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评语大全之绩效考核英文评语

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评语大全之绩效考核英文评语评语大全之绩效考核英文评语绩效考核英文评语【篇一:绩效考核外文文献及其译文】thedilemmaofperformanceappraisalpeterprowseandjulieprowsemeasuringbusinessexcellence,vol.13iss:4,pp.69-77abstractthispaperdealswiththedilemmaofmanagingperformanceusingperformanceappraisal.theauthorswillevaluatethehistorica...

评语大全之绩效考核英文评语
评语大全之绩效考核英文评语绩效考核英文评语【篇一:绩效考核外文文献及其译文】thedilemmaofperformanceappraisalpeterprowseandjulieprowsemeasuringbusinessexcellence,vol.13iss:4,pp.69-77abstractthispaperdealswiththedilemmaofmanagingperformanceusingperformanceappraisal.theauthorswillevaluatethehistoricaldevelopmentofappraisalsandarguethatthecriticalareaoflinemanagementdevelopmentthatwasbeenidentifiedasacriticalsuccessfactorinappraisalshasbeenignoredinthelaterliteratureevaluatingtheeffectivenessofperformancethroughappraisals.thispaperwillevaluatetheaimsandmethodsofappraisal,thedifficultiesencounteredintheappraisalprocess.italsore-evaluatesthelackoftheoreticaldevelopmentinappraisalandmovefromhepsychologicalapproachesofanalysistoamorecriticalrealisationofapproachesbeforere-evaluatingthechallengetoremovesubjectivityandbiasinjudgementofappraisal.13.1introductionthispaperwilldefineandoutlineperformancemanagementandappraisal.itwillstartbyevaluatingwhatformofperformanceisevaluated,thendeveloplinkstothedevelopmentofdifferentperformancetraditions(psychologicaltradition,managementbyobjectives,motivationanddevelopment).itwilloutlinethehistoricaldevelopmentofperformancemanagementthenevaluatehighperformancestrategiesusingperformanceappraisal.itwillevaluatethecontinuingissueofsubjectivityandethicaldilemmasregardingmeasurementandassessmentofperformance.thepaperwillthenexaminehoworganisationsmeasureperformancebeforeevaluationofresearchonsomerecenttrendsinperformanceappraisal.thischapterwillevaluatethehistoricaldevelopmentofperformanceappraisalfrommanagementbyobjectives(mbo)literaturebeforeevaluatingthedebatesbetweenlinkagesbetweenperformancemanagementandappraisal.itwilloutlinethedevelopmentofindividualperformancebeforelinkingtoperformancemanagementinorganizations.theoutcomesoftechniquestoincreaseorganizationalcommitment,increasejobsatisfactionwillbecriticallyevaluated.itwillfurtherexaminethetransatlanticdebatesbetweenliteratureonefficiencyandeffectivenessinthenorthamericanandtheunitedkingdom)evidencetoevaluatethehrmdevelopmentandcontributionofperformanceappraisaltoindividualandorganizationalperformance.13.2whatisperformancemanagement?thefirstissuetodiscussisthedifficultyofdefinitionofperformancemanagement.armstrongandbarron(1998:8)defineperformancemanagementas:astrategicandintegratedapproachtodeliveringsustainedsuccesstoorganisationsbyimprovingperformanceofpeoplewhoworkinthembydevelopingthecapabilitiesofteamsandindividualperformance.13.2.1performanceappraisalappraisalpotentiallyisakeytoolinmakingthemostofanorganisation’shumanresources.theuseofappraisaliswidespreadestimatedthat80–90%oforganizationsintheusaandukwereusingappraisalandanincreasefrom69to87%oforganisationsbetween1998and2004reportedaformalperformancemanagementsystem(armstrongandbaron,1998:200).therehasbeenlittleevidenceoftheevaluationoftheeffectivenessofappraisalbutmoreonthedevelopmentinitsuse.between1998and2004asamplefromthecharteredinstituteofpersonnelanddevelopment(cipd,2007)of562firmsfound506wereusingperformanceappraisalinuk.whatisalsovitaltoemphasiseistherisinguseofperformanceappraisalfeedbackbeyondperformanceforprofessionalsandmanagerstonearly95%ofworkplacesinthe2004werssurvey(seetable13.1).clearlytheuseofappraisalshasbeenthedevelopmentandextensionofappraisalstocoveralargeproportionoftheukworkforceandthecoverageofnonmanagerialoccupationsandtheextendeduseinprivateandpublicsectors.13.2.2thepurposeofappraisalsthecriticalissueiswhatisthepurposeofappraisalsandhoweffectiveisit?researchedandusedinpracticethroughoutorganizations?thepurposeofappraisalsneedstobeclearlyidentified.firstlytheirpurpose.randell(1994)statestheyareasystematicevaluationofindividualperformancelinkedtoworkplacebehaviourand/orspecificcriteria.appraisalsoftentaketheformofanappraisalinterview,usuallyannual,supportedbystandardisedforms/paperwork.thekeyobjectiveofappraisalistoprovidefeedbackforperformanceisprovidedbythelinemanager.thethreekeyquestionsforqualityoffeedback:1.whatandhowareobservationsonperformancemade?2.whyandhowaretheydiscussed?3.whatdeterminesthelevelofperformanceinthejob?ithasbeenarguedbyoneschoolofthoughtthattheseprocesscannotbeperformedeffectivelyunlessthelinemanagerofpersonprovidingfeedbackhastheinterpersonalinterviewingskillstoprovidethatfeedbacktopeoplebeingappraised.thishasbeendefinedasthe“bradfordapproach〞whichplacesahighpriorityonappraisalskillsdevelopment(randell,1994).thisapproachisoutlinedinfig.13.1whichidentifiesthelinkagesbetweeninvolving,developing,rewardingandvaluingpeopleatwork..13.2.3historicaldevelopmentofappraisalthehistoricaldevelopmentofperformancefeedbackhasdevelopedfromarangeofapproaches.formalobservationofindividualworkperformancewasreportedinrobertowens’sscottishfactoryinnewlanarkintheearly1800s(cole,1925).owenhungovermachinesapieceofcolouredwoodovermachinestoindicatethesuperintendent’sassessmentofthepreviousday’sconduct(whiteforexcellent,yellow,blueandthenblackforpoorperformance).thetwentiethcenturyledtof.w.taylorandhismeasuredperformanceandthescientificmanagementmovement(taylor,1964).the1930straitsapproachesidentifiedpersonalityandperformanceandusedfeedbackusinggraphicratingscales,amixedstandardofperformancescalesnotingbehaviourinlikertscaleratings.thiswasusedtorecruitandidentifymanagementpotentialinthefieldofselection.laterdevelopmentstopreventamiddlescalefrom5scalesthendevelopedintoaforced-choicescalewhichforcedthejudgementtoavoidcentralratings.theevaluationalsoincludednarrativestatementsandcommentstosupporttheratings(mair,1958).inthe1940sbehaviouralmethodsweredeveloped.theseincludedbehaviouralanchoredratingscales(bars);behaviouralobservationscales(bos);behaviouralevaluationscales(bes);criticalincident;jobsimulation.allthesejudgementswereusedtodeterminethespecificlevelsofperformancecriteriatospecificissuessuchascustomerserviceandratedinfactorssuchasexcellent,averageorneedstoimproveorpoor.theseratingsareassignednumericalvaluesandaddedtoastatementornarrativecommentbytheassessor.itwouldalsoleadtoidentifyanypotentialneedfortrainingandmoreimportantlytoidentifytalentforcareersinlinemanagementsupervisionandfuturemanagerialpotential.post1945developedintotheresults-orientedapproachesandledtothedevelopmentofmanagementbyobjectives(mbo).thisprovidedaimsandspecifictargetstobeachievedandwithintimeframessuchaspecificsales,profitability,anddeadlineswithfeedbackonpreviousperformance(wherry,1957).thedeadlinesmayhaverequiredalterationandledtospecificperformancerankingsofstaff.italsoprovidedaforceddistributionofrankingsofcomparativeperformanceandpairedcomparisonrankingofperformanceandsettingandachievingobjectives.inthe1960sthedevelopmentofself-appraisalbydiscussionledtospecifictimeandopportunityfortheappraiseetoreflectivelyevaluatetheirperformanceinthediscussionandtheinterviewdevelopedintoaconversationonarangeoftopicsthattheappraiseneededtodiscussintheinterview.untilthisperiodthesuccessoftheappraisalwasdependentonskillofinterviewer.inthe1990sthedevelopmentof360-degreeappraisaldevelopedwhereinformationwassoughtfromawiderrangeofsourcesandthefeedbackwasnolongerdependentonthemanager-subordinatepowerrelationshipbutincludedgroupsappraisingtheperformanceoflinemanagersandpeerfeedbackfrompeergroupsonindividualperformance(redmanandsnape,1992).thefinaldevelopmentofappraisalinterviewsdevelopedinthe1990swiththeemphasisonthelinkingperformancewithfinancialrewardwhichwillbediscussedlaterinthepaper.13.2.4measuresofperformancethedilemmaofappraisalhasalwaystodevelopperformancemeasuresandtheuseofappraisalisthekeypartofthisprocess.quantitativemeasureofperformancecommunicatedasstandardsinthebusinessandindustrylevelstandardstranslatedtoindividualperformance.theintroductionoftechniquessuchasthebalancedscorecarddevelopedbykaplanandnorton(1992).performancemeasuresandevaluationincludedfinancial,customerevaluation,feedbackoninternalprocessesandlearningandgrowth.performancestandardsalsoincludedqualitativemeasureswhicharguethatthereisanoveremphasisonmetricsofquantitativeapproachabovethedefinitionsofqualityservicesandtotalqualitymanagement.intermsofperformancemeasurestherehasbeenatransformationinliteratureandamoveinthe1990stothefinancialrewardslinkedtothelevelofperformance.thedebateswillbediscussedlaterinthepaper.13.3criticismofappraisalscritiquesofappraisalhavecontinuedasappraisalshaveincreasedinuseandscopeacrosssectorsandoccupations.thedominantcritiqueisthemanagementframeworkusingappraisalasanorthodoxtechniquethatseekstoremedytheweaknessandproposeofappraisalsasasystemtodevelopperformance.this“orthodox〞approacharguesthereareconflictingpurposesofappraisal(strebleretal,2001).appraisalcanmotivatestaffbyclarifyingobjectivesandsettingclearfutureobjectiveswithprovisionfortraininganddevelopmentneedstoestablishtheperformanceobjective.theseconflictswithassessingpastperformanceanddistributionofrewardsbasedonpastperformance(bach,2005:301).employeesarereluctanttoconfideanylimitationsandconcernsontheircurrentperformanceasthiscouldimpactontheirmeritrelatedrewardorpromotionopportunities(newtonandfindley,1996:43).thisconflictswithperformanceasacontinuumasappraisersarechallengedwithdifferingrolesasbothmonitorsandjudgesofperformancebutanunderstandingcounsellorwhichrandell(1994)arguesfewmanagershavenotreceivedtherainingtoperform.appraisalmanager’sreluctancetocriticisealsostemsfromclassicevidencefrommcgregorthatmanagersarereluctanttomakeanegativejudgementonanindividual’sperformanceasitcouldbedemotivating,leadtoaccusationsoftheirownsupportandcontributiontoindividualpoorperformanceandtoalsoavoidinterpersonalconflict(mcgregor,1957).oneconsequenceofthisavoidanceofconflictistorateallcriterionascentralandavoidanyconflictknownasthecentraltendency.inastudyofseniormanagersbylongneckeretal.(1987),theyfoundorganisationalpoliticsinfluencedratingsof60seniorexecutives.thefindingswerethatpoliticsinvolveddeliberateattemptsbyindividualstoenhanceorprotectself-interestswhenconflictingcoursesofactionarepossibleandthatratingsanddecisionswereaffectedbypotentialsourcesofbiasorinaccuracyintheirappraisalratings(longeneckeretal.,1987).therearemethodsoffurtherbiasbeyondlongenecker’sevidence.thepoliticaljudgementsandtheyhavebeendistortedfurtherbyoverratingsomeclearcompetenciesinperformanceratherthanbeingcriticalacrossallratedcompetenciesknownasthehaloeffectandifsomecompetenciesarelowertheymayprejudicethejudgmentacrossthepositivereviewsknownasthehornseffect(acas,1996).someratingsmayonlycincluderecenteventsandtheseareknownastherecencyeffects.inthiscaseonlyrecenteventsarenotedcomparedtomanagersgatheringandusingdatathroughouttheappraisalperiod.aparticularconcernistheequityofappraisalforratingswhichmaybedistortedbygender,ethnicityandtheratingsofappraisersthemselves.arangeofstudiesinboththeusandukhavehighlightedsubjectivityintermsofgender(alimo-metcalf,1991;white,1999)andethnicityoftheappraiseandappraiser(geddesandkoad,2003).suggestionsandsolutionsonresolvingbiaswillbereviewedlater.thesecondanalysisistheradicalcritiqueofappraisal.thisisthemorecriticalmanagementliteraturethatarguesthatappraisalandperformancemanagementareaboutmanagementcontrol(newtonandfindley,1996;townley,1993).itarguesthattightermanagementcontroloveremployeebehaviourcanbeachievedbytheextensionofappraisaltomanualworkers,professionalasmeanstocontrol.thisdevelopstheliteratureoffoucaultusingpowerandsurveillance.thisliteratureusescasesinexamplesofpublicservicecontrolonprofessionalssuchateachers(healy,1997)anduniversityprofessionals(townley,1990).thisevidencearguestheincreasedcontrolofpublicservicesusingappraisalasamethodofcontrolandthattheoutcomeofmanagerialobjectivesignoresthedevelopmentalroleofappraisalandratingsareawardedforpeoplewhoacceptandembracethecultureandorganizationalvalues.however,thisliteratureignorestheemployeeresistanceandtheuseofprofessionalunionstochallengetheattemptstoexertcontroloverprofessionalsandstaffintheappraisalprocess(bach,2005:306).oneofthedifferentissuesofremovingbiaswastheuseofthetestmetaphor(folgeretal.,1992).thiswasbasedontheassumptionthatappraisalratingswereatechnicalquestionofassessing“true〞performanceandthereneededtobeincreasedreliabilityandvalidityofappraisalasaninstrumenttodevelopmotivationandperformance.thesourcesofraterbiasanderrorscanberesolvedbyimprovedorganisationaljusticeandincreasingreliabilityofappraiser’sjudgement.howevertherewereproblemssuchasanassumptionthatyoucanstatejobrequirementsclearlyandtheorganizationis“rational〞withobjectivesthatreflectvaluesandthatthejudgmentbyappraisers’arevaluefreefrompoliticalagendasandpersonalobjectives.secondlythereisthesecondissueofsubjectivityifappraisalratingswheredecisionsonappraisalareratedbya“politicalmetaphor〞(hartle,1995).this“politicalview〞arguesthataappraisalisoftendonebadlybecausethereisalackoftrainingforappraisersandappraisersmayseetheappraisalasawasteoftime.thisbecomesaprocesswhichmanagershavetoperformandnotasapotentialtoimproveemployeeperformance.organisationsinthiscontextare“political〞andtheappraisersseektomaintainperformancefromsubordinatesandviewappraisesasinternalcustomerstosatisfy.thismeansmanagersuseappraisaltoavoidinterpersonalconflictanddevelopstrategiesfortheirownpersonaladvancementandseekaquietlifebyavoidingcensurefromhighermanagers.thisperceptionmeansmanagersalsoseeappraiseeseeksgoodratingandgenuinefeedbackandcareerdevelopmentbyseekingevidenceofcombiningemployeepromotionandpayrise.thismeansappraisalratingsbecomepoliticaljudgementsandseektoavoidinterpersonalconflicts.theapproachesofthe“test〞and“political〞metaphorsofappraisalareinaccurateandlackobjectivityandjudgementofemployeeperformanceisinaccurateandaccuracyisavoided.theissueishowcanorganisationsresolvethislackofobjectivity?13.3.1solutionstolackofobjectivityofappraisalgrint(1993)arguesthatthesolutionstoobjectivityliesinpartwithmcgregor’s(1957)classiccritiquebyretrainingandremovalof“topdown〞ratingsbymanagersandreplacementwithmultipleraterevaluationwhichremovesbiasandtheobjectivitybyupwardperformanceappraisal.thevalidityofupwardappraisalmeanstheremovalofsubjectiveappraisalratings.thisapproachisalsosuggestedtoremovegenderbiasinappraisalratingsagainstwomeninappraisals(fletcher,1999).thesolutionofmultiplereporting(internalcolleagues,customersandrecipientsofservices)willreducesubjectivityandinequityofappraisalratings.thisargumentdevelopsfurtherbytheriseintheneedtoevaluateprojectteamsandincreasinglevelsofteamworktoincludepeerassessment.thesolutionsalsointheorymeanincreasedclosercontactwithindividualmanagerandappraisesandincreasingserviceslinkedtocustomerfacingevaluations.however,negativefeedbackstilldemotivatesandplentyoffeedbackandexplanationbymanagerwhocollatesfeedbackratherthanjudgesperformanceandfailtosummariseevaluations.therearehoweverstillproblemswithaccuracyofappraisalobjectivityaswalkerandsmither(1999)5yearstudyof252managersover5yearperiodstillidentifiedissueswithsubjectiveratingsin360degreeappraisals.therearestillissuesonthesubjectivityofappraisalsbeyondtheareasoflackoftraining.thecontributionofappraisalisstronglyrelatedtoemployeeattitudesandstrongrelationshipswithjobsatisfaction(fletcherandwilliams,1996).theevidenceonappraisalstillremainspositiveintermsofreinvigoratingsocialrelationshipsatwork(townley,1993)andthewidespreadadoptioninlargepublicservicesintheuksuchasthenationalhealthservice(nhs)isthevaluablecontributiontolinemanagersdiscussionwithstaffontheirpastperformance,discussingpersonaldevelopmentplansandtraininganddevelopmentaspositiveissues.onefurtherconcernistheopennessofappraisalrelatedtoemployeerewardwhichwenowdiscuss.13.3.2linkingappraisalswithrewardmanagement【篇二:绩效考核评价四种方法】1.平衡计分卡平衡计分卡(balancedscorecard)(简称bsc),是20世纪90年代美国哈佛商学院的教授卡普兰(roberts.kaplan)与复兴全球战略集团总裁诺顿(davidnorton)对12家公司进行了为期1年的考证研究后提出的一种绩效考核方法。它主要从四个方面对企业的绩效进行考核:顾客、内部运作、财务、学习与开展。平衡计分卡四个纬度是互相支撑的。从财务方面看,它关注的目标是解决“股东如何看待我们?〞和“企业的运作到达什么样的标准才能使我们的股东满意?〞。从顾客角度来看,它关注的目标是解决“客户如何看待我们?〞和“要到达我们的财务目标,我们必须满足怎样的客户需求?〞。从内部运作来看,它关注的目标是解决“我们的优势是什么?〞和“要使我们的股东和顾客满意,我们必须在哪些业务流程和内部运作上超越他人?〞。从员工成长与学习角度来看,它目标是解决“我们如何提高自己的能力?〞和“为了实现财务目标和客户需求,内部运作需要我们应具什么样的技能和知识?〞,企业需要根据战略要求和企业重点,随时打造符合公司战略要求的员工队伍,通常来讲,一旦公司的战略重点发生调整,公司的运作模式、组织流程就会随之而发生调整,相应地,也就对员工的知识结构、技能水平提出了更高的要求[16]。为了获得最终的财务绩效,必须要有良好的市场表现,关注顾客;为了获取市场,必须在内部运营上做改善;为了有效的内部运营,企业员工必须能够不断地学习与开展。平衡计分卡的四个维度虽然各自有特定的评价对象和指标,但彼此之间存在着密切的联系,是相互支持的。所有这些指标构成了一个完整的评价体系,能够一方面追踪财务结果,一方面密切关注能使企业提高能力并获得未来增长潜力的无形资产等方面的进展。平衡记分卡法综合考虑了各个关键因素,使用滞后和超前指标,协调了长期和短期目标,平衡了财务和非财务指标,满足了内部和外部的多方需要,从而使得管理者能整体把握和控制企业,最终实现企业的战略目标。所以,平衡计分卡其核心思想是通过四个指标之间相互驱动的因果关系展现组织是战略轨迹,实现绩效考核——绩效改良——战略实施——战略修正的目标。平衡计分卡,一方面考核企业产出(上期结果);另一方面,考核企业未来成长的潜力(下期预测)。再从顾客角度和从内部业务角度两方面考核企业的运行状况参数,充分把公司的长期战略与公司的短期行动联系起来,把远景目标转化为一套系统的绩效考核指标。平衡计分卡是一种很好的绩效考核工具,但它不是万能的,它不适合所有企业,它也并不一定能保证战略和愿景的成功,但是,在制定平衡计分卡的过程中,管理人员可以深入地思考公司的战略和愿景,将其用一种可以描述及量化的方式表达出来,在整个公司内部建立起一套通用的“语言系统〞,让员工可以对战略、愿景进行讨论,在此根底上用更加积极的态度去面对绩效管理。平衡计分卡的运用还需要企业有明确的战略目标、高素质的员工、扁平的组织结构以及以效率为导向的企业文化的企业等[17]。平衡计分卡的优点是:从四项指标进行综合衡量,组织得以明确和严谨的手法来诠释其策略,它一方面保存传统上衡量过去绩效的财务指标,并且兼顾了促成财务目标的绩效因素之衡量;在支持组织追求业绩之余,也监督组织的行为应兼顾学习与成长的面向,并且透过一连串的互动因果关系,组织得以把产出〔outcome〕和绩效驱动因素〔performancedriver〕串联起来,以衡量指标与其量度做为语言,把组织的使命和策略转变为一套前后连贯的系统绩效评核量度,把复杂而笼统的概念转化为精确的目标,藉以寻求财务与非财务的衡量之间、短期与长期的目标之间、落后的与领先的指标之间,以及外部与内部绩效之间的平衡。但是,在具体应用过程中,平衡记分卡法也有一定的缺点。如平衡计分卡的难执行性,一份典型的平衡计分卡需要5-6个月去执行,另外再需几个月去调整结构,使其规那么化。同时衡量指标有可能很难量化,而衡量方法却又会产生太多的绩效衡量指标。运用平衡计分卡的难点在于试图使其“自动化〞。平衡计分卡中有一些条目是很难解释清楚或者是衡量出来的。当组织战略或结构变更的时候,平衡计分卡也应当随之重新调整。而负面影响也随之而来,因为保持平衡计分卡随时更新与有效需要消耗大量的时间和资源。国内外实践结果说明,要想成功建立和实施平衡计分卡,企业一定要从多方面考察和发现问题,做好充分的准备,可以从以下几个方面入手,一是使组织结职位分工标准化、明晰化;二是鼓励和创立积极的沟通渠道;三是加强绩效信息的收集和处理;四是提高认识。2.关键绩效指标法kpi(keyperformanceindicators)是衡量企业战略实施效果的关键指标,其目的是建立一种机制,将企业战略转化为内部过程和活动,以不断增强企业的核心竞争力和持续地取得高效益。kpi可以使部门主管明确部门的主要特征,并以此为根底,明确部门人员的业绩衡量标准。建立kpi指标的要点在于流程性、 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 性和系统性。要建立企业的kpi体系,必须首先明确所建立的kpi体系的导向是什么,即我们必须首先答复以下问题:企业的战略是什么?成功的关键因素是什么?什么是关键绩效?怎样处理好绩效考核的根本矛盾?如何协调扩张与控制,收益增长与潜力增长,突出重点与均衡开展,定量考核与定性评价之间的关系?是考核结果还是考核过程?应当建立一种什么样的运行机制?答复以上问题后,就要开始kpi的分解。通常有两种方式来建立企业的kpi体系[18]。第一,依据部门承当责任的不同建立kpi体系。依据部门承当的责任不同建立kpi体系的方式,主要强调部门从本身承当责任的角度,对企业的目标进行分解,进而形成评价指标。这种方式的优势是突出了部门的参与,但可能导致战略稀释的现象的发生,指标可能更多对于部门管理责任的表达,而忽略了对流程责任的表达。第二,依据职类职种工作性质的不同建立kpi体系。基于职类职种工作性质的不同建立kpi体系,突出了对组织具体策略目标的响应。各专业职种按照组织制定的每一工程标,提出专业的响应措施。但是,这种设置指标的方式增加了部门的管理难度,有可能出现无视部门管理责任的现象。而且依据职类职种工作性质的不同建立kpi体系更多的是结果性指标,缺乏驱动性指标对过程的描述[19]。3.目标管理法mbo导向的绩效管理通过对实现企业目标的关键性指标的选择,将考评过程与管理过程相统一,在对关键环节实施管理和控制的根底上,利用绩效管理机制充分调动营销人员的积极性和创造力,激发营销组织的经营活力,从而实现营销组织内管理和经营的统一。方案、指导、考评和鼓励是mbo导向绩效管理的彼此紧密联系的四个阶段,分别与目标管理的方案、执行、检查和反应四个阶段相结合,不断地鼓励营销队伍在实现企业目标的方向上努力,促进个人能力的成长,并使过程中的管理更多地成为促进目标实现的手段,而不仅仅是控制手段。方案阶段是mbo导向绩效管理的第一个环节,是以目标管理的方案阶段为根底的目标分解过程。目标的分解要求在保证企业目标实现的前提下层层分解,并在分解过程中上下沟通,达成共识。目标的设置要遵循smart原那么,即具体的(special)、可衡量的(measurable)、可到达的(attainable)、相关的(relevant)和有时限的((time-based)。在方案执行过程中,对关键环节加强控制和指导,随时发现问题并加以纠正,以保证目标的实现。关键环节的控制和指导可以通过每日、每周的例会定期进行,也可以根据对特殊事件的重点跟踪进行,如在重要客户开发过程中的重点关注。考评环节不是仅仅对照考核用表进行打分的过程,应结合月度方案会议、述职会议,对各项考核结果进行讨论, 总结 初级经济法重点总结下载党员个人总结TXt高中句型全总结.doc高中句型全总结.doc理论力学知识点总结pdf 经验与缺乏,并提出推广和改良措施。考评结果完全公开,以在业务人员之间形成充分而公开的信息交流。考评结果可以直接与员工经济鼓励措施如工资、奖金、福利津贴等挂钩,也可以直接与非经济鼓励措施如荣誉、工作条件的改善、提供开展时机等相联系。4.360度反应法360度绩效考评,也叫全方位绩效考评,是由被考评人的上级、同级、下级、本人或考评专家担任考评者,从各个角度对被考评者进行全方位评价的一种绩效考核方法。考评的内容涉及到被考评人的管理绩效、专业绩效、业务绩效、工作态度和能力等方面,考评结束后,人力资源部门通过预先制定的反应程序,将整理出的考评结果反应给本人,从而到达改变行为,提高被考评人工作绩效的目的。传统的考评方法仅仅是上级对下级员工的考评,因而只有一个方向。与传统的考评方法相比,360度绩效考评的方法可以从多个角度来反映被考评人,因而考评过程更加透明,考评结果更加客观、全面、公正和可靠。正因为360度绩效考评具有全员参与管理、信息收集对称、能分散管理者日常管理压力等这些特点,很快成为我国企业重要的绩效考核方法之一。目前,360度绩效考评已经广泛应用与高层领导自我觉察与开展、员工绩效评估,企业高层候选人的评鉴、组织学习与变革等领域。【篇三:年终绩效考核及自我评价-- 工作总结 关于社区教育工作总结关于年中工作总结关于校园安全工作总结关于校园安全工作总结关于意识形态工作总结 】kpi〔keepperformanceindication〕影响员工绩效表现的关键绩效指标。员工个人kpi的来源是部门年度工作目标。对部门年度目标进行分解时,可采用计分卡作为分解工具。从财务,顾客,内部流程层面,学习与成长四个层面对部门年度目标进行分解。根据各个指标和部门职责的相关性进行提取,形成部门的绩效指标库。员工个人kpi根据部门kpi拆解得来,尽量可能量化,不便量化之工程可采定性描述。以电极 设计 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 为例,年终kpi量化指标如下:年度自我评价总结自评〔以电极设计为例〕这一年,在各级主管及同仁的指导与帮助下,我感觉自己成长很快。自身技能不断提高的同时,也自知电极设计需要学习的还很多。现将年终总结归纳如下:1.积极主动完成主管排配的工作任务,并且每天的有效工时达98.8%以上。2.本年度工作细致,365天无异常。3.参与组内品检工作,帮助本组同仁解决设计中的问题,品检ng电极比例仅为0.1%。4. 培训 焊锡培训资料ppt免费下载焊接培训教程 ppt 下载特设培训下载班长管理培训下载培训时间表下载 并指导新人工作,帮助新人了解电极设计标准,掌握电极设计流程,使新人更快投入工作状态。5.屡次排除重大平安隐患,有效防止异常发生。6.积极与现场沟通,优化设计及加工方案,减少不必要的工时,有效地提高了设计及加工效率。7.年度考勤零异常,零迟到,零早退,零请假。8.更新/制作电极设计文案教材,便于信息及时共享9.制作视频课件便于信息直观传播。10.撰写技术通报,效劳团队,共同提高。end
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