績效分析的定義與範圍课件

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、策略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、工作work、員工performer阿里巧巧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一1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。阿里巧巧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2績效分析的技巧現有資料的分析extantdataanalysis需求分析needsassessment知識任務分析knowledgetaskanalysisInvisiblepartofperformance步驟任務分析proceduraltaskanalysisVisibledetailsofoptimalperformance系統任務分析systemtaskanalysisSeep.24阿里巧巧績效分析的技巧現有資料的分析extantdataana3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期待,包括：quality,amount,timeline,andcost

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Seep.23績效需求阿里巧巧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4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ＸＸＸ需求分析ＸＸＸＸ知識任務分析ＸＸ步驟任務分析ＸＸ系統任務分析ＸＸSeep.25阿里巧巧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5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Ｎ/Ａ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/量化分析工具問卷團體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ環境質化/量化分析工具問卷團體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ分析技巧分析工具阿里巧巧分析技巧、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6組織分析

OrganizationalAnalysis組織分析的目的:seekdirections尋找組織方向ComponentofTheHPTModelVision願景Mission任務Values價值Goals目標Strategies策略範例Dupont(vision,values,goals,strategies)IBM(mission,values)瀚宇彩晶(mission,values,objectives,strategies)BenQ(vision,goals,values,strategies)康軒文教（vision,mission,goals,strategies）Acer（vision,mission,values,goals,strategies）阿里巧巧組織分析

OrganizationalAnalysis組織7組織分析

OrganizationalAnalysis困難LeadersfeelnoneedstodefinetheirvisionorvaluesDifferentinterpretationsofwords(ex.Vision,mission,goals)但最重要：需知道EndstateActivities/strategiestogetthereReasonstomakethetripExercisepage30阿里巧巧組織分析

OrganizationalAnalysis困難8GrantandMoseleyCustomer-FocusedPerformanceAnalysisModelCustomer

requirementsDesiredstateCurrentbusinessstateCurrentorpredictedgapHowDoesthe

Customer

DefineaQuality

Product?NeedtoMeetCustomer’sExpectationsBusiness’CapacitytoMeetExpectationsExistingorPredictedGap外部的需求內部的目標內部的現況可能差距案例分析28頁阿里巧巧GrantandMoseleyCustomer-Foc9課堂小活動請上網選定一家公司（國內外均可）回答下列問題：組織名稱為何？是否清楚定義？Vision願景為何？是否清楚定義？Mission任務為何？是否清楚定義？Values價值為何？是否清楚定義？Goals目標為何？是否清楚定義？Strategies策略為何？是否支援組織達成其願景、任務、或目標？或是否與願景、任務、價值觀或目標一致？阿里巧巧課堂小活動請上網選定一家公司（國內外均可）阿里巧巧www.10環境分析

environmentalanalysis定義：aprocessusedtoidentifyandprioritizetherealitiesthatsupportactualperformance瞭解並排序現實中支援績效行為的因素範圍：環境支援可來自：work,organization,competitiveenvironment.目的：seehowtheseinfluencesperformance瞭解這些環境因素如何中影響績效行為阿里巧巧環境分析

environmentalanalysis定義：11Rothwell’sEnvironmentofHumanPerformanceworkerworkWorkEnvironmentOrganizationEnvironment阿里巧巧Rothwell’sEnvironmentofHuma12EnvironmentalAnalysisComponentoftheHPTModelOrganizationEnvironment(externalperformancesupport)StakeholdersCompetitionWorkEnvironment(internalperformancessupport,whathappenwithintheorganization)ResourcesandtoolsPoliciesandrecruitment、hiring、feedback、consequencesWork(jobdesignandperformancesupport,onaprocesslevel)Workflow‧ResponsibilitiesProcedures‧ErgonomicsWorker(individualperformancesupport,whathappenw/theworker)Knowledge‧Motivation‧CapacityorabilitySkill‧Expectations阿里巧巧EnvironmentalAnalysisCompone13Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…1.OrganizationalEnvironmentLevelWhatishappeningwhentheorganizationinteractswithitsexternalandcompetition‧Customers‧Supplies‧Distributors‧Industryregulators‧Stockholders‧Specialinterestgroups‧Professionalassociations‧Competitors‧Other

Howdoestheorganizationinteractwithitsexternalstakeholders?Whichinteractionsaremostcriticaltothesuccessoftheorganization?Whatistheeffortofcompetitionontheorganization,theworkenvironment,thework,andtheworker?Whatdoestheorganizationneedtodotostaycompetitive?Howdothevariousstaleholdersdefineaqualityproductorservice?阿里巧巧Whatishappening?Atthisleve14Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…2.WorkEnvironmentLevelWhatishappeninginsidetheorganizationtosupportoptionalperformance‧Resources

(times、money、staff、tools、

materials、space)‧Information‧Policiesandprocedures‧OtherDoestheperformancehaveadequateresourcestoachieveoptimalperformance?Doestheperformancehavetheinformationrequiredtoachieveoptimalperformance?Dopoliciesforrecruiting、hiring、feedback、andconsequencessupportoptimalperformance?阿里巧巧Whatishappening?Atthisleve15Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…3.WorkLevelWhatishappeningonthejob?‧Jobdesign‧Workflow‧Jobresponsibilities‧Others‧Isthejobdesignedforoptimal

performance?‧Doestheflowfosterefficient

completionoftasks?‧Arejobresponsibilitiesclearly

established?阿里巧巧Whatishappening?Atthisleve16Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…4.WorkerLevelWhatishappeningwiththeworkers?‧Skills‧Knowledge‧Motivation‧Expectations‧Capacityorability‧Doestheperformancehavetherequiredknowledgeorskillstoachievesuccess?‧Istheperformermotivatedtoachieve?‧Dotheperformer’sexpectationsmatchtherealityofthetotalperformanceenvironment?‧Istheperformanceabletoachieve

success?案例分析35頁阿里巧巧Whatishappening?Atthisleve17差距分析

GapAnalysis目的：identifythetypeofperformanceimprovementopportunitythatexists,andpavethewayforcauseanalysisandinterventionselectionanddesign.與needsassessment相似,２點不同:Needsassessmentfocusesonknowledge,skills,attitude;PerformancegapanalysisfocusesonanydeficiencyaffectinghumanperformanceNeedsassessmentfocusesonpastandpresent; Performancegapanalysisalsofocusesonthefuture.阿里巧巧差距分析

GapAnalysis目的：identifyt18GapAnalysisComponentofTheHPTModelDesiredWorkforceperformanceGapActualStateofWorkforcePerformance阿里巧巧GapAnalysisComponentofThe19Kaufman’sDefinitionofNeedCurrentResults&ConsequencesDesiredResults&ConsequencesNeedGap阿里巧巧Kaufman’sDefinitionofNeedCu20Rothwill的SixCellGapAnalysisActualperformancestateexceedsthedesiredperformancestateActualperformancestateisthesameasthedesiredperformancestateActualperformancestateislessthanthedesiredperformancestatePresentGaps(Currentstateof

performance)ActualperformancestatewillexceedthedesiredperformancestateActualperformancestatewillbethesameasthedesiredperformancestateActualperformancestatewillbecomelessthanthedesiredperformancestateFutureGaps(Whentoexpectif

trendscontinue)PositiveGapsNeutralGapsNegativeGapsPerformanceEnhancementOpportunities6potentialgapinperformance阿里巧巧Rothwill的SixCellGapAnalysi21StepsforGapAnalysisIdentifythegapspresentandfuturePositive,neutral,ornegativePrioritizethegapsthatareidentifiedAnalyzethecauses(nextchapterforcauseanalysis)HowToDostep1,and2:40案例分析40-42頁阿里巧巧StepsforGapAnalysisIdentify22谢谢12月-2211:25:4211:2511:2512月-2212月-2211:2511:2511:25:4212月-2212月-2211:25:422022/12/2711:25:42谢谢12月-2202:10:2702:1002:1012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、策略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、工作work、員工performer阿里巧巧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一24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。阿里巧巧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25績效分析的技巧現有資料的分析extantdataanalysis需求分析needsassessment知識任務分析knowledgetaskanalysisInvisiblepartofperformance步驟任務分析proceduraltaskanalysisVisibledetailsofoptimalperformance系統任務分析systemtaskanalysisSeep.24阿里巧巧績效分析的技巧現有資料的分析extantdataana26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期待,包括：quality,amount,timeline,andcost

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Seep.23績效需求阿里巧巧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27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ＸＸＸ需求分析ＸＸＸＸ知識任務分析ＸＸ步驟任務分析ＸＸ系統任務分析ＸＸSeep.25阿里巧巧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28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Ｎ/Ａ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/量化分析工具問卷團體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ環境質化/量化分析工具問卷團體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ分析技巧分析工具阿里巧巧分析技巧、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29組織分析

OrganizationalAnalysis組織分析的目的:seekdirections尋找組織方向ComponentofTheHPTModelVision願景Mission任務Values價值Goals目標Strategies策略範例Dupont(vision,values,goals,strategies)IBM(mission,values)瀚宇彩晶(mission,values,objectives,strategies)BenQ(vision,goals,values,strategies)康軒文教（vision,mission,goals,strategies）Acer（vision,mission,values,goals,strategies）阿里巧巧組織分析

OrganizationalAnalysis組織30組織分析

OrganizationalAnalysis困難LeadersfeelnoneedstodefinetheirvisionorvaluesDifferentinterpretationsofwords(ex.Vision,mission,goals)但最重要：需知道EndstateActivities/strategiestogetthereReasonstomakethetripExercisepage30阿里巧巧組織分析

OrganizationalAnalysis困難31GrantandMoseleyCustomer-FocusedPerformanceAnalysisModelCustomer

requirementsDesiredstateCurrentbusinessstateCurrentorpredictedgapHowDoesthe

Customer

DefineaQuality

Product?NeedtoMeetCustomer’sExpectationsBusiness’CapacitytoMeetExpectationsExistingorPredictedGap外部的需求內部的目標內部的現況可能差距案例分析28頁阿里巧巧GrantandMoseleyCustomer-Foc32課堂小活動請上網選定一家公司（國內外均可）回答下列問題：組織名稱為何？是否清楚定義？Vision願景為何？是否清楚定義？Mission任務為何？是否清楚定義？Values價值為何？是否清楚定義？Goals目標為何？是否清楚定義？Strategies策略為何？是否支援組織達成其願景、任務、或目標？或是否與願景、任務、價值觀或目標一致？阿里巧巧課堂小活動請上網選定一家公司（國內外均可）阿里巧巧www.33環境分析

environmentalanalysis定義：aprocessusedtoidentifyandprioritizetherealitiesthatsupportactualperformance瞭解並排序現實中支援績效行為的因素範圍：環境支援可來自：work,organization,competitiveenvironment.目的：seehowtheseinfluencesperformance瞭解這些環境因素如何中影響績效行為阿里巧巧環境分析

environmentalanalysis定義：34Rothwell’sEnvironmentofHumanPerformanceworkerworkWorkEnvironmentOrganizationEnvironment阿里巧巧Rothwell’sEnvironmentofHuma35EnvironmentalAnalysisComponentoftheHPTModelOrganizationEnvironment(externalperformancesupport)StakeholdersCompetitionWorkEnvironment(internalperformancessupport,whathappenwithintheorganization)ResourcesandtoolsPoliciesandrecruitment、hiring、feedback、consequencesWork(jobdesignandperformancesupport,onaprocesslevel)Workflow‧ResponsibilitiesProcedures‧ErgonomicsWorker(individualperformancesupport,whathappenw/theworker)Knowledge‧Motivation‧CapacityorabilitySkill‧Expectations阿里巧巧EnvironmentalAnalysisCompone36Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…1.OrganizationalEnvironmentLevelWhatishappeningwhentheorganizationinteractswithitsexternalandcompetition‧Customers‧Supplies‧Distributors‧Industryregulators‧Stockholders‧Specialinterestgroups‧Professionalassociations‧Competitors‧Other

Howdoestheorganizationinteractwithitsexternalstakeholders?Whichinteractionsaremostcriticaltothesuccessoftheorganization?Whatistheeffortofcompetitionontheorganization,theworkenvironment,thework,andtheworker?Whatdoestheorganizationneedtodotostaycompetitive?Howdothevariousstaleholdersdefineaqualityproductorservice?阿里巧巧Whatishappening?Atthisleve37Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…2.WorkEnvironmentLevelWhatishappeninginsidetheorganizationtosupportoptionalperformance‧Resources

(times、money、staff、tools、

materials、space)‧Information‧Policiesandprocedures‧OtherDoestheperformancehaveadequateresourcestoachieveoptimalperformance?Doestheperformancehavetheinformationrequiredtoachieveoptimalperformance?Dopoliciesforrecruiting、hiring、feedback、andconsequencessupportoptimalperformance?阿里巧巧Whatishappening?Atthisleve38Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…3.WorkLevelWhatishappeningonthejob?‧Jobdesign‧Workflow‧Jobresponsibilities‧Others‧Isthejobdesignedforoptimal

performance?‧Doestheflowfosterefficient

completionoftasks?‧Arejobresponsibilitiesclearly

established?阿里巧巧Whatishappening?Atthisleve39Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…4.WorkerLevelWhatishappeningwiththeworkers?‧Skills‧Knowledge‧Motivation‧Expectations‧Capacityorability‧Doestheperformancehavetherequiredknowledgeorskillstoachievesuccess?‧Istheperformermotivatedtoachieve?‧Dotheperformer’sexpectationsmatchtherealityofthetotalperformanceenvironment?‧Istheperformanceabletoachieve

success?案例分析35頁阿里巧巧Whatishappening?Atthisleve40差距分析

GapAnalysis目的：identifythetypeofperformanceimprovementopportunitythatexists,andpavethewayforcauseanalysisandinterventionselectionanddesign.與needsassessment相似,２點不同:Needsassessmentfocusesonknowledge,skills,attitude;Performancegapanalysisfocusesonanydeficiencyaffectinghumanperforma