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AssessmentandDevelopmentofHRMforHT

AssessmentandDevelopmentof11. Identifythemajordeterminantsofindividualperformance.2. Discussthethreegeneralpurposesofperformancemanagement.Identifythefivecriteriaforeffectiveperformancemanagement.Discussthefourapproachestoperformance,thespecifictechniquesusedineachapproach,andthewaytheseapproachescomparewiththecriteriaforeffectiveperformancemanagementsystems.5. Choosethemosteffectiveperformancemeasurementapproachforagivensituation.1. Identifythemajordetermi26. Discusstheadvantagesanddisadvantagesofthedifferentsourcesofperformanceinformation.7. Choosethemosteffectivesource(s)forperformanceinformationforanysituation.8. Distinguishtypesofratingerrorsandexplainhowtominimizeeachinaperformanceevaluation.9. Identifycharacteristicsofaperformancemeasurementsystemthatfollowslegalguidelines.10. Conductaneffectiveperformancefeedbacksession.6. Discusstheadvantagesand3SituationalConstraints-Culture-EconomicconditionsObjectiveResultsIndividualAttributes(skills,abilities)IndividualBehaviorsOrganizationalStrategyLong&ShorttermgoalsandvaluesAnOrganizationalModelofPerformanceManagementSituationalObjectiveIndividual4WhatShouldManagementAppraise?TraitsTaskOutcomesBehaviorsWhatShouldTraitsTaskBehavior5Thepurposesare:StrategicAdministrativeDevelopmentalPurposesofPerformanceManagementThepurposesare:PurposesofP6PurposesofPerformanceManagementPurposesofPerformanceManage7PerformanceAppraisalPURPOSE:BASISFORCOMPARISON:APPRAISALTECHNIQUE:ROLEOFMANAGER:DevelopmentalAdministrativeImprovePerformanceInformationfor:payincreasespromotionsterminationsAbsoluteStandardRelativeStandardResults-OrientedBARSRatingScaleCounselorJudgePerformanceAppraisalPURPOSE:B8StrategicCongruenceValidityReliabilityAcceptabilitySpecificityPerformanceMeasuresCriteriaStrategicCongruencePerformanc9JobPerformanceMeasure:

Contamination,ValidityandDeficiencyJobPerformanceMeasureActualJobPerformanceContaminationValidityDeficiencyJobPerformanceMeasure:

Conta10AcceptabilityAffectedbyThreeCategoriesofPerceivedFairnessProceduralInterpersonalOutcomeAcceptabilityProceduralInterpe11PerformanceMeasurementApproachesComparativerankingforceddistributionpairedcomparisonAttributegraphicratingscalesmixedstandardscalesBehavioralcriticalincidentsBARS,BOS,andOBMassessmentcentersResultsMBO_ProMESTheQualityApproachPerformanceMeasurementApproa12

ApproachestoMeasuringPerformanceApproachestoMeasuring13ComparisonofApproachestoPerformanceMeasurementApproachStrategicCongruenceValidityReliabilityAcceptabilitySpecificityComparativeAttributeBehavioralResultsTQMpoorLowLowverylowverylowLowModestModestmoderategoodveryhighhighhighhighhighhighhighhighhighhighhighveryhighhighveryhighpoorComparisonofApproachestoPe14WHO:SourceforPerformanceMeasuresSupervisorsPeersSubordinatesSelfCustomersWHO:SourceforPerformanceMe15ErrorsinPerformanceMeasurementRaterErrorsSimilartomeContrastDistributionalerrorsHalos/HornsErrorsinPerformanceMeasurem16ReducingRaterErrorTwoApproaches:RaterErrorTrainingRaterAccuracyTrainingReducingRaterErrorTwoApproa17ImprovingPerformanceFeedbackGivefeedbackfrequentlyCreatetherightcontextforthediscussionHaveemployeedoself-evaluationbeforesessionEncourageparticipationduringsessionPraiseeffectiveperformanceFocusonsolvingproblemsFocusfeedbackonbehaviororresultsMinimizecriticismSetspecificgoalsandadatetoreviewprogressImprovingPerformanceFeedback18ManagingthePerformanceofMarginalEmployeesSolidPerformershighabilityandmotivationmanagersshouldprovidedevelopmentopportunitiesMisdirectedEffortlackofabilitybuthighmotivationmanagersshouldprovideskilldevelopmentactivitiessuchastrainingUnderutilizershighabilitybutlackmotivationmanagersneedtoconsideractionsthatfocusoninterpersonalproblemsorincentivesDeadwoodlowabilityandmotivationmanagerialaction,outplacement,demotion,firing.ManagingthePerformanceofMa19LegalRequirementsof

PerformanceManagementSystemsConductavalidjobanalysisrelatedtoperformanceBasesystemonspecificbehaviorsorresultsTrainraterstousesystemcorrectlyReviewperformanceratingsandallowforemployeeappealProvideguidance/supportforpoorperformersUsemultipleratersLegalRequirementsof

Performa20EquityTheoryonPaymentOUTCOMEINPUTS<=>thesame,moreorless?OUTCOMEINPUTSPay,benefits,opportunities,etc.effort,ability,experienceetc.EquityTheoryonPaymentOUTCOM21高科技人力資源績效考核管理P324課件22AssessmentandDevelopmentofHRMforHT

AssessmentandDevelopmentof231. Identifythemajordeterminantsofindividualperformance.2. Discussthethreegeneralpurposesofperformancemanagement.Identifythefivecriteriaforeffectiveperformancemanagement.Discussthefourapproachestoperformance,thespecifictechniquesusedineachapproach,andthewaytheseapproachescomparewiththecriteriaforeffectiveperformancemanagementsystems.5. Choosethemosteffectiveperformancemeasurementapproachforagivensituation.1. Identifythemajordetermi246. Discusstheadvantagesanddisadvantagesofthedifferentsourcesofperformanceinformation.7. Choosethemosteffectivesource(s)forperformanceinformationforanysituation.8. Distinguishtypesofratingerrorsandexplainhowtominimizeeachinaperformanceevaluation.9. Identifycharacteristicsofaperformancemeasurementsystemthatfollowslegalguidelines.10. Conductaneffectiveperformancefeedbacksession.6. Discusstheadvantagesand25SituationalConstraints-Culture-EconomicconditionsObjectiveResultsIndividualAttributes(skills,abilities)IndividualBehaviorsOrganizationalStrategyLong&ShorttermgoalsandvaluesAnOrganizationalModelofPerformanceManagementSituationalObjectiveIndividual26WhatShouldManagementAppraise?TraitsTaskOutcomesBehaviorsWhatShouldTraitsTaskBehavior27Thepurposesare:StrategicAdministrativeDevelopmentalPurposesofPerformanceManagementThepurposesare:PurposesofP28PurposesofPerformanceManagementPurposesofPerformanceManage29PerformanceAppraisalPURPOSE:BASISFORCOMPARISON:APPRAISALTECHNIQUE:ROLEOFMANAGER:DevelopmentalAdministrativeImprovePerformanceInformationfor:payincreasespromotionsterminationsAbsoluteStandardRelativeStandardResults-OrientedBARSRatingScaleCounselorJudgePerformanceAppraisalPURPOSE:B30StrategicCongruenceValidityReliabilityAcceptabilitySpecificityPerformanceMeasuresCriteriaStrategicCongruencePerformanc31JobPerformanceMeasure:

Contamination,ValidityandDeficiencyJobPerformanceMeasureActualJobPerformanceContaminationValidityDeficiencyJobPerformanceMeasure:

Conta32AcceptabilityAffectedbyThreeCategoriesofPerceivedFairnessProceduralInterpersonalOutcomeAcceptabilityProceduralInterpe33PerformanceMeasurementApproachesComparativerankingforceddistributionpairedcomparisonAttributegraphicratingscalesmixedstandardscalesBehavioralcriticalincidentsBARS,BOS,andOBMassessmentcentersResultsMBO_ProMESTheQualityApproachPerformanceMeasurementApproa34

ApproachestoMeasuringPerformanceApproachestoMeasuring35ComparisonofApproachestoPerformanceMeasurementApproachStrategicCongruenceValidityReliabilityAcceptabilitySpecificityComparativeAttributeBehavioralResultsTQMpoorLowLowverylowverylowLowModestModestmoderategoodveryhighhighhighhighhighhighhighhighhighhighhighveryhighhighveryhighpoorComparisonofApproachestoPe36WHO:SourceforPerformanceMeasuresSupervisorsPeersSubordinatesSelfCustomersWHO:SourceforPerformanceMe37ErrorsinPerformanceMeasurementRaterErrorsSimilartomeContrastDistributionalerrorsHalos/HornsErrorsinPerformanceMeasurem38ReducingRaterErrorTwoApproaches:RaterErrorTrainingRaterAccuracyTrainingReducingRaterErrorTwoApproa39ImprovingPerformanceFeedbackGivefeedbackfrequentlyCreatetherightcontextforthediscussionHaveemployeedoself-evaluationbeforesessionEncourageparticipationduringsessionPraiseeffectiveperformanceFocusonsolvingproblemsFocusfeedbackonbehaviororresultsMinimizecriticismSetspecificgoalsandadatetoreviewprogressImprovingPerformanceFeedback40ManagingthePerformanceofMarginalEmployeesSolidPerformershighabilityandmoti

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