对绩效管理系统的分析研究

对绩效管理系统的分析研究英国启航论文绩效管理对于一个企业来说，是一种很有效率的管理方式，不仅可以提高企业整体效率，还可以增强员工凝聚力，让他们更好地完成企业的使命和目标。对于企业来说，绩效管理系统是运用计划而非碰巧来保证企业绩效的一种管理手段，也称PMS。从附录1中可以看到，绩效管理系统所涉及到的区域，其中有四个功能模块与绩效管理系统是密不可分的：战略选择、战略分析、关键绩效指标管理、企业预算计划与编制、统一的财政报表(伊萨耶夫，2011)。绩效管理系统的优势在于，所有员工为了企业的目标和宗旨所作出了自己的贡献，并且感受到自己在企业中的重要作用。如果每个员工都愿意主动承担自己的义务，企业的整体效率也会随之提升(MSG2012)。企业绩效与员工绩效管理相结合的管理方式已经成为现今绩效管理系统发展的新趋势。越来越多的公司都会注重“战略人力资源”，利用企业的使命和目标来增强员工的积极性，提高企业贸易成功的效率(易珊拉，2012)。绩效管理系统所定义的范围是用来鉴定员工的工作表现和工作状态的。PerformanceManagementSystem,alsoknownasPMS,iswherecompaniesimplementtoensuretheperformancesofthecompanyhappensbyplansanddesignsandnotbychanceorluck.Itsasystematicprocessforcompanytoinvolveemployeestosupportandimprovethecompany’seffectivenessbyfocusingandeducatingthemtoachievethecompany’smissionandgoals.Appendix1showstheradialdiagramofPMS.TherearefourfunctionalblocksthatareassociatedasthePMSconcept;therearestrategicchoiceandstrategicanalysis,managementbykeyperformanceindicators,corporatebudgetingandplanning,andfinallyconsolidatedfinancialreporting(Isaev,2011).ThecurrenttrendinPMSisthelinkbetweentheorganizationalperformanceandemployeeperformancemanagement.Lotsofcompaniesarefocusingon‘strategicHR’,toalignhumanresourcesinitiativeswiththemissionandgoalsofthecompanytoimprovebusinesssuccess(Insala,2012).ThebenefitofPMSisemployeesofthecompanyabletounderstandtheimportanceoftheircontributionstothecompany’sobjectivesandgoals.Iftheemployeesareabletocommit,thecompany’sperformancewillalsoimprove,andwithgoodsystemandcommunicationgoingon,employeesmayalsobeloyalandmoreproductivitywillbeimproved(MSG,2012).ThescopeofPMSistoidentifytheperformanceandstatesallofitclearly.Besidesthat,itisimportanttosetperformancestandard,toidentifycompetenciesandcompetencygapsthathindertoperformance,andtopromoteandrecognizeperformanceculture(Mohan,2009).MainBodyDellDellIncisoneofthemostfamouscomputertechnologycompaniesintheworld.TheyarelocatedinTexas,UnitedStates.ThecompanywasfoundedbyMichaelDell.Currently,therearemorethan100,000peopleemployedinDellworldwide.Dellisranked44inthefortune500.TheyarethethirdbiggestcomputervendorintheworldbehindHPandLenovo(Dell,2012).TheperformancemanagementsystemofDellisthecompanyreliesontheiropportunityandteamworkfromtheiremployees.Everyemployee’sindividualgoalsarelinkedtoorganizationalperformance(Asim,2011).Dellcontinuouslyinvestsinsystemsandprocesstoselecttherighttalentintherightroles.Theyhadtheirowntalentplanningwhichwascreatedbythecompany’sExecutiveLeadershipTeam.Duringtheprocesses,thereareseveraltypesofplanswheretheExecutiveLeadershipTeammaylookto;therearedevelopingtalentimperatives,forecasttalentneeds,assessandcalibratetalent,identifythedevelopmentactionsforbesttalents,andprogressionreporttoreview.ThissystemwasmadetodevelopandcreatethenextleaderofDellfromyearstoyears(Dell,2012).Everyyearthemanagersprovide360-degreefeedback.Theiremployeeswillreceivetraining,feedback,andon-the-jobdevelopment.Thereforethemanagersandemployeesmutuallyhadcreatedtheemployeedevelopmentplan.WithgoodandeffectivePMSfromDell,itallowedthecompanytohavehugemarketshareaswellasgainemployee’sloyalty,whichiscrucialintoday’sworld(Asim,2011).AdidasAdidaswasfoundedin1948byAdolfDassler.TheyareaGermanmultinationalcompanythatmanufactureanddesigntheirownsportsaccessoriesandclothingbasedinHerzogenaurach,Germany.Rightnow,AdidasiscurrentlythelargestmanufacturerforsportswearinEuropeandsecondbiggestintheworld(Adidas,2012).Adidasofferedvarietyoftrainingsandopportunitiesofdevelopment.ThedevelopmentactivitiesaresetbyAdidasalongwithaframework(appendix2).Itistoensureconsistentperformanceandmanagementbythecompany.Otherthanthat,AdidasapplyPerformanceEvaluationandPlanning(PEP)astheirperformancemanagement.Everyemployee’sperformanceisbasebytheirbusinesstargetsandjobtasksandtheywillreceivefeedbackatleastonceinayear(AdidasGroup,2012).Adidasalsodesigntheirowntalentmanagementtoidentifyemployeesthenextleaderofthecompany.Theyidentifytheirmostpotentialemployeesbypreparingthemtoparticipateincertaindevelopmentprograms(appendix3).Moreover,AdidasalsohaveaSuccessionmanagementinthecompany.Thisapproachismadetoensurebusinesscontinuity.Thepositionsandsuccessorswillbediscussedbyseniormanagement.Tomotivatetheiremployees,Adidashastheirownperformance-drivenremunerationsystem.Thisistorewardtheiremployeeswithremunerationsandbenefitstotheemployeesthatachievehisorhertarget(AdidasGroup,2012).SimilaritiesBothAdidasandDellfocusalotondevelopingtheiremployees.Today,manycompanieswillhiresomeonewithwideexperiencetobeatopmanager.However,AdidasandDellprefertheirownemployeestobetrainedanddevelopedtobethecompany’spotentialtopmanager.Theywanttheirownemployeestoimprovetheirskillsandknowledge,andtoretainthemtoensureconsistentperformanceforpresentandfuture.Inbothcompanies,toensuretheiremployeesimprove,theyalwaysgivefeedbackaswell.Dellused360-degreefeedbackwhileAdidasapplyPEPastheirevaluationforemployeestoimprovethemselvesandachievetheirbusinesstarget.Otherthanthat,bothcompaniesalsohavetalentmanagementtosearchfortheirfutureandpotentialleaderforthecompany.DifferencesWhileDellfocusesmoreonteamworkandorganizationalgoals,Adidasfocusmoreonindividual’sperformancetoachievetheirbusinesstarget.Adidashadtheirsystemcalledperformance-drivenremunerationsystem,whereasbenefitsfocusmoreonperformance,whichmeansgoodperformancefromtheemployeewillreceivemorerewards.AsforDell,theylookmoreonemployeeskillandcareerdevelopmentasmotivationfortheiremployees.Besidesthat,Adidas’sPMSisusedasatacticforemployeestoworkasperstandardofthecompanytoimproveperformancewhereasDell’smanagersandemployeesmutuallycreateemployeedevelopmentplan.Lastly,AdidasalsohastheirownsuccessionmanagementtochoosethemostpotentialemployeebutDellmainlyonlyfocusontalentmanagementand360-degreefeedback.RationaleforSimilarities&DifferencesAlthoughbothDellandAdidasarefromdifferentindustry,buttheirtargetisthesame,whichistobethetopmarketshareintheirrespectiveindustry.Bothcompaniesareconsiderasfamousbrandsintheworld,thereforetocontinueasoneoftheleaderinthemarket,theybelievethattrainingandretainingtheirbestworkercangivepositiveinfluencetothefutureofthecompany.Bothwouldwanttoovercometheircompetitors,likeAdidaswouldwanttoovercomeNikeandDelltoovercomeHP.TobeGlobalizationCompany,AdidasandDellarealwaysalertontheirmissionandgoals.Dellused360-degreefeedbackwhileAdidasapplyPEPastheirevaluationforemployeestoimprovethemselvesandachievetheirbusinesstarget.Feedbackandevaluationispartontheirtactictokeepontrackastheleadersoftheirindustry.ThedifferencesofAdidasandDellarepracticallybecausetheyhavedifferentamountofworkforcesizeandorganizationmission.Dellhasroughlymorethan110,000employeesintheircompany;thereforethiscouldbethereasonwhytheyfocusmoreonteamworkbecausetheyhavetoomanyemployeesandeveryemployee’sindividualgoalsarelinkedtoorganizationalperformance.UnlikeAdidaswhichonlyhasaround46,000workers,theyaremoreflexibletohaveteamgoalsaswellasindividualgoals.Otherthanthat,manyofAdidasproductsischeaperthanDell’sproducts,sotherewillbemoreindividualtargetinAdidascomparetoDell.WeaknessofPerformanceManagementSystemInternalCompetitionWhenacompanyhasagoodperformancemanagementsystem,everyemployeemaybecomecompetitorsandcompeteforpositionandstatus.Thereisaveryhighchanceofbackstabbingaswellasstrongemployeerivalrywhichcanleadtoconflict.Ifthereisconflict,thenitmaybringbadinfluencetotheteamordepartmentandmayendupwithbadperformance(Brainware,n.d).DiscouragementIftheprocessofPMSisnotpleasant,itmayleadtodiscouragementtoemployees.Intheprocess,thecompanyshouldalwaysgiveencouragementandcelebrationonwhattheemployeeachieve.Iftheemployeehadachievesomethingandnorecognitionwastakenbythecompany,thiscanleadtodiscouragementandde-motivation(Lotich,2012).LackofRewardsRewardisthemainmotivationtoemployees.Ifthereisatotallackofrewarding,theemployee’sperformancewillnotbeeffective.Theywillnotbemotivatedbecausetheydon’twanttoworkhardforsomethingnotworthtothem(Brainware,2012).Manager’sDilemmaWhenmostthetimearespentonsupervisingandevaluatingtheemployees,themanagersmaynotbeabletoperformonhisjobefficiently.Itwillbetoughforthemtodecideperformanceandvalueindicatorsformeasurement.Besidesthatit’sveryhardtohavesameindicatorsbecausedifferentjobhastheirownjobrequirements(Brainware,2012).PotentialFutureProblemsLackofLeadershipSupportMoreandmoreleaderscaremoreabouttheirpositionandignoretheiremployee’sdevelopments.TheimplementationofPMShastobesupportedbytopmanagementorleaders.Iftheleadersfailtoencouragetheiremployees,notonlytheiremployeeswillhaveweakperformancebutthecompany’sperformanceaswellmayfaceweakresults(eHow,2012).Managersnotwell-trainedNowadaysmanymanagersarehiredbaseonexperience.Howevernotallmanagerscomefromthesamebackground.Forexample,managerwithexperiencefrommobileindustryisnowworkingatafoodindustry.Ifmanagersarenottrainedonhowtoassessinthecompany,itwillbehardforthemtoenhancethecareerpathfortheiremployees.LackofMonitoringAPMSimplementationmustalwaysbemonitored.Issuesthataredetectedshouldcorrectitbeforeitistoolate.Companyshoulddevelopthemonitoringsystemtosystematicallycollectinfo,analyzethesituationaswellasinterpretit,thenfinallytodecisionmaking(Brainware,n.d).ConclusionInconclusion,itcanbeconcludedthataPMSisagreatsystemandstrategyforcompaniesingettingtheiremployeestoperformbettertoachievetargetgoals.Iftherearemoreandmoreemployeesthatweretaughtwellbytheiremployers,thiscaninfluencetheorganizationtogreaterperformanceandapotentialtosucceedinthecurrentandfuturemarket.DellandAdidasareknowntodayasoneoftheworld’sbestbrandintheirrespectiveindustry.Theperformancemanagemen