基于绩效循环管理的高绩效沟通研究

绩效沟通是绩效管理的核心和灵魂,更是目前一些组织中最薄弱的一环。本文将绩效沟通与绩效循环管理有机的结合起来,针对绩效管理过程中的沟通问题,拟遵循持续动态的绩效沟通展开研究,探究建立一个有效的持续的高绩效沟通机制。     

浅谈绩效管理的重要环节——绩效沟通与反馈

绩效沟通是绩效管理过程中的关键环节,关系到绩效管理是否能够取得实效、是否充分发挥作用。很多企业重考评过程,轻沟通反馈,这是一个误区。不能为了考评而考评,考评不是目的,关键是对绩效考评结果如何进行沟通和反馈,做好了这一步,才谈得上是绩效管理,才能达到持续改进组织绩效、员工绩效的根本目的。     

绩效管理

正绩效管理,是指各级管理者和员工为了达到组织目标共同参与的绩效计划制定、绩效辅导沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程,绩效管理的目的是持续提升个人、部门和组织的绩效。绩效管理的过程通常被看做一个循环,这个循环分为四个环节,即:绩效计划、绩效辅导、绩效考核与绩效反馈。按管理主题来划分,绩效管理可分为两大类,一类是激励型绩效管理,侧重于激发员工的工作积极性,比较适用于成长期的企业;另一类是管控型绩效管理,侧重于规范员工的工作行为,比较适用于成熟期的企业。但无论采用哪一种考核方式,其     

绩效沟通中存在的问题及对策

绩效管理从某种程度上来说就是绩效沟通的过程，绩效沟通不足是导致企业绩效管理无效的重要原因，因此，在绩效管理的各环节中，只有坚持绩效沟通的持续性、必要性、有效性和及时性的原则，通过多渠道与员工进行绩效沟通，才能保证绩效管理顺利推行和组织绩效有效提升。     

绩效沟通是关键

<正>导致绩效管理不能真正发挥其价值的真正原因是绩效管理中的沟通出现了问题。绩效沟通是指在绩效管理过程中管理者和员工之间就工作绩效相关问题进行的正式或非正式的沟通过程。沟通是绩效管理活的灵魂,缺乏沟通或沟通不畅,绩效管理就会流于走过场,做表面文章。通过沟通,管理者     

浅谈县级供电公司绩效管理

绩效管理是企业人力资源管理的重要组成部分、也是企业人力资源管理的难点。绩效管理工作关键的问题在于员工对此项工作的认知认可程度和态度,在于全体员工的信心和勇气。由于县级供电企业引入绩效管理的时间较短,且管理者和执行者的认知差异,使绩效管理走入误区,造成对绩效管理片面理解和执行。我们需要纠正偏颇和消除误区,深化和完善绩效管理,从而引导、帮助员工,使企业管理和员工个人发展有机结合,达到绩效管理的真正目的。一、绩效管理观念与定位绩效管理的过程包括:绩效计划、绩效实施与管理、绩效评估、绩效反馈面谈等环节组成的系统管理活动。在整个过程中,不仅强调绩效结果,更要强调通过计划、执行、评价、反馈等环节形成结果的     

浅析绩效沟通与绩效管理

绩效管理在组织管理中处于非常重要的地位,绩效管理的重要途径是绩效沟通。通过绩效沟通来更有效地实现管理的目的,这是现代人力资源管理的重要内容。因此,作为现代企业管理来说,管理者做好员工的绩效沟通,激励员工的工作积极性,顺利实现企业目标,是非常重要的。     

绩效沟通:让绩效管理富有成效

持续有效的双向沟通是绩效管理的核心和灵魂。缺乏沟通或沟通不畅,绩效管理就难以发挥其效用。只有将沟通落实到绩效管理的每一个阶段,才能形成绩效管理的良性循环,才能持续提升员工个人与组织的绩效,从而带来企业的不断进步。     

如何做好企业绩效管理提高管理水平

企业绩效管理作为人力资源管理的基础和核心,加强人力资源基础性工作,建立整合绩效管理系统;注重绩效沟通,建立绩效反馈机制;加强员工激励等五个方面的对策措施,以提高企业的经营管理水平。     

领导在企业绩效沟通中的策略

<正>领导在企业绩效沟通中起主导作用,沟通是一种领导能力,更是一种领导艺术,有效沟通是取得理想绩效的关键。一、领导在企业绩效沟通中的角色1.领导是企业绩效交流沟通系统的建立者。绩效管理的有效实施有赖于企业内部领导和员工的团结合作,更有赖于企业内部建立起行之有效的信息交流沟通系统。企业高层领导的任务就是建立和维持一个信息交流畅通的系统,制定企业发展战略,协调企业内部员工的活动,鼓励员工积极参与决策,共同确立绩效目标,     

基于不同组织形态的绩效评估模式研究

任何组织都会经历一个演变过程,从一个传统型组织向学习型组织、发展型组织、创新型组织转变。在不同的组织发展态势(传统型组织、学习型组织、发展型组织、创新型组织)下,员工绩效评估的内容和绩效维度都将发生变化。本文回顾了组织发展与绩效的基本理论后,重新厘定了绩效评估的界线,论证了基于组织发展的绩效评估重点,进而从组织发展对绩效评估的影响方面论述了组织-绩效评估的影响机制。     

Performance: self as the principal evaluator

The paper proposes an alternative way of looking at performance management by placing the 'performer' in the leading role of evaluator. The proposition is rooted in the evidence that, when performance is primarily evaluated by someone other than 'self', this robs individuals of a sense of responsibility for their own work performance and reduces the quality of both process and output. The paper suggests that learning is the premier skill at the root of performance improvement. Further, a systems view of the organization is essential if employees are to be given the freedom to self-evaluate.     

Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings,leadership assessment data,designated high-potential status and promotion outcomes in a global organization

While leadership is a critical component of organizational success, organizations need to be more effective at classifying talent based on future potential vs current performance. This need raises the question as to whether the assessment of leadership potential is truly adding value or enhancing the talent review and classification process. Data from 9,784 participants in PepsiCo’s Leadership Assessment and Development (LeAD) program—a multi-trait, multi-method (MTMM) assessment and development process—are used to examine relationships between individual performance, assessed potential, organizationally designated potential, and promotion rates post assessment. Results from the analyses indicate that assessed potential provides unique variance above performance alone in determining process outcomes (i.e., designated potential and promotions), and therefore can be useful for making more informed talent management decisions. The applications of these measures within the current organization as well as limitations of the study and areas for future research are discussed.     

A decomposition technique for quantifying real process performance

A decomposition technique for quantifying the impacts of changes in product mix and process performance on aggregate process-related indicators is presented. Through application of the technique, the real performance of a process can be quantified. Changes in real performance over time can be monitored to provide useful information for process evaluation and production planning. Two case studies, one related to the aggregate defective rate for an assembly line of an integrated circuit fabrication plant and the other to the aggregate inventory turnover for a tyre distribution company, are presented to illustrate the application of the technique.     

The Role of Automation and Labor in Determining Customer Satisfaction in a Telephone Repair Service Process

Telephone repair process and performance relationships are modeled using a structural equation approach. The basic structure of the causal model is a function of process flow. The data analysis and modeling approach advocated here can be applied to any manufacturing or service process that has a recurrent process flow and good internal and external performance data. Our primary objectives are to define quantitatively (1) how the performance of repair persons dispatched to the customers' premises is related to automatic testing and repair, and (2) how internal process performance is linked to external customer satisfaction. A secondary objective of this article is to explain briefly some of the practical problems of modeling process-level performance relationships. Results indicate that the structural equation models are statistically significant and have a meaningful interpretation. Examples of “what if” scenarios using these structural equation models are presented to help managers predict customer satisfaction levels given certain process performance improvements, set standards of performance, and better understand the interdependencies between labor and automation resources in this telephone repair process.     

The application of a performance management system in hospitals: A hypothetical example

Abstract

The central theme of this article is performance management, defined as activities of organizations aimed at an effective and efficient use of their human resources. The organization focused on in particular is the hospital. Three principles taken from motivation theory are dealt with which are basic to performance management: goal setting, feedback and reinforcement. Next, a recently developed procedure (Pritchard 1990, Pritchard et al. 1988, 1989) for the design of performance management systems is described. This procedure, ProMES: Productivity Measurement and Enhancement Systems, is explained using a team of ward nurses as a hypothetical example. In addition to the nursing wards example, other potential applications of the ProMES technique to several hospitals areas are mentioned. Finally, some conditions that should be fulfilled in order to successfully start a ProMES project are discussed.     

Technology Use and Performance: A Field Study of Broker Workstations*

Organizations invest in technology with the expectation that it will contribute to performance, and members of the organization must use technology for it to make a contribution. For this reason, it is important for managers and designers to understand and predict system use. This paper develops a model of workstation use in a field setting where the use of the system is an integral part of the user's job. The model is based on the Technology Acceptance Model (TAM), which we extended to include social norms, user performance, and two control variables. Brokers and sales assistants in the privateclient group of a major investment bank provided data to test our extended model. The core perception variables in TAM do not predict use in this study. Social norms and one's job requirements are more important in predicting use than workers' perceptions about ease of use and usefulness. The paper discusses the implications of these findings and suggests directions for future research.     

Design of Product Grading Procedures*

Consider a situation in which the items produced by a production process are sorted into two grades according to predetermined specifications and sold at two different prices. A loss is incurred by the producer when an item is classified into a grade and its quality does not meet the consumer's requirement of that grade. A loss in selling price is also incurred when an item is classified into a lower quality grade when it can meet the consumer's requirement of a higher grade. Consequently, the producer's profit is determined by sale prices and losses due to consumer dissatisfaction. The optimal grading specifications are determined to maximize the expected profit. Design of product grading procedures can be based on the performance variable of interest or a surrogate variable correlated with the performance variable. The practice of using correlated variables in product grading is common in industry. We develop product grading models for both the performance variable and a correlated variable.     

Performance management theory: A look from the performer's perspective with implications for HRD

Performance management methods are receiving increased attention as organizations seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied models do not take full advantage of existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top-down process. Several relevant theories of motivation are examined to illustrate gaps between theory and practice and to provide a basis for looking at performance management from the performer's perspective. Resulting implications for the human resource development (HRD) field are discussed.     

战略人力资源管理的理论模式

本文将战略人力资源管理中关于人力资源管理与企业绩效关系的研究总结为三种不同的理论模式:根据最佳实践模式,一些HRM活动是普遍有效的,组织采用这些最佳的HRM活动就会获得相当好的绩效;在权变模式里,HRM活动的效率是随着企业战略等因素而变化的,组织采用适合于其战略的HRM活动将更有效率;在形态模式里,HRM活动通过内部匹配形成特定的HRM系统形态,HRM系统与组织战略等因素的外部匹配会对组织绩效产生重要影响。