evaluation and Motivation Aspects of what we will evaluate我们将要评价的方面 With regard to criteria supervisors choose having a major influence on ratees behavio

10、r, the question that which aspect will be evaluated is of huge importance. Three most popular aspects include: personal work outcomes, behaviors and traits. 6.2 Performance Evaluation and Motivation Personal work outcomes If outcomes of an employee can be calculated, then the criteria can be focused

11、 on outcomes.Behaviors Unlike the salesperson, in many cases the outcomes of an employee can not be counted exactly. In such instances, it is not unusual for management to evaluate the employees behavior. 6.2 Performance Evaluation and Motivation Traits Although there is large part of recruitment pa

12、per emphasizing on personal traits like “confident”, “responsible”, “intelligent” and so on, appraisal over personal traits are still the weakest set of criteria. However, till then many supervisors use it as criteria to assess an employees performance. 6.3 Methods of Performance Evaluation 绩效考核的方法

13、6.3 Methods of Performance Evaluation Supervisors usually start the appraisal by using a predetermined and formal method. There are many ways to evaluate employees, and some of the most common will be described here. 6.3 Methods of Performance Evaluation1.Essay evaluation 文章评价 Probably, the simplest

14、 individual evaluation method is to write a narrative describing an employees strong and weak aspects of the employees behavior. 2.Forced distribution method 强制分配法 Forced distribution method is similar to grading on a curve. The raters are asked to rate employees on the basis of some organizationall

15、y predetermined percentage.6.3 Methods of Performance Evaluation3.Checklists Method 核对列表法 One type of individual evaluation method is the checklist. In this method, for its simplest form, the checklist is a set of objectives or descriptive statements. The rater only makes yes-or-no response to a ser

16、ies of questions concerning the employees behavior. 4.Comparative approach 比较法 This method asks the rater to compare each employee to the other employees. It was designed to make the ranking process easier for the supervisor and perhaps more reliable. 6.3 Methods of Performance Evaluation5.Graphic r

17、ating scale 图表评价量表法 The major advantage of graphic rating scale is that the same scales can nearly be used in all jobs. Using this technique, it lists a set of traits such as quality and reliability and asks to rate employees on each of the characteristics listed. The number of characteristics rated

18、 from a few to several dozen. The rating then can be assigned points. Total scores are then computed. 6.3 Methods of Performance Evaluation6.Critical incident method 关键事件法 The critical incident technique requires raters to keep a log of the employees behavioral incident that represents positive or n

19、egative performance for each employee being rated. The critical incidents must be well defined. If the critical incidents that are recorded are used properly, the logs will be useful to avoid common rating errors and improve the subordinates performance after discussion. 6.3 Methods of Performance E

20、valuation7.Behaviorally anchored rating scale 行为锚定评价量表法 Behaviorally anchored rating scale (BARS), by anchoring a rating scale with specific behavioral examples of good or bad performance, are developed as a response to the shortcomings of the graphic scale approach described above. The focus of BAR

21、S is to provide a set of scales that is defined in a precise and behavioral fashion. 6.3 Methods of Performance Evaluation8.Management by Objectives (MBO) 目标管理法 Management by Objectives is more than just an evaluation program and process. It requires the supervisor to set specific and measurable goa

22、ls together with each individual employee and then check out and discuss the latters progress. By setting definite objectives through participation or by assignment from a supervisor, the subordinate is provided with a course to follow and a target to shoot for when performing a task. 6.3 Methods of

23、 Performance Evaluation9.360-degree feedback system 360度反馈法 One currently prevalent method of performance evaluation is called multi-rater assessment, or 360-degree feedback. It is a performance management process that gathers performance information from multiple parties, including ones subordinate

24、s, peers, supervisors and internal or external customers. This feedback is generally used for development, rather than for pay increase.6.4. Potential problems and solutions in performance evaluation 绩效考核中的潜在问题及应对策略 6.4. Potential problems and solutions in performance evaluation Perhaps the most com

25、mon fear is of subjectivity on the part of the rater which will cast doubts on just how fair the whole process is. Then the whole organizations may seek to make the performance evaluation process free from personal biases, prejudices and the like.6.4. Potential problems and solutions in performance

26、evaluation1.Poor system design and operating problems 系统设计和操作的问题 The evaluation system will break down when they are poorly designed. And the design can never be considered as effective or qualified when the criteria are poor or the technique used is boredom. In a whole, top managements support for

27、performance evaluation can remedy this problem.6.4. Potential problems and solutions in performance evaluation2.Unclear standards 模糊的标准 The reason of unclear standards is that perceptual differences in the meaning of the words are used to evaluate employees. The traits and degrees of merits are ambi

28、guous for different raters. This problem almost appears in graphic rating scales. There are several ways to fix this problem. Perhaps the best way is to develop and include descriptive phrases that define each trait.6.4. Potential problems and solutions in performance evaluation3.Rater problems 评价者的

29、问题 No matter how well the system is designed, problems can always arise in its use when the supervisors are not well-trained or not cooperative. Inadequate training will lead to a serial of questions in the process of employee evaluation.6.4. Potential problems and solutions in performance evaluatio

30、nThe halo effect Halo effect occurs when the raters assign ratings of specific ratee qualities on the basis of an overall general impression of the rate. Halo effect can be either positive or negative, meaning that the initial impression can cause the ratings to be either too low or too high.6.4. Po

31、tential problems and solutions in performance evaluationLeniency or harshness error Performance evaluations require the raters to judge the subordinates objectively. However, being objective is so hard for each rater for everyone has their own rose-colored glasses with which they will “objectively” view subordinates. Thus, leniency or harshness error may occur in raters evaluations of their subordinates.6.4. Potential problems and solutions in performance evaluationPersonal bias error Appraisers personal characteristics may influence the evaluation of ratees, such as age, sex, rac