第十一章绩效管理.ppt

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1、第十一章 绩效管理,Chapter 11 Performance Management,绩效管理,Why?,what?,system!,How?,经理向员工找茬 鞭打员工的棍棒 绩效低下时使出的着儿 一年一度的烦人的填表,No, no! Performance Management No!,Understanding Performance,degree of accomplishment of the tasks 完成任务的程度 net effect of an employees effort. 绩效是员工的净努力效果,Determinats of Performance 绩效的决定因素

2、Effort: the amount of energy an individual uses in performing a task努力是完成任务时运用的力量 Abilities: personal characteristics used in performing a job能力是工作时的个性特征 Role perception: the direction in which individuals believe they should channel their efforts on their job 角色认知是个人认为在工作中应努力的方向,绩效的特点：Pf (K, A, M,

3、E) 多因性 多维性 变动性,“we can change a lot of people just a little and we believe that overall organizational effectiveness will be improved”。,Comparing Performance Appraisal and Performance Management,Performance appraisal绩效评价 Evaluating an employees current and/or past performance relative to his or her

4、performance standards. Performance management绩效管理 The process employers use to make sure employees are working toward organizational goals.,绩效管理,考核、诊断,反馈、沟通,关联、应用,计划、准备,System!,绩效管理目的,推动个人在组织中的成长及其价值的实现,组织 意义,与薪酬等人力资源相连，塑造积极向上的企业文化和价值观，实现对个人的激励,赋予员工明确的方向感和与战略使命相连的责任,提供客观、公正衡量 个人贡献的标准,通过强化、分解战略， 明确个人

5、使命,通过个人发展计划与业 绩指导，帮助个人进步,长 远 发 展 意 义,战 略 意 义,促进实现组织战略目标、提高员工工作积极性,Performance Appraisal Roles,Supervisors Usually do the actual appraising. Must be familiar with basic appraisal techniques. Must understand and avoid problems that can cripple appraisals. Must know how to conduct appraisals fairly.,HR

6、 department Serves a policy-making and advisory role. Provides advice and assistance regarding the appraisal tool to use. Prepares forms and procedures and insists that all departments use them. Responsible for training supervisors to improve their appraisal skills. Responsible for monitoring the sy

7、stem,Steps in Performance Management,绩效考核的目标 绩效内容 绩效项目 绩效指标 绩效标准 绩效考核周期,准备阶段,绩效沟通 绩效考核 考核主体 考核方法 考核中的误区,绩效反馈应注意的问题 绩效反馈效果的衡量,直接作出相关的奖惩决定 为人力资源管理其他职能的实施提供指导或依据,实施阶段,反馈阶段,运用阶段,准备阶段,绩效目标 绩效周期,绩效标准：SMART,职位的性质,指标的性质,标准的性质,实施阶段,绩效沟通,实施阶段,Potential Rating Scale Appraisal Problems,Unclear standards An appr

8、aisal that is too open to interpretation. Halo effect Occurs when a supervisors rating of a subordinate on one trait biases the rating of that person on other traits. Central tendency A tendency to rate all employees the same way, such as rating them all average.,A Graphic Rating Scale with Unclear

9、Standards,Note: For example, what exactly is meant by “good,” “quantity of work,” and so forth?,Potential Rating Scale Appraisal Problems (contd),Strictness/leniency The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low. Bias The tendency to allow indiv

10、idual differences such as age, race, and sex to affect the appraisal ratings employees receive.,How to Avoid Appraisal Problems,Learn and understand the potential problems, and the solutions for each. Use the right appraisal tool. Each tool has its own pros and cons. Train supervisors to reduce rati

11、ng errors such as halo, leniency, and central tendency. Have raters compile positive and negative critical incidents as they occur.,反馈阶段,Types of appraisal interviews SatisfactoryPromotable SatisfactoryNot promotable UnsatisfactoryCorrectable UnsatisfactoryUncorrectable,How to conduct the appraisal

12、interview,The Appraisal Interview (contd),How to handle a defensive subordinate Recognize that defensive behavior is normal. Never attack a persons defenses. Postpone action. Recognize your own limitations.,The Appraisal Interview (contd),How to criticize a subordinate Do it in a manner that lets th

13、e person maintain his or her dignity and sense of worth. Criticize in private, and do it constructively. Avoid once-a-year “critical broadsides” by giving feedback on a daily basis, so that the formal review contains no surprises. Never say the person is “always” wrong Criticism should be objective

14、and free of any personal biases on your part.,The Appraisal Interview (contd),How to ensure the interview leads to improved performance Dont make the subordinate feel threatened during the interview. Give the subordinate the opportunity to present his or her ideas and feelings and to influence the c

15、ourse of the interview. Have a helpful and constructive supervisor conduct the interview. Offer the subordinate the necessary support for development and change.,The Appraisal Interview (contd),How to handle a formal written warning Purposes of the written warning To shake your employee out of bad h

16、abits. Help you defend your rating, both to your own boss and (if needed) to the courts. Written warnings should: Identify standards by which employee is judged. Make clear that employee was aware of the standard. Specify deficiencies relative to the standard. Indicates employees prior opportunity f

17、or correction.,支持性沟通的四要素,BEST 反馈,Behavior description（描述行为） Express consequence（表达后果） Solicit input（征求意见）,STOP 停！,Talk about positive outcomes（着眼未来）,运用阶段,直接根据绩效考核结果做出相关的奖惩决策 对绩效考核的结果进行分析，从而为人力资源管理其他职能的实施提供指导或依据。,绩效管理常用方法,Performance Appraisal Methods (contd),Alternation ranking method个体排序法 Ranking e

18、mployees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked.,Alternation Ranking Scale,Paired comparison method 配对比较法 Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of th

19、e pair.,Ranking Employees by the Paired Comparison Method,Note: + means “better than.” means “worse than.” For each chart, add up the number of 1s in each column to get the highest-ranked employee.,Forced distribution method强制比例法 Similar to grading on a curve; predetermined percentages of ratees are

20、 placed in various performance categories.,Behaviorally anchored rating scale (BARS) An appraisal method that uses quantified scale with specific narrative examples of good and poor performance. Developing a BARS: Generate critical incidents Develop performance dimensions Reallocate incidents Scale

21、the incidents Develop a final instrument,Performance Appraisal Methods (contd),Advantages of using a BARS A more accurate gauge Clearer standards Feedback Independent dimensions Consistency,Example of a Behaviorally Anchored Rating Scale for the Dimension Salesmanship Skill,Customer Service Skills,B

22、ehavioral Observation Scale 行为观察量表,almost never almost always 几乎不 几乎经常,1 2 3 4 5,_1. Sets clear priorities for multiple goals. 为多种目标设立先后顺序 _2. Coaches subordinates effectively. 有效地教导下属 _3. Breaks projects into doable components. 把计划分成可做的部分 _4. Develops subordinates knowledge and skills. 发展下属的知识和技巧 _5. Listens to employees concerns. 倾听员工关心的 _6. Seeks decision input from subordinates. 从下属处寻求决策输入,Behavioral Observation Scales 行为观察量表,Strengths 优势 Useful for directing and monitoring behavior 擅长指导和监督行为 Useful for providing specific feedback 擅长提供具体的反馈,Weaknesses 劣势 Time-consuming to develop 开发消耗的时间,