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1、_Performance management-how to appraise employee performanceAbstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measur

2、es to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of per

3、formance management, do not confuse the twoIntroductionChallenges of performance managementReasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ens

4、ure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; dont like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination a

5、mong units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; make major decisions, a way of getting information; improve the quality of staff, to make the organization more competitive., performance management of organ

6、ization,must be useful to managers, the only reason of performance management is to help employees to success. to understand better how to design and what made him act. , the performance management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.Perform

7、ance management is a systemThe performance plan - starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both tracking progress, find the obstacles that affe

8、ct performance and process so that the two sides success required information. Communication methods: (1) around were observed; (2)employees; (3) allow employees to work review;Performance diagnosis: to identify individuals, departments and organizational performance by the real reason for the probl

9、em of communication and problem solving process.Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.Performance management and strategic planning, budget, staff ,employee salary incent

10、ive system, improve the quality of plans are related. Do the performance management process to do the preparation of 1, there are two key points: with the staff to collect meaningful, to establish the information needed to measurable goals; to do some basic work, so that in the whole process of perf

11、ormance management and employee can fully cooperation. In part, access to information and data of performance management effect is it can help organizations, units and employees towards a direction some targetinformation each employees job description; (2) employee last performance review data and r

12、elated documents.The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success

13、criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in the performance management process, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication,

14、we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance

15、management. No performance communication there is no performance management. In order to make the performance management on the right track, truly play its role,enterprises must put the supervisor and employee performance communication as a priority among priorities to research and development, thro

16、ugh the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.Three methods of performance evaluation: Predicament 1, individual performance evalu

17、ation -: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual per

18、formance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason - may be because employees can not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess perform

19、ance, avoid two traps are important: 1) dont do performance problems oralways the fault of employees this hypothesis; 2) without any assessment can give the why and what is happening in the picture. Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis.

20、 Three methods of performance evaluation: 3, 1) rating method: features, to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,pro

21、tection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be

22、 short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibili

23、ty of target; both sides disagree;defect: need more time; text work more; more energy.Communication method and communication technologyWay of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performan

24、ce management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt

25、a cooperative mode; C, most of the staff, once you understand what they are asked to do things, will try the method can meet the requirements D,performance management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance defici

26、t to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and

27、understand the process of responsibility. Purpose: dont most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility

28、 of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you dont listen, you dont know what you talking about,could you be quiet for a while, you read the report in

29、the past did not remarks:avoid such as how many years, you always cant finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you dont care about this project not appropriate ad

30、vice and sure: avoid as I know the project is late, but Im sure youll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you must do it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those w

31、ho avoid. What you think; is the need to need; what is you get this conclusion? Dont trust to avoid language: are you sure you can finish on time?Ive heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierc

32、e debate.The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, r

33、emember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or an

34、gry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.The performance of communication is the core of performance management, is refe

35、rs to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and tries to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance t

36、he.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.績(jī)效管理如何考評(píng)員工表現(xiàn)摘要績(jī)效考核是現(xiàn)代企業(yè)人力資源管理的重要內(nèi)容。通過對(duì)中國(guó)企業(yè)現(xiàn)階段績(jī)效考核中存在問題的探討，提出了完善績(jī)效考核的改進(jìn)對(duì)策?？?jī)效管理是經(jīng)理與員工之間工作職責(zé)和提高工作績(jī)效問題持續(xù)進(jìn)行的溝通過程。合作各方應(yīng)明白他們?yōu)槭裁磿?huì)成為合作伙伴，從而支持這項(xiàng)工作?？?jī)效評(píng)價(jià)只是績(jī)效管理的一個(gè)環(huán)節(jié)

37、，不要將兩者混淆。介紹績(jī)效管理的挑戰(zhàn)性：回避績(jī)效管理工作的原因：經(jīng)理：報(bào)表和程序沒有意義；沒有時(shí)間；害怕沖突；反饋和觀察問題。（績(jī)效管理-防止問題發(fā)生的時(shí)間投資，保證管理者有時(shí)間做自己應(yīng)該做的事情）員工：槽糕經(jīng)歷；對(duì)即將發(fā)生的事情沒底；不懂績(jī)效管理的意義；不喜歡收到批評(píng)。二、績(jī)效管理的判斷標(biāo)準(zhǔn)：1.組織成功的因素：協(xié)調(diào)內(nèi)部各單位的手段，向著共同目標(biāo)努力；問題出現(xiàn)時(shí)，有找到問題的方法，發(fā)現(xiàn)問題或者阻止問題；遵守法律規(guī)定，得到法律保護(hù)；做重大決策時(shí)，有獲得信息的途徑；不斷提高員工的素質(zhì)，以使組織更有競(jìng)爭(zhēng)力。2.績(jī)效管理方法必須對(duì)組織、對(duì)管理者有用，實(shí)現(xiàn)績(jī)效管理的唯一原因就是幫助員工去的成功。3.要

38、明白好的方法是如何設(shè)計(jì)的以及是什么因素使他發(fā)生作用。4.績(jī)效管理的挑戰(zhàn)是如何找到實(shí)用、有意義的方法去完成它，這點(diǎn)需要思想和智慧?？?jī)效管理是一個(gè)系統(tǒng)：1.績(jī)效計(jì)劃-啟動(dòng)績(jī)效管理的關(guān)鍵點(diǎn)：?jiǎn)T工和管理者一同合作，就員工做什么，做到什么程度等問題進(jìn)行識(shí)別、理解。2.持續(xù)的績(jī)效溝通：雙方追蹤進(jìn)展情況、找到影響績(jī)效的障礙以及得到使雙方成功所需信息的過程。溝通方法：四處走動(dòng)進(jìn)行觀察；會(huì)見員工；讓員工進(jìn)行工作回顧；3.績(jī)效診斷：用以識(shí)別引起個(gè)人、部門甚至組織績(jī)效問題的真實(shí)原因的溝通和解決問題的過程。4.績(jī)效管理是大系統(tǒng)中的一個(gè)小系統(tǒng)。要想得到最大的收益，必須完成績(jī)效管理的全部環(huán)節(jié)，而不是其中的一部分。5.績(jī)效

39、管理同戰(zhàn)略計(jì)劃、預(yù)算、員工發(fā)展、員工工資獎(jiǎng)勵(lì)制度、質(zhì)量提高計(jì)劃等都是相關(guān)的。做好進(jìn)行績(jī)效管理過程要做的準(zhǔn)備工作。1.關(guān)鍵的兩點(diǎn)：同員工一起收集對(duì)建立有意義、可度量的目標(biāo)所需要的信息；做一些基礎(chǔ)工作，以便在整個(gè)績(jī)效管理過程中能與員工充分協(xié)作。2.獲取信息和數(shù)據(jù)績(jī)效管理有效果的部分原因就是它能幫助組織、單位和全體員工朝著一個(gè)方向努力。3.某些“小目標(biāo)”信息：每個(gè)員工的工作描述；員工上次績(jī)效回顧資料以及相關(guān)文檔績(jī)效計(jì)劃：1.三個(gè)步驟：準(zhǔn)備、會(huì)見、敲定計(jì)劃。2.你的工作職責(zé)、你應(yīng)該做什么、如何衡量你的成功？3.設(shè)置氣氛和抓住重點(diǎn)；回顧相關(guān)信息-多問、少講；使工作職責(zé)和目標(biāo)具體化；確定成功的標(biāo)準(zhǔn)；討論有

40、哪些困難以及需要什么幫助；討論重要性級(jí)別和授權(quán)問題；4.注意：在整個(gè)績(jī)效管理過程當(dāng)中，應(yīng)注重與員工溝通思想是行動(dòng)的先導(dǎo)，要進(jìn)行有效的績(jī)效溝通，首先在思想上一定要重視。績(jī)效溝通貫穿于績(jī)效循環(huán)的各個(gè)環(huán)節(jié)，在任何一個(gè)環(huán)節(jié)都發(fā)揮著重要作用，離開了績(jī)效溝通，主管人員的任何單方面的決定都將影響員工的工作熱情、影響績(jī)效管理。沒有績(jī)效溝通就沒有績(jī)效管理。為了使績(jī)效管理在正常的軌道上運(yùn)行，真正發(fā)揮其作用，企業(yè)必須把主管與員工的績(jī)效溝通作為重中之重加以研究和發(fā)展，通過制度的規(guī)范，讓績(jī)效管理成為主管的習(xí)慣，員工的習(xí)慣，用對(duì)話和交流解決員工工作中的績(jī)效問題，使績(jī)效管理落到實(shí)處?？?jī)效評(píng)價(jià)的三種方法：1.個(gè)人績(jī)效評(píng)價(jià)的困

41、境：最好的歌劇演員與業(yè)余管弦樂隊(duì)同臺(tái)演出。歌劇演員發(fā)揮極至，但是效果還是很糟糕。沒有人是孤立存在的，僅關(guān)注個(gè)人，就不能解決問題。我們要求在個(gè)人的基礎(chǔ)上對(duì)員工的績(jī)效進(jìn)行評(píng)價(jià)，但如果我們強(qiáng)調(diào)個(gè)人績(jī)效而不看前因后果以及限制績(jī)效的條件，我們沒有進(jìn)步，因?yàn)槲覀儧]有找到真正的原因-可能會(huì)因?yàn)閱T工不能控制的事情而懲罰員工，也可能因?yàn)殄e(cuò)誤的理2.不管采用什么辦法評(píng)估績(jī)效，避免兩個(gè)陷阱很重要：不要做績(jī)效問題出現(xiàn)或“總是員工的錯(cuò)”這樣的假設(shè)；沒有任何評(píng)估能給出“為什么發(fā)生”和“發(fā)生了什么的全貌”。評(píng)價(jià)只是開始，是做進(jìn)一步討論以及診斷的起始點(diǎn)。3.績(jī)效評(píng)價(jià)的三種方法：評(píng)級(jí)方法：組成：待評(píng)價(jià)的特征、區(qū)域和行為項(xiàng)目；標(biāo)

42、明每個(gè)項(xiàng)目績(jī)效水平的標(biāo)尺和其他方式。優(yōu)點(diǎn)：輕松完成評(píng)價(jià)工作。缺點(diǎn)：忘記為什么要做這項(xiàng)工作；過于模糊，在績(jī)效計(jì)劃、預(yù)防問題、保護(hù)組織和發(fā)展員工等方面沒有什么作用提高方法：與員工定期談話；寫簡(jiǎn)短評(píng)價(jià)；解釋評(píng)價(jià)項(xiàng)目的意思；與員工一起評(píng)級(jí)等；排名方法：迫使員工相互競(jìng)爭(zhēng)，短期內(nèi)可以有刺激作用，長(zhǎng)遠(yuǎn)而言可能會(huì)引起內(nèi)部惡意競(jìng)爭(zhēng)；目標(biāo)和標(biāo)準(zhǔn)評(píng)價(jià)法：標(biāo)準(zhǔn)：根據(jù)一系列的事先和員工協(xié)商制定好的標(biāo)準(zhǔn)來度量員工的績(jī)效。優(yōu)點(diǎn)：將個(gè)人目標(biāo)與工作單位目標(biāo)結(jié)合起來；減少雙方意見不一致的可能性；缺陷：需要更多的時(shí)間；更多的文字性工作；更多的精力。溝通方法和溝通技術(shù)：思想方式：績(jī)效管理過程是溝通的過程與員工的關(guān)系不僅僅體現(xiàn)在討論績(jī)

43、效管理的行為上，還應(yīng)體現(xiàn)每日怎樣與成功的思想方式：績(jī)效管理過程是一個(gè)與員工一起完成的過程，而不是一個(gè)針對(duì)員工的過程；除了某些單方面的紀(jì)律行動(dòng)，績(jī)效計(jì)劃、溝通和評(píng)估都應(yīng)該采取合作的方式；大多數(shù)員工，一旦明白他們被要求做什么事情，都會(huì)想盡方法的達(dá)到要求；績(jī)效管理的目的不是盯著過去，搞清錯(cuò)誤的責(zé)任，而是為了在問題出現(xiàn)時(shí)解決問題和盡可能；發(fā)生績(jī)效赤字時(shí)，要搞清楚赤字的原因，不論是個(gè)人原因還是系統(tǒng)原因；大多數(shù)情況下，如果經(jīng)理將支持員工的工作作為自己的工作，那么每位員工都必須有的交際技能氣氛設(shè)置技巧：經(jīng)理負(fù)有引導(dǎo)員工參與討論過程并了解過程的責(zé)任。明確目的：不要想當(dāng)然。要有充足的準(zhǔn)備以建立共同責(zé)任感并且每階

44、段都有助于搞好關(guān)系的目標(biāo)。明確共同責(zé)任：提高績(jī)效不僅僅是員工的責(zé)任。明確程序：防止沖突的技巧：明確個(gè)人責(zé)任，邀請(qǐng)員工參與建議。針對(duì)人的批評(píng)和評(píng)論：避免如你不在聽，你根本就不知道你自己在講什么，你能不能安靜一會(huì)，你讀過那個(gè)報(bào)告沒針對(duì)過去的言論：避免如多少年來，你總是不能按時(shí)完成工作，我們過去試過那些，也是沒有用引導(dǎo)內(nèi)疚的企圖：避免如如果你真關(guān)心這個(gè)團(tuán)隊(duì)，你就應(yīng)該努力些；我猜想你不怎么關(guān)心這個(gè)項(xiàng)目不適當(dāng)?shù)膭窀婧涂隙ǎ罕苊馊缥抑理?xiàng)目是遲了，但是我確信你還會(huì)趕上來；你將會(huì)做好的，你會(huì)明白的主動(dòng)提供建議和肯定：避免你必須這樣做；這是唯一的方法；今天把這個(gè)做完，然后把它放在我的桌子上。挑釁性提問：避免你

45、到底為什么要說哪些？是什么是你想到了到底是什么是你得到這個(gè)結(jié)論的？不信任的語言：避免你確信你能準(zhǔn)時(shí)完成嗎？我以前也聽你說過這些言過其實(shí)：避免你從來都不按時(shí)完成工作；你總是設(shè)法拒絕我的建議。爭(zhēng)論激烈時(shí)的降溫技巧：績(jī)效討論過程發(fā)生爭(zhēng)論時(shí)，要注意兩個(gè)目標(biāo)：必須就沖突的問題達(dá)成建議；盡量避免傷害雙方關(guān)系，在將來引起新的績(jī)效問題。給員工一定的發(fā)泄受挫感受和憤怒余地，不要很快反擊。記住人們是關(guān)系他們所做的事情的時(shí)候才會(huì)出現(xiàn)沖突。兩者方式處理沖突：通過說服、權(quán)利等手段贏得沖突；努力理解員工的立場(chǎng)，找到解決方法。處理沖突的最有效一項(xiàng)技術(shù)就是積極傾聽。與心煩意亂或者憤怒員工打交道，基本原則就是首先關(guān)注他的情感。爭(zhēng)執(zhí)出現(xiàn)時(shí)，要求提出解決爭(zhēng)執(zhí)的措施，但是永遠(yuǎn)不要脫離主題。過于激動(dòng)時(shí)，溝通應(yīng)暫停?？?jī)效溝通是績(jī)效管理的核心，是指考核者與被考核者就績(jī)效考評(píng)反映出的問題以及考核機(jī)制本身存在的問題展開實(shí)質(zhì)性的面談,并著力于尋求應(yīng)對(duì)之策,服務(wù)于后一階段企業(yè)與員工績(jī)效改善和提高的一種管理方法?？?jī)效管理就是上下級(jí)間就績(jī)效目標(biāo)的設(shè)定及實(shí)現(xiàn)而進(jìn)行的持續(xù)不斷雙向溝通的一個(gè)過程。