(A) the basic connotation of performance: the concept and characteristics of performance.
(B) Performance appraisal and performance management memorization: Understand the necessity of performance appraisal: the difference between performance appraisal and performance management Purpose and application of performance management: an effective performance appraisal system standards the content of performance appraisal.
(3) Application of performance appraisal methods: self-report, ranking, scale, critical event, behavior anchor evaluation, 360-degree evaluation and balanced scorecard.
(D) Understanding of the construction of strategic performance management system: the problems existing in the practice of performance management and their analysis and application: the development of key success factors and the determination of key performance indicators in the construction of strategic performance management system.
(V) Understanding of the implementation process of performance management: the main body of performance appraisal, phased communication and feedback application of performance appraisal, misunderstanding and prevention in performance appraisal.
(VI) Peripheral performance and its application in evaluation: the concept of peripheral performance, the understanding of the relationship between peripheral performance and overall performance evaluation, the enlightenment and practical significance of peripheral performance.
Section 1 Basic Connotation of Performance
Peter Drucker, a master of election management, said: "All organizations must think about what' performance' is?"
Selection performance can be divided into three levels: the first level, organizational performance. The second level of department or team performance. The third level of personal performance.
For performance, researchers have given many definitions, which can be summarized into three types: result view, behavior view and ability view.
Results view: people who hold this view think that performance is the result of "work output", "work task completion" and "production", and there are several related statements: (1) Kane believes that performance is something left over by individuals and exists relatively independently of the purpose; (2) Bernardine believes that performance is a record of the results produced by a specific job function or activity in a specific time. Performance should be defined as the results of work, because these results are most closely related to the strategic objectives of the organization, customer satisfaction and the funds invested. (3) Peng Jianfeng believes that performance is also called performance, performance and effect. , reflecting the achievements and achievements people have made in an activity. (4) Yang Rong believes that performance refers to the results of various actions taken by individuals to achieve their goals. This result is objective and can be recognized by people.
Behavioral view: the concept of selective behavior was put forward with the deepening of people's research on performance, and there are several related viewpoints: (1) Zhang De believes that performance refers to the behaviors that people do that are related to organizational goals, observable and have evaluable elements; (2) Performance is synonymous with behavior, and it is a group of behaviors related to organizational goals that people actually do; (3) Performance is not the consequence or result, but the behavior itself, which is dominated by individuals and related behaviors; The main reasons for choosing behaviorists are as follows: first, performance is multifactorial, and the output of work (that is, the result) is not necessarily caused by individual behavior, but will be influenced by other factors such as environment and opportunity; Second, overemphasizing the results may lead to short-sighted behavior of employees; Third, in real life, no organization regards the output or results of employees as the only measure of employee performance appraisal.
Concept of ability: Aristotle, a selected ancient Greek philosopher, once said: "The most difficult thing in the world is definition." The definition of performance verifies this sentence. Many people question the concept of election results. In addition to the three reasons mentioned in the previous behavioral view, there is another important reason: the concept of election results will lead to excessive attention to the results and neglect some process factors and situational factors that are very important to the organization, and these factors are very important to the success or efficiency of the organization.
Performance: refers to the measurable or evaluable results or effects produced by employees' work behaviors.
Characteristics of performance selection: (1) Multi-factor (2) Multi-dimension (3) The relationship between variable multi-factor performance and factors affecting performance can be expressed by a formula: P=f(K, a, m, E) P (performance) individual performance; K (knowledge) refers to work-related knowledge; An ability, an individual's own ability; M (motivation) motivation, the motivation that individuals receive in the process of work; E (environment) environment refers to the size, location and layout of working tools, equipment and places. Multidimensional multidimensional means that personal performance is often reflected in many aspects, and both work results and work behaviors belong to the category of performance. For example, the performance of an operator is the performance other than the quantity and quality of products produced, the consumption of raw materials, attendance, cooperation with colleagues and discipline.
Section 2 Performance Appraisal and Performance Management
Briefly describe the difference between performance evaluation and performance management.
Performance evaluation: at the end of the evaluation cycle, the corresponding evaluation subject and evaluation method are selected according to the collected information to evaluate the performance objectives of employees or teams;
Fame performance management: refers to the process of promoting teams or individuals to achieve their goals and forming the expected benefits and outputs of the organization through systematic thinking, continuous communication and improvement.
The difference between performance appraisal and performance management: 1. Definition 2. discrepancy
Performance management is a system, and performance appraisal is only a part of this system. It is by no means the whole content of performance management. Performance management in a complete sense consists of four parts: performance planning, performance counseling and monitoring, performance evaluation and feedback, communication and improvement, and counseling runs through.
Choose a performance coach throughout. Strictly speaking, the meanings of performance management and performance evaluation are different. Performance management is a system and a big concept, and performance appraisal is only a link and an aspect in performance management.
Briefly answer the purpose of performance management: strategic purpose, cultivation and development purpose, management purpose, legal purpose and cultural values purpose.
Choosing an effective performance evaluation system should have the following five characteristics: (1) strategic consistency, which refers to the consistency of work performance triggered by a performance evaluation system with organizational strategy, objectives and culture. (2) Efficiency refers to the degree to which a performance appraisal system evaluates all aspects related to performance. (3) High reliability refers to the consistency of performance appraisal system. (4) Acceptability refers to whether a performance appraisal system can be accepted by the appraiser and the examinee. (5) Practicality means that the benefits of the performance appraisal system must outweigh the costs.
The above are the basic requirements of the five elements of the performance appraisal system. The first three are called technical projects, and the last two are called social projects.
Simply answer the comparison of the evaluation results or processes.
In this chain of performance formation, each factor has a different influence on the final result, and the factors that have a direct and obvious influence on the work result are called key performance factors.
The content of choosing performance goals is largely derived from the job description formed through job analysis. The relationship between performance management and salary management is the most direct. According to Herzberg's two-factor theory, if employee's salary is linked to performance, salary will become a kind of feedback of job performance, so that salary can be changed from a health care factor to an incentive factor.
Section 3 Performance Appraisal Methods
Multi-choice performance appraisal methods: self-report method, ranking method (simple ranking method, alternating ranking method and paired comparison method), scale method, critical event method, behavior anchor evaluation method, 360-degree evaluation method and balanced scorecard.
Advantages of sorting method:1>; Simple and easy to operate; 2> can avoid the misunderstanding of the tendency of combining leniency with severity, and is suitable as the basis of rewards and punishments. Disadvantages:1> The evaluation result based on a whole impression is not the evaluation of employees' specific performance, ability and attitude, so it can't provide effective feedback information, which is of little help to realize the goal and play the role of performance management. 2> Employees in different departments cannot be compared. The method of choosing a scale refers to making the indicators and standards of performance appraisal into a scale.
Advantages of scale selection method: because of objective standards, the evaluation results can be compared horizontally between different departments; With specific evaluation indicators, we can know exactly what problems employees have, which is helpful to improve performance. The disadvantage is that the cost of developing the scale is relatively high. In order to ensure the effectiveness of the evaluation, it is necessary to formulate reasonable indicators and standards.
The critical event method is to record the abnormal good behavior or abnormal bad behavior of employees during the evaluation period, and evaluate the performance of employees according to the recorded special events.
Matters needing attention in selecting and applying critical event method: there are good and bad events recorded; The recorded events must be more prominent and directly related to work performance, rather than ordinary trivial details of life; Record events and behaviors instead of judging certain qualities of employees (such people are serious and responsible); The record itself is not a comment, but an accumulation of material.
Advantages of selecting critical event method:1>; Eliminate the influence of subjective factors, so that the performance evaluation results have exact factual basis. 2> recency effect has been avoided, because we are based on the performance of employees during the whole evaluation period, not the performance of employees in the recent period. 3> can provide a basis for improving employee performance. Disadvantages:1> Employees' behaviors should be seen or completely collected by managers. 2> The workload of managers is very heavy. 3> is not suitable for comparison between employees. The evaluation results obtained through the key performance method are not suitable for salary adjustment or promotion.
Named behavior anchor evaluation method: this method is a combination of evaluation scale method and critical event method. It is a graphical evaluation method based on the traditional evaluation scale method and using different points on the specific behavior anchor scale. Advantages of behavior anchoring evaluation method:1>; The independence between evaluation indexes is high; 2> evaluation scale is more accurate; 3> has good feedback function;
Choosing behavior anchor method is a behavior-oriented evaluation method, and the evaluation scale used in this evaluation method is behavior-oriented, so the evaluator is required to evaluate the employees who are performing tasks, not the expected work objectives. This will often cause some trouble in actual operation. In addition, the biggest problem of behavior anchoring evaluation method may be that it is often difficult for evaluators to choose a behavior that represents the performance level of employees from the scale, because sometimes an employee's behavior may appear at both ends of the scale, and scientific design process will help to avoid this situation as much as possible.
Choosing 360-degree evaluation method is not an evaluation method, but a comprehensive evaluation idea, sometimes called all-angle feedback.
The examiners are all employees' direct or indirect superiors, and the 360-degree examination method breaks this thinking. Evaluators include employees' superiors, colleagues, subordinates, customers or other business stakeholders.
360-degree evaluation method generally adopts questionnaire method in operation, so the quality of questionnaire directly determines the success or failure of evaluation.
Problems in the 360-degree evaluation method:1> 360-degree performance appraisal focuses on employees' personal characteristics, interpersonal promotion and work risks, and it is difficult to involve or go deep into the most important task performance in the overall performance, or it is easy to subjectivize the most objective task performance indicators, which is the most fatal defect of 360-degree performance appraisal. The biggest problem of 2 & gt360-degree performance appraisal is the low appraisal rate, which is not suitable for large-scale appraisal. The process of 3 & gt360-degree performance appraisal is easily influenced by culture and other factors, and the assessment results are distorted, which makes the assessment out of shape. 4> In practice, many organizations only link the information collected by 360-degree performance appraisal with the rewards and punishments or promotion of employees, instead of focusing on future performance improvement. Therefore, in order to influence the assessment results, performance appraisal providers deliberately provide false information, which leads employees to treat this assessment activity negatively and even resist it.
Choosing 360-degree performance appraisal is mainly aimed at the evaluation of middle and high-level personnel, which is not suitable for organizing the evaluation of all employees.
Choosing 360-degree performance appraisal is mainly used for career development, guiding the training and development of employees, the appointment and removal of employees, promotion and elimination. It is not appropriate to simply decide on direct performance incentives, such as bonuses and equity.
Choose the balanced scorecard: the traditional financial accounting model can only measure past events (structural factors of settlement), but cannot evaluate the forward-looking investment of enterprises (leading driving factors). Therefore, it is necessary to use a framework that transforms the organization's vision into a set of performance indicators composed of four dimensions to evaluate the organization's performance. These four items are: finance, customers, internal processes, learning and growth.
The emergence of the balanced scorecard triggered a performance management revolution.
The most important feature of choosing a balanced scorecard is to combine the company's strategy and vision, embody the idea of balance, and emphasize the balance between short-term goals and long-term goals, and the balance between internal factors and external factors.
Balanced Scorecard is an information-based and strategy-oriented management tool. It is not only a tool for performance evaluation, but also an idea of performance management and strategic management.
The central task of selecting and establishing a balanced scorecard is to formulate key success factors and key performance indicators, which reflect qualitative and quantitative ideas respectively.
Choosing a balanced scorecard requires organizations to measure performance from four different dimensions. Among them, the financial dimension tells the organization managers whether their efforts have had a positive effect on the economic benefits of the organization, and the goal is to solve the problem of "how shareholders view us", which is the starting point and destination of the other three dimensions: the customer dimension reflects the reaction of the organization to external changes, and the goal is to solve the problem of "how customers view us", and pay attention to market share and customer demand from the aspects of time (delivery cycle), quality, performance, service and cost. Internal process dimension is the key point for an organization to improve its business performance. The goal of this dimension is to solve the problem of "what are we good at", report the internal efficiency of the organization, and pay attention to the processes, decisions and actions that promote the overall performance of the organization, especially the productivity, production cycle, cost, qualified rate, new product development speed, attendance rate and other indicators that have an important impact on customer satisfaction. The goal of innovation and learning difficulty is to solve "Are we making progress?" And drew attention to the basis for the future success of the Organization. These indicators involve the ability of employees, the ability of information systems, motivation, authorization and mutual cooperation.
The performance evaluation system of selected organizations is a bridge between strategic objectives and daily business activities.
Discuss the advantages of balanced scorecard;
Shortcomings and implementation difficulties of the balanced scorecard (1) Organizations are prone to encounter many obstacles when establishing the balanced scorecard, including communication and understanding obstacles, organizational management system obstacles, information exchange obstacles, and understanding performance evaluation obstacles. (2) It is difficult to create and quantify the key performance indicators of the balanced scorecard. (3) It is difficult to find the relationship between results and driving factors; (4) The balanced scorecard is complex in form and content and expensive. (5) The scores of each index of the balanced scorecard are open to the explanation of evaluation factors and their quality. (6) The balanced scorecard must be supplemented by the key performance indicators method to determine the key performance indicators, and sometimes it is supplemented by other evaluation methods such as the 360-degree performance evaluation method. Organizations with complex business even need the support of management information system. Scope of application of the balanced scorecard: organizations that successfully implement the balanced scorecard need to meet the following conditions:1> The support and promotion of senior management, because the balanced scorecard is a tool for organizational strategic management, it is impossible to succeed without the support of senior management; 2> There are mature systems such as performance management, ability evaluation and floating salary system. Have a good IT support system, especially for a large organization with a large population. If you want to keep track, process data and make adjustments, you must have the support of IT system. 4> needs professional strategic and human resource management consulting.
Choosing a balanced scorecard is not a panacea. Whether to choose a balanced scorecard and how to establish a balanced scorecard need to consider the actual situation of the organization's own management foundation, staff quality, corporate culture, competitive environment and so on.
The choice of balanced scorecard must be tailored to suit one's needs and cannot be simply transplanted.
Choosing other performance management methods may also be a simple way to learn, imitate and even apply the system of successful enterprises, but the balanced scorecard cannot.
Section IV Construction of Strategic Performance Management System
Problems and analysis of performance management in case practice In the current performance management process, the following phenomena often appear:1>; The employee's performance is out of line with the enterprise's strategy, that is, there is a phenomenon of "two skins", one is the employee's performance and the other is the company's strategic goal; 2> Performance management has only become the responsibility of human resources management departments, and business executives at all levels have failed to support it and take corresponding responsibilities; 3> The setting of performance appraisal indicators is unreasonable.
There are several misunderstandings in the process of setting performance evaluation indicators: (1) Pursuing the comprehensiveness and perfection of the indicator system, covering all aspects. (2) Try to use a set of indicators to evaluate all employees. (3) Improper setting of performance indicators; 4> attaches importance to short-term performance and ignores long-term performance; The results of 5> performance appraisal only serve the distribution of rewards; 6> Communication is insufficient or improper, and performance management is in conflict.
Briefly answer the construction process of strategic performance management system: the first step, vision. The second step is strategy. The third step, strategic objectives, business priorities, CSFK and PI. Step 4 departmental objectives, work priorities, CSF and KPI. Job responsibilities, key business activities, CSF and KPI. The sixth step, the environment, is to consider the influence of environmental factors.
Select and develop key success factors and determine key performance indicators.
Development of key success factors
Choosing key success factors can be divided into result key success factors and effort key success factors. Results The key success factors refer to the key success factors for tracking the realization of goals or key business activities, which require enterprise managers to answer the following questions:1> What is the result after successfully completing the mission objectives? 2> What are the results after successful completion of key business activities? The key success factor of efforts refers to the key success factor of tracking the completion of goals or key business efforts, which requires enterprise managers to answer the following questions:1> What is essential in order to successfully accomplish the goal? 2> In order to successfully complete key business activities, what is essential?
There are some considerations when developing key success factors:1> Each goal must have at least one key success factor for results and one key success factor for efforts; 2> Key success factors should include not only financial information, but also non-financial information; 3> The key success factor is the qualitative concept, which can be described in sentences. For example, "customer satisfaction" cannot be said as "the number of satisfied customers"; 4> The key success factors should be clear and definite, and the functions should be explained; 5> The key success factors only describe the specific content and do not involve value judgment. For example, we can't say "high-quality employees", but only "employee quality". 2. Determination of key performance indicators First of all, SMART principle S(specific) stands for clarity and concreteness; M (measurable Blr) stands for measurable A (achievable) stands for achievable R (relevant) stands for relevance T (time-limited) stands for timeliness.
Select the descriptions of the following indicators, and only the last one conforms to the SMART principle:
Choosing KPI is equivalent to a bridge or connector, with one end connected with the strategy of the enterprise and the other end connected with the behavior of employees. It can be used to measure key work nodes and has a very important position in performance evaluation. Managers or management departments can hold regular meetings to discuss the KPI system, supplement, eliminate or revise it, and promote the continuous improvement of the KPI system.
Section 5 Implementation Process of Performance Management
Choosing the performance appraisal cycle is called the performance appraisal cycle, also known as the performance appraisal cycle, which refers to how often employees are assessed.
The following factors should be considered when determining the performance evaluation cycle: 1. Nature of the position: Generally speaking, it is easier to evaluate the job performance of the position, and the evaluation period is shorter. For example, the assessment cycle of workers should be relatively broken by managers. Secondly, the job performance of the post has a great influence on the overall performance of the enterprise, and the evaluation cycle is relatively short, which is helpful to find problems and make improvements in time. For example, the performance appraisal cycle of sales position is shorter than that of logistics position.
2. Nature of indicators: Generally speaking, the evaluation cycle is relatively long when selecting indicators with stable nature; On the contrary, the evaluation period is relatively short. For example, employees' work ability is relatively stable than their work attitude, so the evaluation period of ability index is relatively longer than that of attitude index.
3. Nature of standards: When selecting the evaluation cycle, we should also consider the nature of performance standards, that is, the time determined in the evaluation cycle should ensure that employees can reach these standards through hard work. Misunderstanding in performance appraisal and its prevention 1. Halo effect is also called halo effect, prejudice effect and halo effect, commonly known as "generalizing one side" and "covering all the ugliness with one white". It refers to an exaggerated impression in performance appraisal, which, like the brilliance of the sun and the moon, expands around under the action of clouds and forms a halo effect. It is often shown that the evaluator's impression of a certain aspect of the appraisee determines his overall view, but does not look at the employee comprehensively, forming a "prejudice" between good and bad.
2. Centripetal trend, also called centripetal error, means that the evaluators have similar evaluations of a group of evaluation objects, or the evaluation results are concentrated near the center of the evaluation scale, which makes it difficult for the evaluators to distance themselves. The reasons for this error are as follows: the appraiser believes in the "jujube stone theory", that is, the performance of most employees in the enterprise is generalized.
3. The first cause effect, also known as dominance effect, means that the evaluator usually evaluates his job performance according to the initial information about the evaluator, and then the information consistent with the initial judgment is easily accepted, while the opposite information is often easily ignored.
4. recency effect's famous recency effect is also called short-term effect error. Generally speaking, people will be more impressed by recent events, but not by long-term events.
5. Misnaming similarity is a kind of "self-prejudice". The reason for this kind of mistake is that examiners often regard themselves as "role models", compare their own personality, ability and work style with examiners, and can't help but make higher comments on those employees who are similar to themselves. Instead, the evaluation is low. 6. Contrast effect
The advantage of name comparison is that the appraiser's evaluation of an employee is influenced by the result of the previous appraisee. 7. Offset error
The name bias error is caused by the appraisee's prejudice against the appraisee, which affects the evaluation of his work performance.
To sum up, the logarithm of errors related to appraisers comes from subjective aspects. Generally speaking, in order to reduce the influence of this error on the appraisal results, we can at least make efforts from the following three aspects: First, strengthen the training of appraisers, handle the correct use of appraisal methods and techniques, and make them fully understand the subjective errors that may occur in appraisal; Second, to choose the correct performance appraisal tools, which requires fully grasping the advantages and disadvantages and application scope of each appraisal tool; Thirdly, the methods to avoid subjective errors such as halo effect and first cause effect are introduced to the appraisers to reduce the above problems.
In order to ensure the effectiveness of performance communication and feedback, we need to pay attention to the following issues: 1. Performance communication and feedback should be timely; 2. Performance communication and feedback should point out specific problems; 3. Performance communication and feedback should point out the cause of the problem; 4. Performance communication and feedback cannot be directed at people; 5. Pay attention to environmental conditions and speaking skills in performance communication and feedback.
Section VI Peripheral Performance and Its Application in Evaluation
Choosing a two-factor performance result model, it is considered that individual performance consists of task performance and peripheral performance;
Task performance refers to the contribution made by the incumbent to the technical core of the organization through direct production activities and provision of materials and services, which is mainly influenced by factors such as experience, ability and work-related knowledge. Peripheral performance refers to the performance related to peripheral behavior.
The main characteristics of peripheral performance can be summarized as five aspects:1> Peripheral performance is the performance outside the role, that is, peripheral performance is not included in the job description, has no direct relationship with employees' own work tasks, and is not in the formal reward and punishment system of the organization. 2> Although peripheral performance has no direct contribution to the technical core of an organization, it constitutes the social and psychological background of the organization and can promote communication within the organization. 3> Peripheral performance is the performance under the organizational background, that is, although peripheral performance is the performance outside the role, not all the behaviors outside the role constitute peripheral performance, and peripheral performance is related to the organizational background and work situation. 4> External performance is behavior-oriented or process-oriented performance. According to the literature review, we know that the concept of peripheral performance is developed from the technology of performance behavior view. 5> Peripheral performance is closely related to employees' personality.
Briefly answer the relationship between peripheral performance and total performance evaluation:1> In my evaluation, the peripheral performance has no significant influence on the total performance; 2> When evaluating the direct supervisor, the peripheral performance has a significant impact on the total performance, and the impact is greater than the task performance; 3> When evaluating the same level at the same time, the influence of peripheral performance on total performance is significant, and the influence is greater than that of task performance; 4> When evaluating direct reports, peripheral performance has a significant impact on total performance, but the impact on total performance is less than task performance.
The enlightenment and practice of selecting peripheral performance are meaningful:1> In performance evaluation, we should not only pay attention to the content of task performance, but also consider the content of peripheral performance and attach importance to the influence of peripheral performance. 2> If enterprise managers want to improve their performance evaluation results, especially those of subordinates and colleagues; 3> Correctly treat and understand the results of 360-degree evaluation; 4> In human resource management activities such as employee recruitment, deployment and promotion, training and development, both task performance and peripheral performance are concerned; 5> In the construction of corporate culture, we should strive to create an organizational environment of respect, trust, commitment, support and fairness;
When choosing and treating employees' peripheral performance, there are two incorrect tendencies: the first tendency is not to recognize the role of peripheral performance, ignore or attack peripheral performance. Specifically, when an enterprise evaluates employee performance, it is a single task evaluation. The second tendency, over-exaggerating employees' peripheral performance, generally appears after enterprises have a preliminary understanding of peripheral performance. Enterprises have been invested a lot of resources and energy by employees' rich peripheral performance potential and regardless of the actual situation of enterprises, and they have publicized peripheral performance in a big way, even surpassing the concern for task performance.
The correct attitude towards peripheral performance should be: pay reasonable attention to peripheral performance, and neither ignore nor exaggerate its role.