獲取競爭優(yōu)勢的人力資源管理之六ppt課件

1、獲取競爭優(yōu)勢的人力資源管理之六Human resource management gaining a competitiveness advantage.Performance management績效管理 when you finish studying this chapter, you should be able to:Develop, evaluate and administer 4 performance appraisal tools掌握4種績效評價工具List and discuss the pros and cons of performance appraisal met

2、hods 列舉討論績效評價方法的優(yōu)缺陷Explain the problems to be avoided in appraising performance績效果評價過程中易出現(xiàn)的難題Hold on effective appraisal interview績效反響面談 .Case analysis 1: 飛龍航空食品公司 李為是飛龍航空食品公司的地域總經(jīng)理，擔(dān)任該職快要有一年了。他分管10家食品供應(yīng)站，每站有一名經(jīng)理擔(dān)任。在這些經(jīng)理中，老鄭最有特征，他擅長和他注重的人交道， 留意和下屬和客戶搞好關(guān)系，他的客戶都是“鐵桿的，很少轉(zhuǎn)向飛龍的對手去訂航空食品。老鄭性格豪爽，最喜歡卷起袖字向部下展

3、現(xiàn)如何制造航空食品新菜倄。不過老鄭由于不留意飲食安康，患了心血管和膽囊結(jié)石，今年曾經(jīng)請了一個月的假。此外，老鄭也最愛表現(xiàn)本人，他向李為報告本人功績的次數(shù)大大超越其他9位經(jīng)理的總和，這一點讓李為感到有些不快。 由于業(yè)務(wù)的擴展，盛傳李為要添一名副手， 老鄭自認鶴立雞群，曾經(jīng)公開說這職務(wù)非他莫屬，李為聽了覺得兩人風(fēng)格太懸殊，假設(shè)讓老鄭當(dāng)副手，真叫他受不了。 年終考績到了，如何給老鄭打分10分，5 個等級，從最優(yōu)到最差讓李為犯難：打高了老鄭更以為提副手非他莫屬， 打低了他準會鬧起來。思索再三，李為給老鄭總體考績打了一個6分，他覺得這有充分理由：他病了一個月，但他知道這分數(shù)遠低于鄭本人的期望值。李為開場

4、著手給老鄭各個考評維度的分項打分，并預(yù)備著如何跟老鄭面談，向他傳達所給的考績結(jié)果。問題：李為回老鄭的考評合理嗎？老鄭不服氣能否有充分理由？ 飛龍公司考績制度有何需求改良的地方？.Case analysis 2: The problem of the 360 feedback 提升績效考核的困難第一鋼鐵廠副廠長理唐枚， 現(xiàn)年39歲，他80年代畢業(yè)于東北鋼鐵學(xué)院黑色冶金系， 不斷在鋼鐵廠任務(wù)，從車間到科室都干過，是一位有閱歷的冶金工程師。 他為人聰明好學(xué)，對新事物敏感，在任務(wù)中逐漸顯示出管理人才。在升任運營副廠長以前，他曾經(jīng)在多種職能部門任務(wù)過。今年年10月，總公司有意要將唐枚升任為公司副總經(jīng)理，

5、為此對他進展了全面的考核。新世紀新干法，總公司人事部采用了國際通行的360度績效考評法，參與考核的有他的上級， 同事，下級以及和鋼鐵廠有業(yè)務(wù)往來的單位指點，可以說是非常全面，大家都填了一份問卷表，然而考核的結(jié)果，出乎總公司人事部的不測，各方面的意見很不一致，對某些維度的評價還非常矛盾，這使人事部感到為難，如何寫出一份能代表各方面意見的綜合評定書呢？問題：呵斥意見不一致的要素能夠有哪些？ 如何對待360度績效考評法？.1.Basic Conception of Performance績效評價的根本概念1.1 Definition of performancePerformance apprais

6、al績效評價Performance feedback績效反響Performance management 績效管理 確保員工任務(wù)表現(xiàn)和任務(wù)績效和組織目的相一致而進展的管理活動。Performance culture 績效文化 以績效評價為倒行導(dǎo)向的企業(yè)共有價值觀。.1.2 Performance management in the organization 組織績效管理模型 .1.3 The purposes of the performance management績效管理目的 “we can change a lot of people just a little and we belie

7、ve that overall organizational effectiveness will be improved-BrackenStrategic 戰(zhàn)略目的Management 管理目的Developmental 開展目的.Purpose of performance appraisal 績效評價的目的Decision making管理目的 Development開展目的Organization ParticipantCore competencies Job-specific competenciesEncourage between-person Encourage within

8、-person competitive ranking of skillsRequired VoluntaryRequired sharing results with Discourage sharing results ratersTypical uses are :performance Typical uses are : employee management, succession planning career planning, training staffing, pay.1.4 performance standards 績效評價的規(guī)范Strategic accordanc

9、e 戰(zhàn)略一致性Reliability信度Validity效度Acceptance 可接受性Clarity 明確性.The Reliability of 360 feedback Real changes in ratees behavior in the intervening time and raters change in the attitude,knowledge, opportunity to observe.被評價者和評價者的變化Measures of Inter-consistency對要素評價的內(nèi)部一致性instrument fault評價工具的模糊性The way rate

10、rs interpret and use the rating scale 對評價等級的解釋運用的一致性Inter-rater agreement評價群體內(nèi)部一致性Agreement between rating sources評價群體之間的一致性.Contaminate and fault in the performance appraisal systemAppraisal system true performance contamination validity Miss out.1.5 steps in appraising performance 績效評價步驟Define the

11、 job 任務(wù)界定Appraise performance 績效評價Provide feedback 績效反響.2. Appraise Performance approaches 績效評價方法Comparison 比較法paired comparison 配對比較法alternation ranking 排序法forced distribution 強制分配法Trait approach 特性法Graphic rating scale 圖尺度評價法Result approach 結(jié)果法Management by objectives目標管理 法 Behavior approach 行為法Cr

12、itical incident approach關(guān)鍵事件法Behavior anchored rating scale行為錨定等級評價法Behavior observation scales 行為觀察評價法Quality approach 質(zhì)量法Process flow analysis流程分析Cause-and effect diagram因果圖Pareto chart 帕累托圖Control charts 控制圖histogram直方圖Scatter grams 散點圖.2.1 comparison approach比較法(1) paired comparison methods 配對比較

13、法Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair.將每一位員工的特質(zhì)和任務(wù)群體一切其他成員進展一對一的比較， 并指出配對比較中較好的一位。.FOR THE TRAIT FOR THE “QUALITY OF WORK “CREATIVITYMEN RATED MEN RATEDAs compared toABCDEAs compared toABCDEA

14、+-A-B-B+-+C-+-C+-+D+-+D+-+-E+-E+-+.2.2 Trait approach 特性法Graphic rating scale technique圖尺度評價法Graphic rating scale.圖尺度評價法 A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her level of performance

15、for each trait.列舉出績效評價要素， 從每一項評價要素找出最能符合員工績效情況的分數(shù)，.Score-rating FactorUnsatisfactory Fair GoodSuperiorExceptionalQuality質(zhì)量Quantity數(shù)量Required supervision獨立性Attendance勤勉性Conservation勤儉性.2.3 Behavior approach 行為法 Critical Incident Approach關(guān)鍵事件法Critical incident approach. Keeping a record of uncommonly

16、good or undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times. 管理者將每一位雇員在任務(wù)活動中所表現(xiàn)出來的特別好的或壞的有效績效和無效績效記錄下來，然后和員工共同審查它。.2Example of critical incidents for the an assistant plant manager 對廠長助理的績效評價Continuing Duties負有的職責(zé)Targets目標Critical Inci

17、dents關(guān)鍵事件Full utilization of personnel and machinery in plant, orders delivered on timeMinimize inventory costs while keeping adequate supplies on handInstituted new production and scheduling system ,decreased late orders by 10% last month increased machine utilization in plant by 20%,last month.投入產(chǎn)

18、出指標 李曉月章虹飛年銷售額（元）1，400，0001，100，000年工作天數(shù)（天）210225同客戶交流次數(shù)（次）12001500定單數(shù)（單）480750銷售費用（元）1900014900每天客戶交流平均數(shù)（次）5。76。7每次交流所得平均定單數(shù)（%）40%50%每單平均銷售額（元）2，9161，496每次交流平銷售費用（元）15。839。93每個定單平均銷售費用（元）39。5819。86銷售費用占銷售額的百分比1。35%1。35%.排序因素趙錢孫李王總銷售額12345新客戶銷售額53421完成銷售額指標情況54213平均每定單銷售額51432同客戶交流次數(shù)25134平均每次交流完成定單數(shù)

19、42531毛利率51342銷售費用43512新客戶數(shù)14253發(fā)出項目建議書份數(shù)43152總分數(shù)3628303125.2.4 result approach 結(jié)果法 Management by Objectives(MBO)approach 目的管理法 MBO Involves setting specific measurable goals with each employee and then periodically discussing his or her progress toward these goals. 與每一位員工共同制定一套便于衡量的任務(wù)目的，然后定期和他們討論目的完

20、成的情況。 MBO always refers to a comprehensive organizational goals.實施MBO要思索組織目的。.The Six Main Steps MBO 的實施步驟Set the organizations goals. 確定組織目的Set departmental goals.確定部門目的Discuss departmental goals 討論部門目的Define expected results對預(yù)期成果的界定Performance reviews任務(wù)績效評價Provide feedback提供反響 .2.5 quality approac

21、hes 質(zhì)量法Process-flow analysis流程分析Course effect diagram因果圖Pareto chart帕累托圖Control charts控制圖Histogram 直方圖Scatter grams 散點圖.Pareto chart帕累托圖.Control charts控制圖.Histogram 直方圖.2.6 Assessment on the different approaches 績效評價方法的評價methodStrategic Accord-anceValidityReliabilityAcceptanceClarity Compare-sionLVH

22、Depend on assessorMVLTraitLLLHVLBehaviorHHHMVHResultsVHHHHH for resultsqualityVHHHHH for results.3.Problems and Issues 績效評價中的問題3.1 Unclear performance standards規(guī)范不清3.2 Halo effect暈輪效應(yīng)3.3 Central tendency居中趨勢3.4 Leniency or strictness 偏松或偏緊3.5 Bias偏見.4.Appraisal Interview績效反響面談Interviews with an empl

23、oyee to make development plans. To maintain satisfactory performance if promotion is not indicated, or to correct unsatisfactory performance績效反響面談也是一項開發(fā)方案，.4.1 Main types of interview績效反響面談的類型Summary-of-performance Appraisal interview Appraisal objective(1)satisfactory-promotable (1) make development 令人稱心可提升 制定開發(fā)方案(2)satisfactory-not promotable (2)maintain performance 令人稱心不能提升本錢 維持