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    How To Distinguish The Misunderstanding Of Performance Appraisal?

    2013/10/12 22:00:00 30

    Human ResourcesManagementPerformance Appraisal

    In the competition, only enterprises that focus on building core competitiveness, constantly improving and improving performance and forging lasting competitive advantages can get a place in P.

    < /p >


    < p > for Chinese local enterprises, the above pressures, coupled with the aggressive offensive of foreign enterprises and the rise of new trade protectionism in Europe and the United States in recent years, are also the eyes of the storm of competition.

    < /p >


    < p > performance management has now become a "prominent word" in China.

    Multinational corporations have always attached importance to performance management.

    Chinese local enterprises, whether state-owned or private, have realized the importance of performance management at least theoretically.

    Although some managers of enterprises are still puzzled by the Hamlet problem of "up (performance) or not", many early birds have begun introducing the concept and practice of performance management in various ways, establishing performance management system, implementing performance management and measurement, and linking performance management with other management systems of enterprises.

    Some enterprises have harvested fruit of performance management.

    < /p >


    < p > however, < a href= "http://www.91se91.com/pioneer/" > performance management < /a > is a relatively new concept in China after all.

    Traditional culture and management mode still affect any employee of the enterprise manager and even the enterprise.

    In the process of implementing performance management, due to the influence of traditional management culture and consciousness, the incomplete understanding of the new concept of performance management, the limitation of the performance system design and the experience and skills of the executors, all kinds of misunderstandings are full of performance management practices.

    Based on years of experience in performance management, performance management consulting and performance management education, the author summed up fourteen misunderstandings and misunderstandings in the performance management practice in numerous dazzling performance management practices, hoping to help Chinese local managers avoid the trap of performance management and get out of the misunderstanding of performance management.

    < /p >


    < p > < strong > one of the erroneous zones: one leaf and one eye, and no forest > /strong > /p >


    < p > why should we manage the performance of employees in enterprises and enterprises? The purpose is obvious: to achieve the strategic objectives of enterprises.

    Performance management system is closely related to the company's strategy, organizational structure and corporate culture.

    Quite a lot of Chinese enterprises only focus on the performance management system itself when they import and implement performance management, ignoring or even breaking the connection between performance management and other aspects of enterprises, and performance management for performance management.

    The enterprises trapped in this trap often fail to see the forest, do not use the performance management system to send complete and correct information to all employees of the enterprise: what is the enterprise's < a href= "http://www.91se91.com/news/index_cj.asp > > the strategic goal < /a > what is the realization of the strategic goal? What is the concern and concern of the enterprise? What kind of behavior does the enterprise value and reward the employees and how to create value?

    Effective performance management system must be the most suitable for enterprise culture and organizational structure, convey to employees the values, vision and strategic objectives of the enterprise, describe employees' big picture to employees, and encourage all staff to achieve their vision and strategic goals.

    < /p >


    < p > < strong > misunderstandings two: copy blindly, imitate blindly < /strong > < /p >.


    < p > the management system of an enterprise must give full consideration to the characteristics, development stages, strategic objectives, staff knowledge, skills and capabilities of the enterprise.

    Regardless of enterprise {page_break} < /p >


    < p > industry's own characteristics, blindly imitate and follow the practice of other enterprise management can only lead to acclimatization.

    The performance management practice of an enterprise may help the enterprise to create value, but it does not necessarily help another enterprise to create value.

    Even if two enterprises produce the same product or provide the same service, in the same area, employees speak the same language or dialect, there will be differences between the two enterprises.

    In real life, many enterprises carry out "bringing in doctrine", such as bringing out the performance management form and performance evaluation scoring method of other enterprises, especially those with outstanding performance, or modifying them slightly or creating them in the original way.

    In particular, the popular practice of "best practices" has been popular, and many consulting firms have helped to make many managers eager to improve their performance and do not know where to start.

    As we all know, there is no "best practice" in management, only the practice of "best fit".

    Similarly, in the performance management, only by fully diagnosing the development status, strategy and business objectives, values, and corporate culture of the enterprises can we find the right solution to the problem and find a golden mean to solve the problem of the performance of the enterprise.

    < /p >


    < p > < strong > misunderstanding three: performance appraisal, less performance management < /strong > < /p >


    < p > performance management is a system, including four stages: performance plan, performance feedback, performance appraisal, performance motivation and development.

    However, the unfortunate reality is that many local enterprises pay more attention to performance appraisal, while ignoring other links of performance management, especially performance feedback.

    Performance appraisal is only one part of the performance management process.

    It is absurd to pay attention to the examination and ignore the performance management as a student cares only about the test results while neglecting the usual learning and knowledge improvement.

    Performance management is a dynamic process. It sets performance goals through performance plans and clearly identifies incentives to achieve goals.

    Defining employees' behavior through goal management, clear objectives and pparent incentive system enable employees to know clearly what kind of effort and results they will get.

    However, in the process of implementation, whether or not the goal can be achieved depends on many factors.

    The effort and input of employees, knowledge and ability of employees, working environment, obstacles in organization and lack of resources will restrict the achievement of performance goals.

    From an enterprise perspective, we should continuously track and pay attention to the performance of employees during the performance cycle, and help employees achieve their goals through feedback, guidance, training, clear barriers to performance in the organization, and support.

    The role of a manager is not to set goals, but to stand aside, but to be a consultant, coach and logistics supervisor.

    Performance evaluation and performance incentive (Bonus) completion is not the end of the performance management cycle.

    In order to achieve and improve future performance, managers should work out staff training and development plans together with employees to improve their knowledge, skills and competencies through individual autonomous learning, on-the-job guidance and training, job mobility, and participation in internal and external training courses.

    < /p >


    < p > < strong > misunderstanding four: emphasize personal performance management, neglect overall performance management of enterprises < /strong > < /p >


    < p > the main idea of performance management is the achievement of enterprise strategy and business goal. The means is to achieve the overall goal of the enterprise through the realization of individual goals.

    However, in the reality of management, managers tend to put the cart before the horse.

    They pay more attention to the management of employees' personal performance, despise or even ignore the overall performance management of enterprises.

    In fact, the overall performance management of enterprises is the key that managers should pay attention to. The performance management of employees is {page_break} < /p >


    < p > reason is a tool and process.

    A beverage company originally only assessed the personal performance of employees, but did not start with the overall performance of the enterprises. The result is obvious: employees' good performance can not bring about excellent business performance.

    High performance enterprises often have a performance management committee, which is led by the top management of the enterprise. Its members include the heads of planning, finance, human resources and other departments. Their tasks are to ensure that the enterprise's strategy and < a href= "http://sjfzxm.com/DESIGN/designer/index.asp" > business objectives < /a > can be decomposed into employees' layers, so that the workers' goals and enterprise goals are in harmony, not only managing staff's performance, but also organically linking the performance of the whole team, departments and enterprises, and well managed.

    < /p >


    < p > < strong > misunderstanding five: simplifying performance appraisal < /strong > < /p >


    < p > many enterprises simplify the objectives and purposes of performance appraisal.

    For them, assessment = score = bonus, that is, performance appraisal is used to score employees' performance, then the performance scores are mechanically linked to salaries, especially employees' monthly, quarterly, half yearly or annual bonus.

    It is not wrong to link the examination results directly with salary, and it should also be strengthened and popularized in Chinese enterprises.

    However, the goal of performance appraisal is multiple, and the results of assessment should be widely used in the recruitment, training and development, promotion and other human resource management systems.

    Through performance appraisal, we find that the employees recruited by enterprises are the real talents needed by enterprises to achieve their strategic goals. Through performance appraisal, we find out the gap between the knowledge and skills of employees and the knowledge and skills needed by enterprises to achieve their strategic goals, so as to formulate training and development plans; through performance appraisal, we not only encourage them through financial means, but also encourage rewards and punishing laziness, and encourage them through other ways, such as public praise and promotion.

    < /p >


    < p > < strong > misunderstanding six: one-sided pursuit of assessment indicators < /strong > < /p >


    < p > performance indicators should be quantified to avoid subjective bias, which is good news.

    However, although China's traditional culture emphasizes moderation, it does not go to extremes.

    However, in practice, managers of enterprises tend to move from one extreme to another.

    In the past, the performance of enterprises and employees was not assessed, or even the assessment was based on subjective judgment, and human factors accounted for a large proportion.

    After the introduction of Western management concepts into China, business managers recognize the drawbacks of traditional performance evaluation methods and pursue all measurable indicators to quantify.

    In fact, not all performance indicators need to be quantified. Management is both a science and an art.

    Blindly pursuing the measurement index quantifies the idea that managers in Chinese enterprises do not want to face their employees directly because of cultural factors, especially those with poor performance, unwilling to provide negative feedback.

    At the same time, blindly pursuing all indicators can also reflect the mistrust of the senior managers of enterprises, especially the owners of private enterprises, to the middle managers' ability to perform performance appraisal.

    Many private enterprise executives lack confidence in their subordinates, and some even doubt their ability to judge.

    Therefore, they hope that all the indicators will be energized, and the result of the assessment can be generated through system software.

    < /p >


    < p > < strong > misunderstanding seven: after the establishment of the performance system, once and for all, < /strong > /p >


    < p > performance management system is not a static, rigid system.

    The establishment of performance management system is not equal to management work once and for all.

    Except {page_break} < /p >


    < p > the management system, especially the inherent shortcomings of the performance management tools, constantly changing new economic, political, technological and social environment, which brings new requirements to the performance management of enterprises, and brings new opportunities.

    Throughout the history of the evolution of performance management theory and practice, we can find that the theory of performance management is constantly innovating, and the practice of performance management is constantly evolving.

    From Taylor's theory of scientific management and Huo business experiment to the goal management, key performance indicators and the global economic value added and balanced scorecard put forward by management guru Drucker, western management scholars and practitioners of business management have never stopped exploring and improving performance management.

    Moreover, whether a performance management practice is suitable for an enterprise, in the management practice, what kind of revision should be made for the special culture of the enterprise, how to exploit the length of various performance management tools for the enterprise is a problem that must be considered and solved by the management personnel, especially the senior managers.

    Today's Chinese business managers have given the right answer to the Hamlet classic problem of "do or not" performance management. After importing and establishing the performance management system of the enterprise, we must constantly consider, explore and try other Hamlet performance management problems such as "change or not change", "abandon or not abandon".

    < /p >


    < p > < strong > misunderstanding eight: ignore performance feedback < /strong > < /p >


    < p > the most fundamental goal of performance management is to continuously improve the performance of employees and enterprises and establish lasting competitive advantages in the increasingly competitive environment.

    Therefore, in the process of performance management, performance feedback is a more important link.

    Ignoring the performance feedback link, the thinking and practice of performance management statically treat the enterprise's continuous improvement and enhancement of lethality.

    < /p >


    < p > employee's personal performance determines the overall performance level of the enterprise.

    Performance feedback is not required when staff performance problems arise.

    Employees do best when they have clear performance goals and often receive feedback.

    Only by continuously improving and improving employee's personal performance can we achieve the overall goal of the enterprise.

    Does the employee perform routine work in accordance with the established work objectives and standards in the work process? Is there any deviation from the booking track? The management has the responsibility to track in the daily work process. It is found that the performance problem should be put forward immediately to employees, together with employees to discuss solutions, and provide spiritual and material support for improving the performance level of employees.

    Timely, specific and frequent feedback can help employees maintain good performance levels and improve performance to meet the requirements of enterprises.

    To help employees overcome performance barriers, improve their work skills and enhance their confidence in work, such as improving the environment that affects employees' personal ability, providing training and guidance, and providing working equipment support, so as to achieve or exceed the established goals.

    < /p >


    < p > as mentioned above, in many enterprises, effective performance feedback is not only ignored, but also deliberately ignored or avoided.

    China's traditional culture pays attention to face. People are willing to speak good words face to face, providing negative feedback is embarrassing for providers and recipients.

    In order to solve this problem, enterprises should set up an open, frank, and non performance culture on the one hand. They should also provide managers with training in performance feedback, improve their ability to provide performance feedback, and better face performance workers with problems.

    {page_break} < /p >


    < p > < strong > misunderstanding nine: pursue goal setting magic cube < /strong > /p >


    < p > performance goal setting is the first step in the performance management process.

    A good performance goal should be specific, measurable, implementations, work-related and timed.

    In order to make performance goals the goal of the employees themselves instead of the targets imposed by the enterprises or supervisors, managers and employees should fully communicate with each other in setting goals, and reach a consensus on the goals.

    However, in the local enterprises, many managers regard goal setting as a headache.

    Therefore, they expect that the consulting company can provide a magic secret for performance setting, and do not directly face the staff, omit communication, discuss (even argue or argue), and set scientific and objective performance goals.

    < /p >


    < p > a manager of a large state-owned enterprise is deeply troubled by setting goals for performance with the managers of the subordinate enterprises.

    Managers who sit at the headquarters of a group do not know their understanding of the enterprise and the economic environment better than their subsidiaries.

    The management of the company hopes that the consulting company can help them formulate the formula that can automatically set the performance goals, so that managers do not have to play the game of cat and mouse with their subordinate business operators every year.

    < /p >


    < p > it is true that such an idea is naive and irresponsible.

    Understanding the external operation environment and internal operation characteristics of the enterprise, understanding the work of subordinates and decomposing the objectives of the enterprises into employees' work objectives are the bounden duty of managers.

    < /p >


    < p > < strong > misunderstanding ten: pursuing the exhaustion of assessment index < /strong > /p >


    < p > some business managers want to examine everything in detail. No matter what the details are, every employee should check their work, otherwise employees will be lazy and unwilling to engage in unassessed work.

    < /p >


    < p > in fact, the selection of assessment indicators must be especially careful.

    Enterprises should focus on the right performance measurement indicators for performance appraisal.

    There are many indicators that can be used for assessment. Enterprises should identify performance goals that can drive value creation and determine their impact on enterprises.

    The goal of performance management is to ensure that employees do the right thing.

    Too many assessment indicators will only distract the attention of employees, so that employees will have to "catch up with their brows and moustache".

    For enterprises, management costs.

    The indicators of every detail and detail will only increase the management cost and distract the attention of managers and employees.

    In addition, indicators should be simple and easy to understand, and complex assessment indicators will only confuse employees.

    < /p >


    < p > < strong > misunderstanding Eleven: Tools strive for novelty < /strong > < /p >


    < p > when many enterprises introduce performance management, performance management and measurement tools are innovative and complete, and one-sided performance management and measurement methods that are new and most high-performance enterprises can help their enterprises improve their performance, and completely ignore the matching degree of the enterprise management information system required by the performance measurement method.

    Economic growth value, balanced scorecard and other performance management tools need not only to implement enterprise management and information system support, but also to obtain external information.

    {page_break} < /p >


    < p > in recent years, the balanced scorecard has been popular in China and has been sought and favored by business managers.

    As we all know, the use of advanced performance management and measurement tools such as the Balanced Scorecard requires the coordination of other aspects.

    First of all, balanced scorecard is a powerful tool to link enterprise strategy and performance management, and to help enterprises successfully implement, communicate and diagnose strategies.

    Through balanced scorecard, enterprises can gradually decompose the organization's goals to departments and employees, so as to harmonized individual goals with the overall goals of departments and organizations.

    Therefore, one of the prerequisites for applying the balanced bisection card is that the enterprise must have clear strategic objectives.

    Secondly, the Balanced Scorecard contains four indicators covering 20 dimensions.

    Therefore, enterprises must have better information systems to support the tracking and measurement of measurement indicators.

    Third, the concept of Balanced Scorecard was established and developed on the basis of many years of practice in western performance management.

    It is hard to imagine that a company that has never implemented performance management and has failed to establish a culture of performance can successfully use such a complex performance measurement tool.

    The foundations of high-rise buildings can not be skipped.

    Otherwise, if the foundation is not solid, it will lead to less follow-up work and less than expected goals.

    < /p >


    < p > < strong > misunderstanding twelve: performance management is the work of human resources department < /strong > < /p >


    < p > people used to think that performance management is only the work of human resources department.

    This view is only 1/3.

    In fact, the performance of employees is related to the whole enterprise.

    Such a major task can not be handed over to the human resources department.

    Performance management should be the work shared by department managers, employees, and human resources department, although each party has different responsibilities.

    The establishment of a high-performance corporate culture is an inescapable responsibility from the company's top management to every employee. The performance management system driven by the Department of human resources and the vast majority of managers and employees is doomed to failure.

    < /p >


    < p > in the performance management, the correct management mode is that the Department Manager is responsible for the result of the performance and the human resources department is responsible for the process.

    The human resources department's responsibility is to establish a performance management system for the whole enterprise, including policies, processes and tools.

    The managers of functional departments must bear the ultimate responsibility for the performance of their departments and employees.

    A Western proverb says: if your dog does not bark, you must call yourself.

    A smart and professional manager has long realized that the achievement of his department's goals depends on the commitment and input of all employees, so he actively coordinates the performance of the management departments and employees of the human resources department.

    Employees themselves should not be spectators of performance management.

    Performance management is related to the immediate interests of employees, and employees should take an active part in every step of performance management.

    In many enterprises, performance feedback and support work and performance development are still lacking.

    In such an organizational environment, employees should take the initiative to require executives to give performance feedback and performance support, and share their personal career development goals with their supervisors.

    < /p >


    < p > practice has proved that only the managers, employees and human resources departments actively participate in the performance management to achieve the maximum goal and achieve the win-win results.

    {page_break} < /p >


    < p > < strong > misunderstanding thirteen: examination is too frequent < /strong > < /p >


    < p > since performance is so important, managers should pay no attention to performance appraisal.

    But things tend to be too much.

    In the process of consulting and training, I find that many managers want to assess employees' performance every month.

    In fact, regardless of performance management or performance appraisal, managers need to invest a lot of time and energy.

    For managers, time is the most valuable and scarce management resource.

    Too frequent assessment is more advantageous than disadvantages.

    First, if strictly implemented, it is bound to increase management costs; second, under such scarcity of management resources, too frequent assessment will inevitably lead to a mere formality.

    The best result is no positive result. The worst result is to turn performance appraisal and performance management into management bureaucracy and management jokes that managers do not want to engage in, employees feel meaningless.

    < /p >


    < p > < strong > misunderstanding fourteen: improper use of tools < /strong > < /p >


    < p > performance management and measurement need the guarantee of system, and also need the help of tools.

    In developed countries, management scholars and business managers constantly update the concept of performance management and measurement, and explore new assessment tools, such as target management, balanced scorecard, economic value added, and intellectual capital display (ICMonitor).

    < /p >


    < p > however, in many enterprises, the improper use of performance management tools is widespread, and the most serious one is the 360 degree assessment.

    The 360 degree evaluation, also known as multi angle assessment, is mainly based on feedback from superiors, subordinates, colleagues, customers, etc., to overcome the weakness of the traditional performance assessment tool, which is composed of only a single performance information collection channel and a subjective weakness.

    The results of the 360 degree assessment should be applied to staff development, promotion, performance improvement and so on.

    However, in many domestic enterprises, the 360 degree assessment result is applied to the pay connection.

    In this way, the reliability and validity of the 360 degree assessment will be greatly reduced.

    The owner of a private enterprise introduced the enterprise after having a smattering of the 360 degree assessment, and used it for the performance appraisal of the management staff, and linked it with the year-end bonus.

    The result is that employees are being criticized for their complaints. (of course, no one in the unique culture of the company dares to make public opinions). When assessing colleagues in other departments, they "leave" or "cause a stumbling block", resulting in non cooperation among departments, even hostility and mutual dismantled.

    The distortion of the 360 degree assessment can be imagined.

    < /p >


    < p > summarizes the fourteen main misunderstandings that Chinese local enterprises are easily trapped in the process of performance management.

    Using Tolstoy's famous saying, "successful management enterprises are similar, and unsuccessful enterprises have their own differences".

    One of the keys for an enterprise to continuously develop and mold the core competitiveness of enterprises and gain sustainable competitive advantage is to have a comprehensive performance management system, establish a high performance culture, and continuously improve and improve the performance of enterprises.

    From this point of view, all successful businesses are similar.

    However, even if the enterprises can attach importance to performance management from the cognition and implement performance management from the management practice, due to the above one or several main misconceptions and other misunderstandings in the introduction and implementation of performance management by Chinese local enterprises, enterprises' investment in performance management has not been properly rewarded, the expectations for performance have not been achieved, and the original intention of performance management has not been better completed.

    Enterprises that fail to achieve the required level of performance are different.

    Therefore, the managers of Chinese local enterprises still have a long way to go in performance management. They should not only have the correct understanding and determination, but also stride over all kinds of traps in performance management and implement scientific performance management.

    < /p >

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