【課件】MBO和績效管理

MBO和績效管理績效管理的內(nèi)容有形績效無形績效任務(wù)管理個人能力提高行為模式績效？什么是績效管理流程管理人力資源管理員工組織員工發(fā)展員工激勵ContentsofPerformanceManagementTangiblePerf.IntangiblePerf.TaskManagementIndividualAbilityImprovementBehaviorModePerformanceWhat’sthePerformanceManagement?ProcessManagementHRManagementEmployeeorganizationEmployeedevelopmentEmployeeMotivation績效計劃績效輔導(dǎo)績效評估和反饋績效激勵和提升溝通溝通溝通通溝績效管理的流程:強調(diào)“績效輔導(dǎo)”和不斷的“溝通”。ProcessofPerformanceManagementEmphasizethePerformanceCoachingandcontinuouscommunicationPerformancePlanPerformanceCoachingPerformanceEvaluation&FeedbackPerformanceMotivation&ImprovementCommunicationCommunicationCommunicationCommunication上海大眾目前的績效現(xiàn)狀任務(wù)管理能力提高行為模式流程管理人力資源管理項目現(xiàn)狀后果一直強調(diào)干部的任務(wù)管理，形成較強能力未強調(diào)干部流程管理，形成能力相對薄弱未強調(diào)干部資源管理，形成能力明顯薄弱，循序漸進(jìn)的干部培養(yǎng)方式使基本能力得到保證，有提高空間沒有系統(tǒng)的倡導(dǎo)和培養(yǎng)，導(dǎo)致高效統(tǒng)一的行為模式缺乏原績效考核方案專注于“任務(wù)管理”，使得干部在此方面已經(jīng)形成較強能力。而其他方面，特別是“資源管理”水平薄弱和缺乏高效和統(tǒng)一的“行為模式”。造成如下后果： 1.資源浪費 2.勞動生產(chǎn)率不高 3.合作不暢4.員工積極性不高等CurrentPerformanceSituationinSVWTaskManagementAbilityImprovementBehaviorModeProcessManagementHRManagementProjectsCurrentSituationResultsEmphasizecadre’sTaskManagement,andformedpowerfulabilitiesnotemphasizecadre’sProcessMan.,andformedweaknessabilitiesNotemphasizecadre’sResourceMan.,andformedweaknessabilitiesBasicabilitiesassuredwithstepbystep，canbeimprovedmoreWithoutsystematicadvocatingandresultintheshortageofhighefficientbehaviormodeOriginalperformanceassessmentfocusedontaskmanagement,therefore,morepowerfulabilitieshadbeenformed.Asabouttheotheraspects,abilitiesaremoreweaknessonresourcemanagementandlackhighefficientanduniversalbehaviormode.Thefollowingresultswillbemade： 1.wasteresources 2.Lowerproductivity 3.cannotco-operationverywell, 4.Lowerenthusiasm,etc績效考核內(nèi)容任務(wù)管理能力提高行為模式流程管理人力資源管理績效管理和考評內(nèi)容12345TaskMan.AbilityImprovementBehaviorModeProcessMan.HRMan.ContentsofPerformanceManagementandEvaluation12345ContentsofPerformanceEvaluation干部年終考核科目流程管理2人力資源管理3任務(wù)管理1行為模式4能力提高5基于對現(xiàn)狀的分析，將針對干部劣勢項目【3、4】，重點培育和考核星級代表培育和考核的重要程度AspectsofcadresannualevaluationProcessMan.2HRMan.3TaskMan.1BehaviorMode4AbilityImprovement5Basedoncurrentsituationanalysis,item3and4willbeemphasizedandevaluatedforcadresweaknessaspects.Starsrepresenttheimportancelevelofassessmentandcultivation流稱管理2人力資源管理3任務(wù)管理1行為模式4能力提高5評價中心業(yè)績考核MBO6原則考核360度干部年終考核科目及其考核辦法主要領(lǐng)導(dǎo)力考核手段考核科目業(yè)績考核360度業(yè)績考核360度360度ProcessMan.2HRMan.3TaskMan.1BehaviorMode4Individualabilityimprovement5ACAchievementevaluationMBO6Principlesevaluation360DegreesAspectsandEvaluationMethodforCadre’sAnnualEvaluationLeadershipEvaluation’smethodEvaluationAspectsAchievementevaluation360DegreesAchievementevaluation360Degrees360Degrees干部年終獎結(jié)構(gòu)及其考核辦法公司獎個人獎團(tuán)隊獎根據(jù)公司經(jīng)營情況決定任務(wù)管理能力提高行為模式流程管理資源管理MBO360度考評表領(lǐng)導(dǎo)綜合評分多眼原則逐級平衡考核辦法對個別成績特別優(yōu)秀的團(tuán)隊給予的特殊獎勵鼓勵跨部門合作年終獎YearBonusandevaluationofleadershipFirmBonusPersonalBonusTeamBonusInaccordancewiththecompanybusinesssituationTaskMan.AbilityImprovementBehaviormodeProcessMan.ResourceMan.MBO360

degreesEvaluationListGeneralevaluationofleadershipMoreEyesPrincipleBalancebetweeneachlevelEvaluationMethodsTeamBonusfortheteamwithexcellentperformanceEncourageCooperationbetweendifferentapartmentsYearBonus干部年終獎考核和評定流程公司獎個人獎團(tuán)隊獎根據(jù)公司經(jīng)營情況決定任務(wù)管理行為模式流程管理人力資源管理優(yōu)秀的團(tuán)隊特殊獎勵;鼓勵跨部門合作年終獎MBO業(yè)績考核360度業(yè)績考核360度6原則考核360度40%60%業(yè)績考核x%A%MO/MC/MHB%直屬領(lǐng)導(dǎo)/MHC%直屬領(lǐng)導(dǎo)/MHD%360度人員E%直屬領(lǐng)導(dǎo)/MHF%360度人員G%MHH%直屬領(lǐng)導(dǎo)/MHI%360度人員100%EXCOM/MH100%EXCOM/MH比例評定方a%b%c%d%e%f%g%h%P%Q%R%S%EvaluationandappraisalprocessforcadresannualbonusCompanybonusIndividualBonusTeamBonusBasedonSVWoperationsituationTaskMan.BehaviorModeProcessMan.HRMan.SpecialAwardsgiventoexcellentteam,encouragemulti-divisionsco-operationAnnualBonusMBOAchievementsevaluation360DegreesAchievementsevaluation360Degreees6Principles360Degrees40%60%Achievementsevaluationx%A%MO/MC/MHB%DirectLeader/MHC%DirectLeader/MHD%360DegreesPersonnelE%DirectLeader/MHF%360DegreesPersonnelG%MHH%DirectLeader/MHI%360DegreesPersonnel100%EXCOM/MH100%EXCOM/MHProportion

Assessora%b%c%d%e%f%g%h%P%Q%R%S%干部年終獎考核.比例的確定A%、B%、C%、D%、E%、F%、G%、H%、P%、Q%、R%、S%x%

確定比例時間：實施干部年終獎考核前一個月

原因：1.新的任務(wù)、目標(biāo)及任務(wù)會隨著發(fā)展和形勢的變化而產(chǎn)生和變化2.部門之間任務(wù)的相對重要性平時很難確定g%+h%=100％c%+d%=100％e%+f%=100％a%+b%=100％p%+q%+r%+s%=100％確定內(nèi)容：1.各考核子項權(quán)重2.各考核項權(quán)重3.團(tuán)隊獎分配其中：其中：注意逐級平衡原則DeterminingtheproportionofcadresannualevaluationA%、B%、C%、D%、E%、F%、G%、H%P%、Q%、R%、S%x%

Timedeterminedin:onemonthbeforecadreevaluationimplementation

Reason:

1)Newtasks,andcurrentobjectivesandtaskswillbeadaptedonthebasis ofvariantsituation. 2)Itisverydifficulttodeterminethatrelativeimportanceoftaskexisting amongmulti-divisions.Proportio