加強珠海市中小型企業(yè)員工績效管理之研究

1、本科畢業(yè)設(shè)計（論文）外文參考文獻(xiàn)譯文及原文 學(xué) 院 經(jīng)濟管理學(xué)院 專 業(yè) 工商管理 年級班別 學(xué) 號 學(xué)生姓名 指導(dǎo)教師 年 月 日目 錄1 緒論12 績效管理未達(dá)成明顯效果幾個常見的原因22.1照搬照抄，盲目模仿22.2重績效考核，輕績效管理22.3績效管理只是人力資源管理部門的工作22.4績效管理的目標(biāo)不明確32.5績效管理體系缺乏科學(xué)性33 有效績效管理的根基43.1良好的企業(yè)文化氛圍43.2明確的戰(zhàn)略目標(biāo)定位43.3合理的組織架構(gòu)和暢通的業(yè)務(wù)流程43.4高層領(lǐng)導(dǎo)的正確引導(dǎo)和強力推動54 績效管理實施過程中應(yīng)注意的幾個問題64.1績效管理的分工與合作64.2企業(yè)績效與員工績效的整合64.

2、3績效管理既要注重結(jié)果，也要重視過程74.4業(yè)績考核與素質(zhì)評估并重74.5要有暢通的績效反饋和申訴流程8結(jié) 論9外文文獻(xiàn)原文.101 緒論績效管理在現(xiàn)代企業(yè)人力資源管理中占據(jù)核心地位，進(jìn)行有效的績效管理是提升企業(yè)的管理效能、增強企業(yè)核心競爭力的重要手段。但是，績效管理如何有效實施仍是現(xiàn)階段我國企業(yè)界非常緊迫的問題?？冃Ч芾硎瞧髽I(yè)管理者非常頭痛的一個問題，被視之為“雞肋”。筆者試圖結(jié)合近幾年人力資源管理的工作實踐，就如何深化績效管理、發(fā)揮績效管理的最大效能談幾點淺見，以期拋磚引玉。2 績效管理未達(dá)成明顯效果幾個常見的原因2.1照搬照抄，盲目模仿每個企業(yè)的績效管理體系都應(yīng)充分考慮企業(yè)自身的特點、企

3、業(yè)文化、發(fā)展階段、戰(zhàn)略目標(biāo)、員工的素質(zhì)等因素，不顧企業(yè)自身特點，盲目模仿，沿用西方或國內(nèi)某些比較成功的大型企業(yè)的管理理論和實踐，肯定會導(dǎo)致消化不良、水土不服、管理失敗。我國工業(yè)化時期短，管理理論與經(jīng)驗都比較缺乏，借鑒國外的管理理論和實踐經(jīng)驗是非常有必要的。但有些企業(yè)急于提高企業(yè)績效又不知如何著手，實行“拿來主義”，生搬硬套西方經(jīng)驗，未對企業(yè)本身的發(fā)展?fàn)顩r、戰(zhàn)略和經(jīng)營目標(biāo)、價值觀、企業(yè)文化等因素進(jìn)行充分的分析、對癥下藥，其結(jié)果必然是南轅北轍，事與愿違。2.2重績效考核，輕績效管理 績效管理是一個完整的管理系統(tǒng)，它包含了績效計劃、績效管理實施、績效評估以及反饋等四個模塊。績效考核僅僅是其中的一環(huán)，

4、當(dāng)然它是一個關(guān)鍵的一環(huán)。僅關(guān)注績效考核是管理上觀念與定位的錯誤。這涉及到企業(yè)高層管理者與人力資源管理人員對績效管理認(rèn)識的深度與廣度的問題。我們說績效管理的目的是為了提升企業(yè)的競爭力和員工的工作能力與業(yè)績，就需要了解績效管理的內(nèi)涵和流程，要注重整個管理過程的溝通與協(xié)調(diào)，關(guān)注每一個流程的落實。 僅僅關(guān)注績效考核，往往造成員工對績效管理有效性的質(zhì)疑，因為它缺少與員工的必要的溝通和人格上的尊重，因而也就達(dá)不到發(fā)揮員工的工作的積極性、主動性的目的。只注重績效考核，其結(jié)果是僅僅是填一大堆表格，流于形式，而缺乏實質(zhì)效果，被管理人員和員工視為“浪費時間”。2.3績效管理只是人力資源管理部門的工作在人力資源管理

5、部經(jīng)理的崗位說明書中，績效管理是其一項重要的職責(zé)。所以有相當(dāng)多的管理者錯誤地認(rèn)為績效管理只是人力資源管理部門的職責(zé)，而其他部門的管理者視之為“額外負(fù)擔(dān)”。當(dāng)然，人力資源部門對績效管理負(fù)有重要的責(zé)任，但第一責(zé)任人應(yīng)是各業(yè)務(wù)單元和職能部門的管理者。他們擔(dān)負(fù)著企業(yè)目標(biāo)的落實、全程的溝通、業(yè)績評估以及績效反饋等。實際工作中，人力資源管理部門在績效管理過程中承受壓力最大的部門。如何讓直線部門的經(jīng)理們接受并配合績效管理？達(dá)不到績效管理效果怎么辦？這就需要我們厘清績效管理過程中管理者的角色，要認(rèn)知每一個管理者，甚至每一個員工都是不可或缺的管理者。2.4績效管理的目標(biāo)不明確績效管理的目的是為了整個組織和員工個

6、人績效的改進(jìn)。為此目的我們不僅要對優(yōu)秀員工的業(yè)績加以褒獎，還要對員工工作上的不足進(jìn)行討論、改進(jìn)，促進(jìn)每一個員工的成長，同時把員工的成長與組織的戰(zhàn)略與經(jīng)營目標(biāo)密切結(jié)合。我們注意到有不少企業(yè)非但把績效管理僅僅定位在績效考核上，而且把績效管理的目標(biāo)局限于發(fā)獎金、調(diào)工資上。對于他們來說，“考核打分發(fā)獎金”。2.5績效管理體系缺乏科學(xué)性績效管理體系是從績效計劃、績效管理實施、績效考評、到績效反饋與改進(jìn)等幾個模塊不斷循環(huán)、不斷提升的一個閉環(huán)。績效管理的第一步驟是績效目標(biāo)的設(shè)定?？冃繕?biāo)要求滿足具體的、可衡量的、可實現(xiàn)的、及時間性的要求，并且是決定工作目標(biāo)達(dá)成與否的關(guān)鍵因素。抓不住重點，或者說目標(biāo)過于繁瑣，

7、都不利于員工和組織目標(biāo)的實現(xiàn)。績效體系的科學(xué)性還體現(xiàn)在績效溝通、績效評估結(jié)果的運用等。溝通貫穿于整個績效管理過程。良好的溝通渠道和溝通方法是實現(xiàn)績效管理的必備條件。缺乏溝通或溝通渠不暢都勢必造成管理過程的障礙和無效。而績效評估結(jié)果的落實，包括獎懲和反饋如未能恰當(dāng)?shù)剡\用，就必然影響員工對績效管理工作的積極性和信任度。3 有效績效管理的根基3.1良好的企業(yè)文化氛圍企業(yè)文化是企業(yè)的核心價值取向，它包括了鈹業(yè)的經(jīng)營管理理念、價值觀、管理模式及企業(yè)形象等等。它對企業(yè)的人力資源管理的成效有著關(guān)鍵性的影響，是績效管理的最根本的基礎(chǔ)。良好的企業(yè)文化環(huán)境主要包括：(1)企業(yè)重視員工自身的成長以及他們的工作績效，

8、而不是大棒式的或是家長式的管理方式。(2)企業(yè)有充分授權(quán)和負(fù)責(zé)任的文化。一個部門經(jīng)理要對自己的部門負(fù)全部責(zé)任，同時也要充分授權(quán)。有支配部屬、提拔部屬、決定工資漲幅、獎金分配、部屬培訓(xùn)等等到的權(quán)利。(3)企業(yè)有開放式的溝通文化。包括戰(zhàn)略目標(biāo)公開、績效公開、獎懲公開、培訓(xùn)公開等等。(4)把員工納入績效管理的主體群中。員工不僅是被考核者，也是考核者，充分發(fā)揮員工參與管理的積極性、主動性。以上企業(yè)文化要素制約著績效管理的成敗。反過來，績效管理的有效實施也會成為優(yōu)秀企業(yè)文化的一個組成部分。3.2明確的戰(zhàn)略目標(biāo)定位企業(yè)需要有一個明確的戰(zhàn)略定位，而企業(yè)的經(jīng)營管理目標(biāo)是企業(yè)戰(zhàn)略的具體化。成功的績效管理就是把企

9、業(yè)的戰(zhàn)略目標(biāo)不斷分解，通過明確的職責(zé)分工和有效的溝通手段，落實到每一位員工的行為之中。也就是說，績效管理的指標(biāo)是以企業(yè)的戰(zhàn)略目標(biāo)為依據(jù)，確立每個部門和個人的績效指標(biāo)與標(biāo)準(zhǔn)。在戰(zhàn)略導(dǎo)向的前提下，在企業(yè)的價值鏈中，各個節(jié)點（部門）的活動才能得到統(tǒng)一與有效的協(xié)調(diào)配合。沒有戰(zhàn)略、戰(zhàn)略不明確或各部門、員工不了解企業(yè)的戰(zhàn)略，績效管理就沒有明確的指向性和統(tǒng)一性，或者停留在短期或局部利益的考慮，失去了整體提高的效能。3.3合理的組織架構(gòu)和暢通的業(yè)務(wù)流程企業(yè)組織架構(gòu)的設(shè)置是以企業(yè)戰(zhàn)略能夠得以有效實施為前提的。合理的組織架構(gòu)意味著實現(xiàn)企業(yè)戰(zhàn)略的每項工作都有負(fù)責(zé)的部門，各部門之間都有明確的職責(zé)分工，且無責(zé)權(quán)的重疊。

10、業(yè)務(wù)流程暢通無阻，每一位管理者和員工都能準(zhǔn)確地認(rèn)知自己的角色，自己在企業(yè)的業(yè)務(wù)鏈、價值鏈中處于什么樣的位置，能夠為企業(yè)戰(zhàn)略的實施做出多大的貢獻(xiàn)?？冃Ч芾碇挥性诮M織架構(gòu)合理和業(yè)務(wù)流程暢通的前提下，才能實施pdca體系，才能使計劃、實施、評估、反饋的流程得以有效的落實，使員工績效和企業(yè)績效得以全面的提升。3.4高層領(lǐng)導(dǎo)的正確引導(dǎo)和強力推動當(dāng)我們認(rèn)同人力資源作為企業(yè)的主要資源，并視之為核心競爭力的重要組成部分時，那么就的充分的理由說，績效管理是企業(yè)管理的核心內(nèi)容之一。因為它不僅限決定了企業(yè)管理的成效，也直接影響到員工、特別是核心員工對企業(yè)的忠誠度，影響到人力資源管理的重要任務(wù)“留人”是否能夠達(dá)成。正

11、因為如此，高層管理者就沒有理由把這項影響全局、影響到企業(yè)核心競爭力，乃至關(guān)乎整個企業(yè)生死存亡的管理工作，僅僅交給一個部門-人力資源管理部門來完成了。事實上，人力資源管理部門作為一個職能部門對其他部門沒有指揮權(quán)和命令權(quán)，如果得不到高層領(lǐng)導(dǎo)的強力支持，人力資源經(jīng)理也只能徒喚奈何。4 績效管理實施過程中應(yīng)注意的幾個問題4.1績效管理的分工與合作前面提到過，績效管理失敗的一個重要原因是在管理過程中沒有分清各自的職責(zé)。分清職責(zé)是績效管理的組織保障。具體分工試述如下：(1)人力資源管理部門，在整個績效管理過程，是支持者和監(jiān)督者。具體職責(zé)有：設(shè)計績效評估體系；為參加績效評估的評估者提供培訓(xùn)；監(jiān)督和評價績效評

12、估體系的實施。(2)中層管理者的主要作用是分解部門承擔(dān)的組織目標(biāo)，并指導(dǎo)和幫助下屬完成計劃目標(biāo)，中層管理者是績效管理的關(guān)鍵主體。他們承擔(dān)的責(zé)任主要有：依據(jù)企業(yè)的發(fā)展戰(zhàn)略和kpi體系，明確本部門年度及季度的策略目標(biāo)和經(jīng)營管理重點；設(shè)計本部門二級kpi，從部門職責(zé)響應(yīng)企業(yè)戰(zhàn)略和一級kpi體系；組織部門績效考核；與下屬溝通確定改進(jìn)目標(biāo)與計劃。(3)高層管理者，在績效管理體中的主要職責(zé)有；明確使命與追求；確定企業(yè)戰(zhàn)略規(guī)劃；組織和設(shè)計戰(zhàn)略成功關(guān)鍵要素和財務(wù)評價標(biāo)準(zhǔn)；組織制訂企業(yè)年度經(jīng)營管策略目標(biāo)，提供資源和政策支持；組織制訂公司級的kpi體系。4.2企業(yè)績效與員工績效的整合企業(yè)整體績效包括了企業(yè)績效、團(tuán)

13、隊績效和個人績效。整體績效的全方位的提升，才能使企業(yè)的資源得到最佳的利用，使企業(yè)的核心競爭力上一個臺階。筆者認(rèn)為可以通過以下幾個方面來達(dá)成：(1)人力資源管理者參與到整個企業(yè)戰(zhàn)略規(guī)劃中，人力資源管理者可以從人力資源的角度審視企業(yè)的整體戰(zhàn)略，同時又從整體角度，把員工的績效與整體戰(zhàn)略相聯(lián)結(jié)。(2)運用平衡記分卡（bsc）原理把企業(yè)戰(zhàn)略分解為關(guān)鍵績效指標(biāo)（kpi）體系，保證企業(yè)戰(zhàn)略落實到每一位員工。(3)實現(xiàn)pdca 循環(huán)管理，達(dá)到計劃監(jiān)控考評改進(jìn)的整體過程的有效運作。良性的正向績效循環(huán)才是我們所希望的管理運行。4.3績效管理既要注重結(jié)果，也要重視過程 績效管理注重的是整個過程，它既包含了績效考核的

14、結(jié)果，也包括績效目標(biāo)的設(shè)定、績效應(yīng)用和反饋，這四個模塊缺一不可?？冃Э己说慕Y(jié)果包含了業(yè)績、效率、素養(yǎng)的提升，它當(dāng)然是企業(yè)對員工的要求，是董事會對高層管理者的要求，從大的方面來講，也是社會對企業(yè)的期望。但結(jié)果的產(chǎn)生是通過一系列的行為，通過不可少的流程來推動和促成的。在整個績效管理過程中，在明確整體目標(biāo)和各自的績效指標(biāo)的基礎(chǔ)上，對績效目標(biāo)進(jìn)行追蹤和衡量，通過持續(xù)不斷的績效溝通和績效面談確保績效的可執(zhí)行性和可達(dá)成性。從績效計劃的契約性承諾到績效評估與改進(jìn)的確認(rèn)，都不能滲透著考核與被考核者積極溝通的痕跡，并因此達(dá)成能力、素質(zhì)和業(yè)績的全方位提升。4.4業(yè)績考核與素質(zhì)評估并重 績效考評是針對企業(yè)中每個員工

15、所承擔(dān)的工作，應(yīng)用各種科學(xué)的定性和定量的方法，對員工的實際行為、工作效果及其對企業(yè)的貢獻(xiàn)或價值進(jìn)行考核和評價，是對員工的德、能、勤、績的綜合評估。我們不僅僅要注重員工業(yè)績的表現(xiàn)，對公司作出的貢獻(xiàn)，也要隨時把握員工的道德價值取向，他們的工作態(tài)度和行為表現(xiàn)。 在現(xiàn)實生活中，我們不難發(fā)現(xiàn)某些員工有才無德的現(xiàn)象。在公司未滿足某方面的要求或者認(rèn)為其他企業(yè)更有前途而跳槽時，帶走大量的客戶，甚至是某些公司的核心技術(shù)，往往造成公司重大的經(jīng)濟損失。在我國勞動法制目前仍是嚴(yán)重不健全的情況下，此等狀況相當(dāng)普遍。在員工招聘過程中，我們要注意道德品性，但我們不得不承認(rèn)，在招聘面談的很短時間內(nèi)很難發(fā)現(xiàn)人的品德如何。所以在

16、不斷循環(huán)、不斷提升的績效管理閉環(huán)中，在業(yè)績考核的同時，對員工的道德品質(zhì)、對公司的忠誠度，以及工作態(tài)度等非量化的指標(biāo)不能不予以考核和管理。4.5要有暢通的績效反饋和申訴流程績效評估結(jié)果的運用在于對員工的獎懲和績效改進(jìn)兩個方面。由于外部因素、或者是考核者與被考核者溝通不善等等原因，評估與面談往往會存在某些不足之處，在管理過程中造成直接經(jīng)濟損失成沖突是難免的，在這種情況下，暢通的績效反饋和申訴流程就起著非常關(guān)鍵的彌補作用。對于在績效管理過程中存在的不公或者有失偏頗的現(xiàn)象，極需信息的反饋，以及時平息員工的不滿，以免影響他們的工作積極性。績效管理，簡單地說就是“目標(biāo)溝通”的過程。有了明確的目標(biāo)，落實和達(dá)

17、成目標(biāo)的過程，就是持續(xù)的、不斷強化的溝通與反饋的過程?？冃Х答佋跁r間上是經(jīng)常性的。在員工短期目標(biāo)實現(xiàn)的過程中，有什么成績，能力和工作方法上存在什么缺陷，作為其主管應(yīng)應(yīng)隨時加以提醒與輔導(dǎo)。使員工能夠在工作中隨時糾正自己的缺點和努力方向，順利地達(dá)成績效目標(biāo)。而申訴流程的沒置，有助于人力資源管理部門對績效管理的監(jiān)控，有助于解決員工與主管之間的沖突，也有助于提醒主管人員加強自身的素養(yǎng)、能力，在語言和行動上也要自律，在管理過程式中要充分體現(xiàn)公平、公正的原則。結(jié) 論績效管理是一個比較復(fù)雜的系統(tǒng)工程，它既需要高層管理者提出明確的戰(zhàn)略目標(biāo)和強力的推動，也需要中層管理者以及全休整員工的共同努力，它既需要員工充分

18、理解，也需要員工的不懈努力，從工作態(tài)度、價值觀取向，工作努力的方向等等都要要隨時加以調(diào)整和提升。在企業(yè)管理方面，我國仍然沒有形成比較完整的適合我國國情的管理理論，筆者更只是一些工作上的體會，僅是一些粗淺的想法，績效管理作為一項企業(yè)管理的基礎(chǔ)性但非常重要的工作仍需我們共同探索、總結(jié)。1 introductionthe performances management occupies the core status in the modern enterprise human resources management, carries on the effective performances m

19、anagement is promotes the enterprise the management potency, the enhancement enterprise core competitive ability important method. but, how did the performances manage effectively implement were still the present stage our country enterprise extremely urgent problem. the performances management is a

20、n enterprise super in ten dent unusual headache question, is regarded it is the weak. the author attempts to unify in recent years the human resources management working practice, how deepens the performances management, the display performances management biggest potency discussed several humble op

21、inions, to the time offer a few ordinary introductory remarks so that others may offer their valuable ideas.2 common reasons why the performances management has not achieved the tangible affect several 2.1 imitates copies verbatim, blind imitationeach enterprises performances management system all s

22、hould fully consider enterprise own characteristic, enterprise culture ,development phase, strategic target, staffs factor and so on quality ,does not give a thought to the enterprise own characteristic, the blind imitation, continues to use the west or domestic certain compares the successful major

23、 industry the management theory and the practice, definitely can not good cause the digestion, to be unaccustomed to the climate, the management defeat.our country industrialization time short, manages the theory and the experience all quite is deficient, profits from the over seas management theory

24、 and the experience extremely has the necessity. but some enterprises eagerly enhance the enterprise performances not to know how begins, the implementation brings the principle, copies mechanically and applies slavishly the western experience, not to enterprise factor and so on itself development c

25、ondition, strategy and management goal, values, enterprise culture carries on the full analysis, acts appropriately to the situation, its result inevitably is defeats the purpose, is contrary to what expects.2.2 heavy performances inspection, light performances managementthe performances management

26、is a complete management system management system; it has contained the performances plan, the performances management implementation, the performances appraisal as well as the feedback and so on four modules. the performances inspection merely is a link; certainly it is an essential link. only pays

27、 attention to the performances inspection is manages the idea and the localization mistake . this involves to the enterprise high level super in ten dent sand the human resources administrative personnel to the performances management understanding depth and the breadth question.we said the performa

28、nces management the goal is for promote the enterprise the competitive ability and staffs working ability and the performance, needs to understand the performances management the connotation and the flow, need to pay great attention to the entire management process the communication and the coordina

29、tion, pays attention to each flow the realization. merely pays attention to the performances inspection, often creates the staff to the performances management valid question, because it lacks with in staffs necessity communication and the personal it respect, thus also could not achieve displays st

30、affs work enthusiasm, the initiative goal. only pays great attention to the performances inspection, its result is merely fills in a big pile of form, becomes a mere formality, but lacks the substantive effect, regards as by the administrative personnel and the staff wastes the time.2.3performances

31、management is only the human resources control sections workin the human resources management department managers post instruction booklet, the performances management is its important responsibility. therefore has quite many superintendents wrongly to think the performances management is only the h

32、uman resources control sections responsibility, but other departments superintendents regard it are the extra burden. certainly, the human resources department has the important responsibility to the performances management, but the first responsibility person should be various services unit and the

33、 function departments superintendent. they are shouldering the business goal realization, the entire journey communication, the performance appraisal as well as the performances feedback and so on.in the practical work, the human resources control section withstands the pressure biggest department i

34、n the performances management process. how lets the straight line department managers accept and the coordinate performances management? could not achieve how the performances management effect does manage? this needs in our thousandth of a yuan clear performances management process superintendents

35、role, wants the cognition each superintendent, even each staffs all are the indispensable superintendent.2.4 performances management goal is not clear aboutthe performances management goal is for the entire organization and the staff individual performances improvement. we not only must perform for

36、this goal to the outstanding staffs performance to award, but also must work on insufficiency to the staff to carry on the discussion, the improvement, promotes each staffs growth, simultaneously staffs growth and organizations strategy and management goal close union.we note have many enterprises n

37、ot only merely to locate the performances management in the performances inspection, moreover limits the performances management goal to sending the bonus, in the accent wages. as for them that, the inspection = hits the minute = today out the bonus.2.5 performances management system lacks the scien

38、tific naturethe performances management system is from the performances plan, the performances management implementation, the performances examination and critique, a closed loop which and so on several modules unceasingly circulates to the performances feedback and the improvement, unceasingly prom

39、otes. the performances management first step is the performances goal hypothesis. the performances goal request satisfies concrete, may weigh, may realize, and the timely request, and is decided the work goal achieves or not key aspect. cannot hold the key point, or said the goal too is tedious, is

40、all disadvantageous to the staff and the organization goal realization.the performances system scientific nature also manifests in the performances communication, the performances appraisal result utilization and so on. the communication passes through to entire performances management process. the

41、good communication channel and the communication method realize the performances management necessary condition. will lack the communication or the ditch canal impeded all inevitably creates the management process the barrier and is invalid. but the performances appraisal result realization, like ha

42、s not been able appropriately to utilize including the rewards and punishment and the feedback, the necessity affects the staff to the performances supervisory work enthusiasm and the confidence level.3 effective performances management foundation3.1 good enterprise culture atmospherethe enterprise

43、culture is enterprises core value orientation; it has included acupuncture needle industry management idea, values, and management pattern and enterprise image and so on. it has the crucial to enterprises human resources management result influence, is the performances management most basic foundati

44、on. the good enterprise culture environment mainly includes:1. this enterprise takes the staff own growth as well as their work performances, but is not the big stick -like perhaps guardians -like management way;2. this enterprise has the full authorization and the responsible culture. a department

45、manager must to from already the department takes the complete responsibility, simultaneously also must fully be authorized. has the control subordinate, promotes the subordinate, the decision wages increase scope, the bonus assignment, subordinate training and so on the right which arrives.3. this

46、enterprise has the open style communication culture. including the strategic target public, the performances public, the rewards and punishment public, training is public and so on.4. bring employers into line with the staff the performances management in the main body group. the staff not only is b

47、y the inspection, also is the inspection, fully displays the staff to participate in the management the enthusiasm, the initiative.above the enterprise culture essential factor is restricting the performances management success or failure. in turn, the performances management effective implementatio

48、n also can become the outstanding enterprise culture a constituent.3.2 explicit strategic target localizationthe enterprise needs to have an explicit strategic localization, but enterprises management goal is the enterprise strategy concrete application. the success performances management is unceas

49、ingly decomposes enterprises strategic target, through the explicit responsibility division of labor and the effective communication method, carries out in each staffs behavior. in other words, the performances management target is take enterprises strategic target as the basis, establishes each dep

50、artment and individual performances target and the standard. in under strategic guidance premise, in enterprises value chain, each pitch point (department) the activity can obtain unified and the effective synchromesh.does not have the strategy, the strategy not to be clear about or various departme

51、nts, the staff did not understand the enterprise the strategy, the performances management does not have explicit the unity, or pauses in short-term or the local interest consideration, has lost the potency which the whole enhances.3.3 reasonable organization overhead construction and unimpeded serv

52、ice flowthe enterprise organizes the overhead construction the establishments can be able effectively to implement take the enterprise strategys the premise. the reasonable organization overhead construction meant the realization enterprise strategy each work all has the responsible department, betw

53、een various departments all has the explicit responsibility division of labor, also non- responsibility power overlapping. the service flow unimpeded is unimpeded, each superintendent and the staffs all can accurately the cognition role, own in enterprises service chain, the value chain be in any ty

54、pe the position, can make the big contribution for the enterprise strategy implementation.the performances management only has in the organization overhead construction is reasonable and under the service flow unimpeded premise, can implement the pdca system, can enable the plan, the implementation,

55、 the appraisal, the feedback flow the effective realization, causes the staff performances and the enterprise performances can the comprehensive promotion.3.4 high level leaders correct guidance and force impetuswhen we approve the human resources to take when the enterprise the main resources, and

56、regards it for the core competitive ability important constituent, then on the full reason said that, the performances management is one of business management core contents. because it not only limited has decided the business management result, also directly affected the staff, specially is the core staff to enterprises loyalty, affected keeps the person to the human resources management important task whether could achieve.because of this, the high level superintendent does not have the reas