《绩效管理实践（英语）》教学大纲

PAGEPAGE22《绩效管理实践》(英语)教学大纲课程编号：052382A课程类型：□通识教育必修课□通识教育选修课√专业必修课□专业选修课学科基础课总学时：32讲课学时：16实验（上机）学时：16学分：2适用对象：（专业名称）国际人力资源管理先修课程：人力资源管理各门课程、国际人力资源管理课程简介与教学目标（一）课程简介本课程系统地阐述企业绩效管理的理论和方法的学科，主要介绍绩效管理的基础理论、绩效计划、绩效沟通、绩效评价、绩效评价主体的选择与评价者培训、绩效评价指标的选择、绩效评价方法的选择、绩效评价结果的运用以及绩效薪酬等方面的知识。（二）课程教学目标本课程主要培养学生将绩效管理理论应用于实践的能力，采用案例、情景模拟、小组讨论等方式，以当前绩效管理经典公司为模板，将当前最新绩效管理模式展示出来，诠释实践中的绩效管理的具体技术和操作方法。结合目前的管理现状和与时俱进的思想，重点讲解的内容和方法包括：在课程教授过程中，辅以案例分析，热点问题讨论等形式加强学生对知识点的理解和把握。使学生具有进行绩效设计、绩效实施、绩效沟通、绩效改进的基本技能，具有分析和解决组织绩效管理中存在问题的初步能力。案例紧贴企业实际，使学生掌握绩效管理的基本技能和专业技能。此外，将思政融入课程教学，帮助学生理解和掌握管理与思想政治工作关系，提高学生运用基本理论指导生活工作实践的能力，树立正确的人生观、价值观、道德观的正确理想信念。课程的目的是使学生比较系统、全面地掌握绩效管理实践的一般规律、基本理论以及主要的绩效管理方法和工具等，从而能够突破传统的思维模式，全面评估、改进、提升绩效管理水平。二、教学内容及其与毕业要求的对应关系（一）教学内容的讲授安排：精讲：绩效管理系统，目标管理，关键绩效指标的设定，绩效评估。粗讲：绩效计划，绩效管理过程中的引领与回馈等。选讲：有关绩效管理的理论。难点及重点内容讲授方法：作业、案例练习以及学生调查研究。（二）教学方法和手段指导学生关注两类跨国公司：财富世界500强公司尤其这些公司的在华分公司的绩效；有海外分公司的中国500强企业的绩效最佳实践。引导学生通过四种方式获得以上公司信息：1）通过媒体报导获得信息；2）通过这些公司自己的网站获得信息；3）通过学界对这些公司的研究文献获得信息；4）通过自己的社会关系获得信息。3．教师本人在带领学生获得以上信息的同时，以以上两类公司为研究对象，设计各种相关专题案例，指导学生做好课堂无领导小组讨论，做好课下研究性学习。4．为达到学习效果最大化，建议授课教师在课程授课方式方面借鉴英美大学本科生授课方式。具体可以做如下安排：教师授课时间和学生无领导小组讨论、课堂呈现时间的比例为1：1，学生课下学习以研究性学习为主，由授课教师指定研究课题，学生以团队为单位对课题进行研究。学生依照自愿方式组成问题解决型团队，学生的团队合作能力是平时学生学业成绩评价的重要指标，所有平时学业成绩均以小组的整体表现给出小组评价。在评价比例方面，建议平时的出勤、作业完成情况、课堂讨论/回答问题/课堂作业展现占总分数的60%；期末占40%，采取开卷考试，试卷问题以研究性、开放式问题为主或者采取论文方式。这种评价方式，在平时可以培养学生的开放式思维，尤其可以培养学生的团队合作能力尤其团队归属感，为学生未来就业做好准备；期末开卷多为研究性开放式问题，可以培养学生问题研究能力，为未来就业做好独立管理、独立决策做好准备。5．教学过程中需要注意的问题：教学过程中，建议通过大量案例研究、讨论来引导学生对理论知识的理解，切莫空谈理论，要使学生看到这是一门实践性很强的课程，而非象牙塔里的枯燥无味的理论课。同时，还要注意培养学生的批判思维、研究性学习等就业能力，为其未来就业做好准备。知识的传递只是本课程目的之一，还有一个更重要的目的是带领学生学会做真正的人力资源管理，拥有较强的实践能力。（三）考核方式本课程评价采用平时成绩与期末考试成绩两种方式，平时成绩占60%；期末成绩占40%。平时成绩含平时出勤表现记录、课堂呈现、小组讨论和个人问题回答四部分；期末考试采用开卷或者论文方式。（四）学习要求学习本课程要求在课程学习前，学生已熟练掌握人力资源管理中职位分析、招聘计划制作、培训计划制作、绩效管理各种工具使用、薪酬设计等各模块的具体实务方法，已经完成绩效国际人力资源管理课程学习。在课程学习过程中，要求学生紧密跟随任课教师的实务教授，直到能够独立工作；在课下，要求学生能够认真完成教师所布置的各项实务工作。三、各教学环节学时分配以表格方式表现各章节的学时分配，表格如下：（宋体，小四号字）教学课时分配序号章节内容讲课工作坊／头脑风暴／案例研究课堂展现与点评合计第一部分：回到基础1课程介绍0.50.5第二部分:绩效管理计划工作2组织的战略目标和年度经营计划0.50.513人力资源盘点或诊断工作0.50.514组织架构相关优化和调整0.510.525绩效指标确定110.52.56考核人设计和确定0.510.527考核周期0.50.518绩效合约书撰写10.50.52第三部分：绩效计划执行工作9培训的重要性10.512.510监管的重要性1.5第四部分：绩效考核工作11绩效考核工作的七个步骤110.52.512八种考核工具0.510.5213绩效评估的偏见0.510.5214绩效评估结果的应用1.50.52第五部分：企业绩效管理的回顾与改进15回顾企业绩效管理10.51.516企业绩效工作的提升10.50.5217关注员工成长0.510.5218关注企业目标的实现0.510.52合计1312.56.532

四、教学内容第一部分：回到基础绩效管理的综述第一节什么是绩效第二节什么是绩效管理思政切入点：1．管理与思政的关系：思想政治工作和管理学虽然是两个自成体系的领域，但它们是有联系、有共性的。二者之间的联系与共性突出地表现在它们的研究对象和工作对象都是人与人的社会活动。教学重点、难点：绩效和绩效管理的定义课程的考核要求：掌握绩效与绩效管理的定义，绩效管理模式以及在企业中的应用。复习思考题：什么是绩效？什么是绩效管理？第二部分效管理计划工作第二章组织的战略目标和年度经营计划了解原理总目标的设定年度经营计划的设定教学重点、难点：基础原理，目标管理模型，年度经营计划设计流程课程的考核要求：掌握目标管理程序的原理，目标管理模型的应用，以及年度经营计划的设定方法和流程。复习思考题：什么是目标管理，目标管理的步骤是什么？制定年度经营计划的设定方法和注意的问题？第三章人力资源盘点或诊断工作战略诊断组织版图诊断管控关系的诊断2．组织架构的诊断3．部门职能的诊断4．部门内岗位职责的诊断人力资源诊断课程思政切入点：通过对人力资源的盘点和诊断工作，掌握事物的规律性。教学重点、难点：战略诊断，组织诊断，人力资源诊断课程的考核要求：人力资源诊断和工作的流程复习思考题：组织版图的诊断都包括哪些方面的内容？第四章组织架构相关优化与调整第五章绩效指标确定指标模型选择指标库建设工作为下一年度从指标库抽取指标课程思政切入点：1.从辩证的角度看待企业对于绩效指标的确认教学重点、难点：指标模型的选择KPI对个人和团队的不同作用课程的考核要求：要求理解：指标模型KPI、BSC各自的特点与联系复习思考题：请简述常见的绩效指标模型请简述KPI与BSC之间的区别与联系第六章考核人设计和确定360度评估180度评估90度评估课程思政切入点：发掘评估系统中所蕴含的哲学思想与元素：认识论、方法论、自然辩证法的思路和方法。教学重点、难点：不同层面的评估类型课程的考核要求：要求掌握各种评估的方法复习思考题：请简述360度评估所包含的哪些部分内容？请简述180度评估所包含的哪些部分内容？3.请简述90度评估所包含的哪些部分内容？第七章考核周期第八章绩效合约书的撰写第一节绩效合约书的模板教学重点、难点：绩效和约束的模板所包含的

课程的考核要求：要求掌握1）绩效合约书每一部分需要撰写的内容以及如何撰写完整的绩效合约书复习思考题：1. 撰写一份随意岗位的绩效合约书第三部分：绩效计划执行工作第九章培训的重要性第十章监管的重要性课程思政切入点：1．帮助学生提高运用马克思主义理论分析和解决实际管理问题的能力，提高认识形势，明辨是非的能力第四部分：绩效考核工作第十一章绩效评估的七个步骤第一节评估委员会第二节绩效数据收集第三节绩效数据分析第四节绩效评估的数据第五节绩效考核结果决策第六节绩效评估第七节绩效考核结果应用教学重点、难点：1.绩效考核的七个步骤课程的考核要求：1.要求掌握1）绩效考核的七个步骤的定义及内容复习思考题：请简述如何进行绩效数据收集请简述绩效考核结果是如何决策的第十二章八种考核工具考核方法课程思政切入点：从不同企业的考核方法中，引导学生树立正确的做人做事准则和坚持辩证唯物主义的世界观与方法观。教学重点、难点：考核的几种方法课程的考核要求：要求理解：考核方法复习思考题：1.请简述考核的方法第十三章绩效评估的偏见第一节

偏见的评级第二节

结果决策课程思政切入点：对任何事都要公平公正的对待，有正确的道德观，正确的评价事物。教学重点、难点：1．评级的指标、方法以及定价器问题；2．结果决策的三种模式课程的考核要求：1.要求理解：1)评级的指标、方法2)结果决策的三种模式复习思考题：请简述评级的指标、方法如何理解定价器问题请简述结果决策的三种模式第十四章绩效评估结果的应用第五部分：企业绩效管理的回顾与改进第十五章回顾企业绩效管理第十六章企业绩效工作的提升第十七章关注员工成长第十八章关注企业目标的实现五、考核方式、成绩评定（黑体，小四号字）考核方式：本课程所采用考试方式进行考核。成绩评定：分数分配比例为：平时60%，期末40%。主要参考书目1、书籍类[1]Haslberger,Armo,etc.,ManagingPerformanceAbroad:ANewModelforUnderstandingExpatriateAdjustment(RoutledgeStudiesinHumanResourceDevelopment)

1stEdition，Routledge,2014[2]\o"GlobalCompensationandBenefits:DevelopingPoliciesforLocalNationals(GlobalHRManagementSeries)"GlobalCompensationandBenefits:DevelopingPoliciesforLocalNationals(GlobalHRManagementSeries)，SocietyForHumanResourceManagement,2009[3]\o"GlobalCompensation:FoundationsandPerspectives(GlobalHRM)"GlobalCompensation:FoundationsandPerspectives(GlobalHRM),Routledge;1edition(September21,2008)，SocietyForHumanResourceManagement,20082、需要及时关注的网站、期刊、公共微信号等网址The

SocietyforHumanResourceManagement

(SHRM),/pages/default.aspx

The

InternationalAssociationforHumanResourceInformationManagement(IHRIM),中国人力资源开发网：中国人力资源管理网：等等期刊杂志《财富》杂志中文：《哈佛商业评论》杂志《中国人力资源开发》HumanResourceManagementJournal,byWiley,/journal/10.1111/(ISSN)1748-8583TheJournalofHumanResources,/journals/journals/jhr.htmlTheInternationalJournalofHumanResourceManagement,/toc/rijh20/current等等公共微信中国人力资源开发研究会环球人力资源智库执笔人：刘俐伶教研室主任：系教学主任审核签名：

《PerformanceManagementPractice》(English)TeachingProgramCoursenumber：052382ACoursetype：□GeneralEducationRequiredSubjects□GeneralEducationElectiveSubjects□Professionalrequiredcourses√□Professionalelectivecourses□BasicsubjectcoursesTotalclasshours:36Lecturehours:Experimental(computer)hours:Credits:2Applicableobject:(professionalname)InternationalHumanResourceManagementPrecourse:humanresourcemanagementcourses,internationalhumanresourcemanagement1Courseintroductionandteachingobjectives（1）CourseintroductionThiscoursesystematicallyexpoundsthetheoryandmethodofenterpriseperformancemanagement,mainlyintroducesthebasictheoryofperformancemanagement,performanceplan,performancecommunication,performanceevaluation,selectionofperformanceevaluationsubjectandevaluatortraining,selectionofperformanceevaluationindex,selectionofperformanceevaluationmethod,applicationofperformanceevaluationresultandperformancesalary.（2）CourseteachingobjectivesThiscoursemainlycultivatesstudents'abilitytoapplyperformancemanagementtheorytopractice.Bymeansofcasestudy,scenariosimulationandgroupdiscussion,thelatestperformancemanagementmodeisdisplayedbasedonthecurrentperformancemanagementclassiccompany,andthespecifictechnologyandoperationmethodofperformancemanagementinpracticeareexplained.Combinedwiththecurrentmanagementsituationandtheideaofkeepingpacewiththetimes,thecontentsandmethodsofthekeyexplanationinclude:inthecourseofteaching,supplementedbycaseanalysis,hotissuesdiscussionandotherformstostrengthenstudents'understandingandgraspofknowledgepoints.Toenablestudentstohavethebasicskillsofperformancedesign,performanceimplementation,performancecommunicationandperformanceimprovement,andthepreliminaryabilitytoanalyzeandsolvetheproblemsexistinginorganizationalperformancemanagement.Thecaseisclosetotherealityoftheenterprise,sothatstudentscanmasterthebasicskillsandprofessionalskillsofperformancemanagement.Inaddition,IntegratingIdeologicalandpoliticaleducationintothecourseteachingcanhelpstudentsunderstandandmastertherelationshipbetweenmanagementandideologicalandpoliticalwork,improvestudents'abilitytousebasictheoriestoguidelifeandworkpractice,andestablishcorrectidealsandbeliefsofcorrectoutlookonlife,valuesandmorality.Thepurposeofthecourseistoenablestudentstosystematicallyandcomprehensivelymasterthegeneralrules,basictheories,mainperformancemanagementmethodsandtoolsofperformancemanagementpractice,soastobreakthroughthetraditionalmodeofthinking,comprehensivelyevaluate,improveandenhancethelevelofperformancemanagement.2、Thecontentofteachingandthecorrespondingrelationshipwithgraduationrequirements（1）Teachingarrangementofteachingcontent:1)Intensive:performancemanagementsystem,targetmanagement,keyperformanceindicatorssetting,performanceevaluation.2)Roughtalk:performanceplan,performancemanagementprocessleadandfeedback,etc.3)Selected:Theoryofperformancemanagement.4)Theteachingmethodsofdifficultpointsandkeycontents:homework,casepracticeandstudentinvestigationandresearch.(2)TeachingmethodsandmeansoneGuidestudentstopayattentiontotwotypesofmultinationalcompanies:FortuneGlobal500companies,especiallytheperformanceoftheirbranchesinChina;PerformancebestpracticesofChina'stop500enterpriseswithoverseasbranches.twoGuidestudentstoobtaintheabovecompanyinformationinfourways:1)Obtaininginformationthroughmediareports;2)Getinformationthroughtheirownwebsites;3)Throughtheacademicresearchliteratureofthesecompaniestoobtaininformation;4)Getinformationthroughone'sownsocialrelations.3.Whileleadingthestudentstoobtaintheaboveinformation,theteachertakestheabovetwokindsofcompaniesastheresearchobjects,designsvariousrelatedspecialcases,andguidesthestudentstodowellinclassleaderlessgroupdiscussionandafterclassresearch-basedlearning.4.Inordertomaximizethelearningeffect,itissuggestedthatteachersshouldlearnfromtheundergraduateteachingmethodsofBritishandAmericanuniversities.Specificarrangementscanbemadeasfollows:theratioofteachers'teachingtimetostudents'leaderlessgroupdiscussionandclassroompresentationtimeis1:1,students'afterclasslearningismainlyresearch-basedlearning,researchtopicsaredesignatedbyteachers,andstudentsstudytopicsasateam.Studentsformproblem-solvingteamsonavoluntarybasis.Students'teamworkabilityisanimportantindicatorofstudents'academicperformance.Allacademicperformanceisevaluatedbytheoverallperformanceofthegroup.Intermsoftheproportionofevaluation,itissuggestedthat60%ofthetotalscoresshouldbebasedontheusualattendance,homeworkcompletion,classdiscussion/answeringquestions/classhomeworkpresentation;Attheendoftheterm,40%ofthestudentstaketheopenbookexamination,andthequestionsintheexaminationpaperaremainlyresearch-basedandopen-endedquestionsorpapers.Thiskindofevaluationmethodcancultivatestudents'openthinking,especiallytheirteamcooperationability,especiallytheirsenseofbelonging,soastopreparefortheirfutureemployment;Mostoftheopeningpapersattheendofthetermareopen-endedresearchquestions,whichcancultivatestudents'problemresearchabilityandprepareforindependentmanagementanddecision-makinginfutureemployment.5.Problemsneedingattentionintheteachingprocess:intheteachingprocess,itissuggestedtoguidethestudentstounderstandthetheoreticalknowledgethroughalargenumberofcasestudiesanddiscussions,insteadofemptytalkabouttheory,sothatstudentscanseethatthisisapracticalcourseratherthanaboringtheoreticalcourseintheIvorytower.Atthesametime,weshouldalsopayattentiontothecultivationofstudents'criticalthinking,research-basedlearningandotheremployability,soastopreparefortheirfutureemployment.Thetransferofknowledgeisonlyoneofthepurposesofthiscourse,andamoreimportantpurposeistoleadstudentstolearntodorealhumanresourcemanagementandhavestrongpracticalability.(3)AssessmentmethodTheevaluationofthiscourseadoptstwoways:usualscoreandfinalexamscore,andtheusualscoreaccountsfor60%;Thefinalgradeis40%.Theusualperformanceincludesattendancerecord,classroompresentation,groupdiscussionandpersonalquestionanswering;Thefinalexamisopenbookorthesis.（4）LearningrequirementsoneLearningthiscourserequiresthatbeforelearningthiscourse,studentshavemasteredthespecificpracticalmethodsofvariousmodulesinhumanresourcemanagement,suchaspositionanalysis,recruitmentplanmaking,trainingplanmaking,useofvariousperformancemanagementtools,salarydesign,etc,twoHascompletedtheperformanceofinternationalhumanresourcemanagementcourses.threeInthecourseoflearning,studentsarerequiredtocloselyfollowthepracticalteachingofteachersuntiltheycanworkindependently;Afterclass,studentsarerequiredtocompletethepracticalworkassignedbyteachers.3ClasshourallocationofeachteachinglinkThedistributionofclasshoursineachchapterisshowninatableasfollows:(Songtypeface,small4)TeachinghoursallocationNumberCharpterTeachWorkshop/brainstorming/casestudyClassroompresentationandcommentsTotalPART1：Basics1Performancemanagement:anoverview0.50.5PART2:PerformancePlanning2GoalSetting0.50.513HRServiceDeliveryInventory/Diagnosticwork0.50.514ImprovementofOrg.structure0.510.525WorkonperformanceIndicator110.52.56Onwhotoassess/assessor0.510.527OnWhentoassessandhowoften0.50.518DraftingofPerformancecontract10.50.52Part3：PerformanceImplementation9importanceofcoaching10.512.510importanceofmonitoring1.5Part4：PerformanceAssessment11SevenStepsofPA110.52.512Eightassessmenttools0.510.5213BiasinPA0.510.5214Applicationofassessmentresults1.50.52Part5：ReviewandImprovementofEnterprisePerformancemanagement15ReviewofenterprisePMwork10.51.516ImprovingofenterprisePMwork10.50.5217Focusonemployeegrowth0.510.5218Focusonenterprisegoalachievement0.510.52合计1312.56.5324TeachingcontentPartone:backtothebasicsChapteroneSummaryofperformancemanagementSection1whatisperformanceSection2whatisperformancemanagementStartingpointofIdeologicalandPoliticalEducation:Therelationshipbetweenmanagementandideologicalandpoliticalwork:Althoughideologicalandpoliticalworkandmanagementsciencearetwofieldsoftheirownsystem,theyarerelatedandhavesimilarities.Theconnectionandcommonnessbetweenthemareprominentlyshowninthattheirresearchobjectsandworkobjectsarepeopletopeoplesocialactivities.Thekeypointsanddifficultiesofteachingareasfollows：DefinitionofperformanceandperformancemanagementAssessmentrequirementsofthecourse:Masterthedefinitionofperformanceandperformancemanagement,performancemanagementmodeanditsapplicationinenterprises.Reviewquestions:1.Whatisperformance?2.Whatisperformancemanagement?ThesecondpartistheeffectivemanagementplanChapterIIstrategicobjectivesandannualbusinessplanoftheorganizationSection1UnderstandtheprincipleSection2SettingofgeneralobjectivesSection3SettingofannualbusinessplanThekeypointsanddifficultiesofteachingareasfollows：Basicprinciples,targetmanagementmodel,annualbusinessplandesignprocessAssessmentrequirementsofthecourse:Mastertheprincipleoftargetmanagementprocess,theapplicationoftargetmanagementmodel,andthesettingmethodandprocessofannualbusinessplan.Reviewquestions:1.WhatisMBOandwhatarethestepsofMBO?2.Howtosetuptheannualbusinessplanandwhatshouldbepaidattentionto?ChapterIIIhumanresourceinventoryordiagnosisSection1StrategicdiagnosisSection2Organizationlayoutdiagnosis1.Diagnosisofcontrolrelationship2.Diagnosisoforganizationalstructure3.Diagnosisofdepartmentfunctions4.DiagnosisofjobresponsibilitieswithintheDepartmentSection3HumanresourcediagnosisThestartingpointofIdeologicalandpoliticaleducationisasfollows：Throughtheinventoryanddiagnosisofhumanresources,wecangrasptheregularityofthings.ThekeypointsanddifficultiesofteachingareasfollowsStrategydiagnosis,organizationdiagnosisandhumanresourcediagnosisAssessmentrequirementsofthecourse:HumanresourcediagnosisandworkflowReviewquestions:1.Whatarethecontentsoforganizationlayoutdiagnosis?Chapter4optimizationandadjustmentoforganizationalstructureChapter5DeterminationofperformanceindicatorsSection1IndexmodelselectionSection2ConstructionofindexdatabaseSection3ExtractindicatorsfromtheindexlibraryforthenextyearThestartingpointofIdeologicalandpoliticaleducationisasfollows：LookattheconfirmationofperformanceindicatorsfromadialecticalperspectiveThekeypointsanddifficultiesofteachingareasfollows：1.Thechoiceofindexmodel2.DifferenteffectsofKPIonindividualsandteamsAssessmentrequirementsofthecourse:Requiresunderstanding:1）Indexmodel2）CharacteristicsandrelationshipofKPIandBSCReviewquestions:1.Pleasebrieflydescribethecommonperformanceindicatormodels2．PleasebrieflydescribethedifferenceandrelationshipbetweenKPIandBSCChapterVIdesignanddeterminationofassessorsSection1360degreeevaluationSection2180degreeevaluationSection390degreeevaluationThestartingpointofIdeologicalandpoliticaleducationisasfollows：Explorethephilosophicalideasandelementscontainedintheevaluationsystem:epistemology,methodologyanddialecticsofnature.Thekeypointsanddifficultiesofteachingareasfollows：TypesofassessmentatdifferentlevelsAssessmentrequirementsofthecourse:ItisrequiredtomastervariousevaluationmethodsReviewquestions:1．Whatarethepartsofthe360degreeassessment?2.Whatarethepartsofthe180degreeassessment?3.Whatarethepartsofthe90degreeassessment?ChapterVIIassessmentcycleChapter8writingperformancecontractSection1templateofperformancecontractThekeypointsanddifficultiesofteachingareasfollows：PerformanceandconstraintsareincludedinthetemplateAssessmentrequirementsofthecourse:Asktomaster1)WhatshouldbewrittenineachpartoftheperformancecontractandhowtowriteacompleteperformancecontractReviewquestions:1.WriteaperformancecontractforacasualpositionThethirdpart:performanceplanimplementationChapter9theimportanceoftrainingChapter10theimportanceofsupervisionThestartingpointofIdeologicalandpoliticaleducationisasfollows1.HelpstudentsimprovetheirabilitytoanalyzeandsolvepracticalmanagementproblemsbyusingMarxisttheory,andimprovetheirabilitytounderstandthesituationanddistinguishrightfromwrongThefourthpart:performanceappraisalChapter11sevenstepsofperformanceevaluationSection1EvaluationCommitteeSection2performancedatacollectionSection3performancedataanalysisSection4dataofperformanceevaluationSection5decisionmakingofperformanceappraisalresultsSection6performanceevaluationSection7ApplicationofperformanceappraisalresultsThekeypointsanddifficultiesofteachingareasfollows1.SevenstepsofperformanceappraisalAssessmentrequirementsofthecourse:1.Requirements1)DefinitionandcontentofsevenstepsofperformanceappraisalReviewquestions:1.Pleasedescribehowtocollectperformancedata2.PleasegiveabriefaccountofhowtheresultsofperformanceappraisalaredecidedChapter12eightassessmenttoolsSection1AssessmentmethodThestartingpointofIdeologicalandpoliticaleducationisasfollowsFromtheassessmentmethodsofdifferententerprises,weshouldguidestudentstoestablishcorrectprinciplesoflifeandworkandadheretotheworldoutlookandmethodologyofdialecticalmaterialism.Thekeypointsanddifficultiesofteachingareasfollows：SeveralmethodsofexaminationAssessmentrequirementsofthecourse:Requiresunderstanding:AssessmentmethodReviewquestions:1.PleasebrieflydescribetheassessmentmethodChapter13biasofperformanceevaluationSection1ratingofprejudiceSection2ResultdecisionThestartingpointofIdeologicalandpoliticaleducationisasfollowsWeshouldtreateverythingfairlyandfairly,haveacorrectm