高科技人力资源绩效考核管理P324课件

1、Assessment and Development of HRM for HT 第1页，共22页。1.Identify the major determinants of individual performance.2.Discuss the three general purposes of performance management.Identify the five criteria for effective performance management.Discuss the four approaches to performance, the specific techni

2、ques used in each approach, and the way these approaches compare with the criteria for effective performance management systems.5.Choose the most effective performance measurement approach for a given situation.第2页，共22页。6.Discuss the advantages and disadvantages of the different sources of performan

3、ce information.7.Choose the most effective source(s) for performance information for any situation.8.Distinguish types of rating errors and explain how to minimize each in a performance evaluation.9.Identify characteristics of a performance measurement system that follows legal guidelines. 10.Conduc

4、t an effective performance feedback session.第3页，共22页。SituationalConstraints- Culture- Economic conditionsObjectiveResultsIndividual Attributes(skills,abilities)IndividualBehaviorsOrganizationalStrategyLong & Shortterm goals and valuesAn Organizational Model of Performance Management第4页，共22页。What Sho

5、uld Management Appraise?TraitsTaskOutcomesBehaviors第5页，共22页。The purposes are:StrategicAdministrativeDevelopmentalPurposes of Performance Management第6页，共22页。Purposes of Performance Management第7页，共22页。Performance AppraisalPURPOSE:BASIS FORCOMPARISON :APPRAISALTECHNIQUE :ROLE OFMANAGER :DevelopmentalAd

6、ministrativeImprove PerformanceInformation for:pay increasespromotionsterminationsAbsolute StandardRelative StandardResults - OrientedBARSRating ScaleCounselorJudge第8页，共22页。Strategic CongruenceValidityReliabilityAcceptabilitySpecificityPerformance Measures Criteria第9页，共22页。Job Performance Measure:Co

7、ntamination, Validity and DeficiencyJob PerformanceMeasureActual Job PerformanceContaminationValidityDeficiency第10页，共22页。AcceptabilityAffected by Three Categories of Perceived FairnessProceduralInterpersonalOutcome第11页，共22页。Performance Measurement ApproachesComparativerankingforced distributionpaire

8、d comparisonAttributegraphic rating scalesmixed standard scalesBehavioralcritical incidentsBARS, BOS, and OBMassessment centersResultsMBO_ ProMESThe Quality Approach第12页，共22页。 Approaches to Measuring Performance第13页，共22页。Comparison of Approaches to Performance MeasurementApproachStrategicCongruenceV

9、alidityReliabilityAcceptabilitySpecificityComparativeAttributeBehavioralResultsTQMpoorLowLowvery lowvery lowLowModestModestmoderategoodvery highhighhighhighhighhighhighhighhighhighhighvery highhighvery highpoor第14页，共22页。WHO: Source for Performance MeasuresSupervisorsPeersSubordinatesSelfCustomers第15

10、页，共22页。Errors in Performance MeasurementRater ErrorsSimilar to meContrastDistributional errorsHalos / Horns第16页，共22页。Reducing Rater ErrorTwo Approaches:Rater Error TrainingRater Accuracy Training第17页，共22页。Improving Performance FeedbackGive feedback frequentlyCreate the right context for the discussi

11、onHave employee do self-evaluation before sessionEncourage participation during sessionPraise effective performanceFocus on solving problemsFocus feedback on behavior or resultsMinimize criticismSet specific goals and a date to review progress第18页，共22页。Managing the Performance of Marginal EmployeesS

12、olid Performershigh ability and motivationmanagers should provide development opportunitiesMisdirected Effortlack of ability but high motivationmanagers should provide skill development activities such as trainingUnderutilizershigh ability but lack motivationmanagers need to consider actions that fo

13、cus on interpersonal problems or incentivesDeadwoodlow ability and motivationmanagerial action, outplacement, demotion, firing.第19页，共22页。Legal Requirements ofPerformance Management SystemsConduct a valid job analysis related to performanceBase system on specific behaviors or resultsTrain raters to use system correctlyReview performance ratings and allow for employee appealProvide guidance / su