下载
加入VIP
  • 专属下载特权
  • 现金文档折扣购买
  • VIP免费专区
  • 千万文档免费下载

上传资料

关闭

关闭

关闭

封号提示

内容

首页 绩效考核能强制分布吗(Can performance appraisal be distribu…

绩效考核能强制分布吗(Can performance appraisal be distributed forcibly).doc

绩效考核能强制分布吗(Can performance appr…

Ava霞
2018-04-15 0人阅读 举报 0 0 暂无简介

简介:本文档为《绩效考核能强制分布吗(Can performance appraisal be distributed forcibly)doc》,可适用于社会民生领域

绩效考核能强制分布吗(Canperformanceappraisalbedistributedforcibly)绩效考核能强制分布吗(Canperformanceappraisalbedistributedforcibly)CanperformanceappraisalbedistributedforciblyTheAlibabaislistedonethingthisyearisveryeyecatching,withtherapidexpansionoflistedAlibaba,thestaffleadtodilutionofenterpriseculture,tobecomeaAlibabagrouphavetofaceAlibabaemployeesdoubledandredoubled,notdilutingthecompany'scorporateculture"AlibabagroupseniorvicepresidentDengKangthinkThisismainlyduetotheassessmentsystemAlibabahasformedIntheAlibaba,thestaffthroughtheexaminationisdividedintothreetypes:first,theperformance,butthevaluesdonotmeet,knownasthe"twodragons"andallthegoodold,butnoresults,knownas"littlerabbit"three,withoutstandingachievement,haveteamspirit,becalled"thehound"Intheperformanceappraisal,whetherthe"compulsorydistribution"canbeusedhasbeenatopicofconstantcontroversyintheindustryAccordingtothecurrentsituationofperformancemanagementChinahumanresourcedevelopmententerprisenetwork,inthesurveyedenterprisesincompaniesdidnotadoptmandatorydistributionattheendoftheperformanceappraisal,thatistosaytherearemorethanhalfofrespondentsdidnotuseforceddistributioninperformanceappraisalOverall,onlyofthesurveyedcompaniesattheendoftheperformanceappraisalusingtheforceddistribution,whiletheimplementationoftheseenterprises,ofwhichofenterprisesbelievethattheeffectisnotverygood,onlyofthesurveyedenterprisesforceddistributionreflectedgoodresultsTheresultsofthesurveysothatpeoplegenerallybelievethatinthepresentstageofdomesticenterprisesintheassessmentiftheblinduseofcompulsorydistributiondoesnotnecessarilygetthedesiredresults,someexperiencesandfeelingsinadvancewhenItalkaboutthemanIworkedinaleadingdairycompanyinChinaIwasresponsibleforpromotingtheperformancemanagementstandardizationworkofthedivision,anddeeplyfeltabouttheperformancemanagementworkMycompanymainlyadoptstheKPIperformancemanagementmodel,andimplementsthecompulsorydistribution(rigiddistribution)forallthepostsbelowtheexecutivelevelOurperformanceleveldistributionmodelsarefivelevelsofexcellence(A),good(B),competency(C),basiccompetency(D),andincompetence(E)Excellent(A)completedonbehalfofthestaffofthepostofthekeyperformanceindicatorsfarbeyondtheexpectationsofhighergoalsgood(B)onbehalfofthestaffofthepostkeyperformanceindicatorssuccessfullycompleted,andindividualtargetsbeyondthehigherexpectationsqualified(C)onbehalfoftheemployeescancompletethepostkeyperformanceindicators,completetheindicatorsmeetthehigherexpectationsbasiccompetence(D)onbehalfoftheemployeesmanagedtocompletethejobkeyperformanceindicators,buttheindividualkeytargetsandhigherexpectationsthereisacertaingap,needstobeimprovedincompetent(E)keyperformanceindicatorsonbehalfofemployeesonthejobmostcannotbecompletedordistancehigherexpectationsofgreaterinfluenceofdepartmentperformanceThedistributionratioisA(),:B(),:C(),:D(),:E()Thespecificproportionofcompulsorydistributionismainlybasedonthenumberofemployees,incentiveeffectandoperabilityTheimplementationofcompulsorydistributioncompanyisadvancingintheperformancemanagementproject(years)atransitionalmeans,mainlythroughforceddistributionmethodwasappliedtoacertainpressuretothemanagementpersonnel,tocreateanatmosphereforalllevelsofmanagementattentionundertheperformancemanagementwork,effectivelycircumventtheperformanceappraisaloftenoccur"concentrationeffect"and"selfeffect"and"byturns","haloeffect"and"goodold"subjectivepractice,performanceformanagersusuallyselfattention,andrecordundertheguidanceOnthecontrary,ifthereisnomandatorydistributionperformancerequirements,managementpersonneltotheendofthemonthwilldealwiththecompany'shumanresourcesdepartment,freescoring,withamandatoryrequirementforthemmeansakindofpressure,forcingmanagerstopayattentiontotheperformancemanagementworkAtthesametime,theimplementationofmandatorydistributionmethodisalsoaneffectivewayforthecompanytoreasonablycontrollaborcostsattheinitialstageofperformancemanagement,avoidingtheimpactofperformanceappraisalbiasonthenormallaborcostbudgetcontrolofthecompanyAfteryearsofcompulsorypromotion,managersatalllevelsofperformancemanagementautonomywillbeimproved,whenthecompanywillgraduallydilutethemandatorydistributionAfternearlyayearoftheprojectthedivisionofmorethansubordinatefactorieshavebasicallyallestablishedperformancemanagementsystem,theimplementationprocessisbasicallyaccordingtothesystemofcompulsorydistribution,butaccordingtothedifferentdepartmentsoftheprincipleandflexibilityofcompulsorydistributionintheeffectivecombination,improvetheactualoperation,atpresent,toachievethedesiredpurposeThecompulsorydistributionmethodbelongstoasubjectivebehaviorevaluationmethod,andhasitsadvantagesanddisadvantagesButthesameistrueofanyevaluationmethodThekeyistoseehowwecanuseitGenerally,intheinitialstageoftheimplementationofcompanyperformancemanagement,theculturalatmosphereofcorporateperformancemanagementisrelativelyweak,Employees(especiallymanagers)theunderstandingofperformancemanagementandthedegreeofimportanceisrelativelyweak,coupledwithourChineseunique"feelings,goodface,ifnotmandatorydistribution,managementpersonnelhavenomanagementpressure,usuallydonotconcernandcollectstaffworkperformanceinformation,theendofthemonthimpressiontomakeagoodscoretosubordinatetothehumanresourcesdepartmentoftrouble,evaluationresultsontheonehanddidnotaffecttheinterestsofworkers,butalsotocompletethehumanresourcesdepartmentofthe"paytabletask",resultsoftheevaluationresultstothehumanresourcesdepartmentlookeddumbfounded,thisphenomenonisquitegeneralrules,iemedium(good)andaboveaveragenumberareoftenmoremoderateorless,somedepartmentshavepariesphenomenon,lookatthewagecostissounexpected,finallyTheperformancemanagementofthewholecompanywasforcedintoamereformalityandlostitsrealmeaningSpeakinginfrontofcompulsorydistributionalsohasitsshortcomings,becauseitisasubjectiveevaluationmethod,itisoftenakindofsimilarevaluationscorestoaperformancelevel,accordingtotheevaluationscorestoallemployeesaredividedintoseveraldifferentlevelsofperformance,butforthesamelevelofperformancedifferencesthestaffcanbetterdistinguish,suchasZhangSanandLifourAugustevaluationscoreswereand,accordingtothecompanyifthelevelrangeisthetwoperpersondesignatedasB(good),butinfactthetwoperformancestillhaveacertaingap(points),issometimesforceddistributioncannotreflectthetrueperformanceofemployees,isarelativecomparisonoftheconcepts,ratherthanabsolutesuperioritySo,Ithinkthattheforceddistributionmethodcanbeused,especiallyintheearlystageoftheimplementationofperformancemanagementisverynecessary,butwiththeadvanceoftheperformancemanagementofthecompanydeeply,withtheformationofthecompany'sperformancemanagementculture,thecompanycangraduallydilutethemandatorydistributionofrigidrequirementsornotdirectlymentiontheconceptofcompulsorydistribution,tocarryouttheevaluationonsubordinates'autonomyinordertorelyonadministrativepersonneltotheobjectivityofevaluationresultswillbebetter,tothestaffperformanceappraisalapplication(training,promotion,salary,bonusandelimination)willmaketheemployeesandthecompanymoresatisfiedOftenencounteredintheuseofforceddistributionmethodwhenconfusion:,managersfearofaffectingtheirrelationshipandsubordinates,reluctanttoforcedistribution,thenumberofindividualdepartments,notmandatorydistribution,administrativepositions(quantitativeindicatorsless)thenatureoftheworkhomogeneity,differenceissmall,notmandatorydistributionMyexperienceandskillstodealwiththeseproblemsareasfollows:First,weshouldunderstandthatthemandatorydistributionisarelativeconceptintheprocessofoperation,itisnecessarytoconsidertheprinciple,butalsoconsideritsflexibility,nottobeboundbythecompulsorygradeproportion,generallyaslongasadepartmentstaffintheannualperformanceevaluationofdistributionwas"normal"thetrendcanbe,undernormalcircumstances,suchasaskingyouthisdepartmentyearforBandD,butattheendoftheyearifthereareBandDisalsopossible,notbecauseofagradedifferenceamountistoolargeadifferencebutataloss,itdoesnotmeetthenormalrequirements,meetthemanagementconcerns,fearofaffectingtheworkrelationship,thisisgenerallybecausemanagersdonothaveagoodunderstandingofthetruepurposeandsignificanceoftheimplementationofperformancemanagement,performancemanagement,notastheirownimprovementandaneffectivemeanstoimproveworkperformanceortoolstouse,andmistakenthehumanresourcesDepartmentof"nothing",thenyoushouldpayattentiontothecommunicationandperformancemanagementtraining,publicizingtheworkoftheconceptandsignificanceofrelatedandtheyspeakclearly,donotmisunderstand,ifnecessarypleasegeneralmanagertoparticipatein,andmadeamobilizationspeech,theDepartmentmetfewer,notmandatorydistribution,thissituationshouldbespeciallyconsidered,generallytaketotalcontrolofcompulsorydistribution,whichcanfreelydetermineemployeeperformancelevelinthebusinessdepartmentmonthlyorquarterly,butinthesemiannualorannualmanpowerdepartmentaccordingtothenumberofitsbusinessunitstothewholeofthecontrolthemandatorydistributionlevel,suchasRDdepartmenthaspeople,theperformanceofthecompanyforceddistributionlevelofA,B,C,D,Efive,thecompanyprovidesBratioof,theendofhumanresourcesdepartmentstocontrolthetotal,itissaidthatthisyeartheoveralldepartmentforBemployeeslessthanpeople,encounteredpostadministration(quantitativeindexless)thenatureoftheworkhomogeneity,differenceissmall,notmandatorydistribution,toconsiderappropriatetoextendtheperiodofcompulsorydistribution,suchastheoriginalmonthlyismandatory,butduetoadministrativepositionsbetweentheperformancedifferenceisnotlarge,someshorttermevaluationdifferencescoresisitisdifficulttoenforce,grade,butifforcedtoprolongtheperiodforthequarterorhalfyear,thecumulativedifferenceevaluationscoresmaychange,mayreachtenpoints,Atthispoint,itismucheasiertodividetheranksandenforcethem,don'tignoretheoverallperformanceofthelawdepartment,subordinatedepartmentwesometimesencounterintheactualevaluationoftheperformanceappraisalisverygood,butacloserlookattheoverallperformanceoftheDepartmentisnotgood,thisphenomenonismainlyindexisnotwelldowncausedbydecompositionIngeneralweforceddistributionofsubordinateperformancelevel,maybeappropriatetoconsidertheoverallperformanceoftheDepartment,ifthecompletionofseveralkeyindicatorsofthisdepartmentisverygood,thenBorAthismonthintheDepartmentmaybeslightlyhigherthantheDratioortheratioofE,whereasBorAratioshouldbeappropriatetheproportionoflessthanDorE,employeeperformanceratingscoreinterval(forceddistributionfraction)shouldfullyconsidertheparticularityofindividualdepartments,notalldepartmentsorpositionsarestereotyped,deadupscoreintervalwhennecessary,individualdepartmentsmaybeappropriatetodistinguishbetweenfractionalinterval,otherwisetheimplementationencounteredmanyproblems,butalsounfairsense,donotignorethedepartmentsofmutualcommunicationandcommunicationproblems,problemsshouldbetimelycommunication,donotcomplainandsuspicion,communicationcaneliminatemisunderstanding,enhanceunderstanding,helptopromoteperformanceInaword,theforceddistributionactuallyreflectsaconceptualproblemManypeoplereactedforcibly,butthedistributionwasnotfeasible,butwhydidGEimplementthefamous"vitalitycurve"WhyLenovoInccanalsocarryout,andit'smorecompulsorydistributionlevel(levels:A,A,B,B,B,C,D)whyHaiercanimplement"OEC"("threetransformation"isalsoaformofcompulsorydistribution),andissuedtoemployeeseverydayeverydayTheevaluationresults,andsomeofourcompanieshaveamonthoraquartertoanemployeeperformanceevaluationresultsInfact,theevaluationmethodisontheonehand,engageinperformancemanagementismoreimportantistochangethemanagementideasandconcepts,ifideologicalrigidity,nevertriedtoconcludethatitisnotfeasible,agoodevaluationmethodsoevenisofnoavail

用户评价(0)

关闭

新课改视野下建构高中语文教学实验成果报告(32KB)

抱歉,积分不足下载失败,请稍后再试!

提示

试读已结束,如需要继续阅读或者下载,敬请购买!

文档小程序码

使用微信“扫一扫”扫码寻找文档

1

打开微信

2

扫描小程序码

3

发布寻找信息

4

等待寻找结果

我知道了
评分:

/9

绩效考核能强制分布吗(Can performance appraisal be distributed forcibly)

VIP

在线
客服

免费
邮箱

爱问共享资料服务号

扫描关注领取更多福利