绩效管理期末演示Performance-management课件.pptx
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1、Performance Management7.1 What is Performance Management?7.2 The Processes of Linking Performance Management to the Strategic Plan7.3 Performance Management Approaches7.4 Gathering of the Performance Information7.5 Implementing a Performance Management System7.6 The Performance FeedbackContents Perf
2、ormance management is a process which is designed to improve organizational,team and individual performance and which is owned and driven by line managers.Michael Armstrong7.1What is Performance Management?Performance Management islAn agreement between employee and supervisorlAn on-going processlTie
3、d to the merit processPerformance Management should not belA once-a-year eventlAn punitive processlA time to give surprises In general,performance refers to the effectiveness and efficiency in ones work.The so-called performance management refers to that managers and employees at all levels particip
4、ate in performance planning,performance coaching communication and performance evaluation in order to achieve organizational goals,performance results of the application of performance goals in continuing cycle to enhance the process of performance management.Organizations strategic plan Mission Vis
5、ion Goals StrategiesUnits strategic planMission Vision Goals StrategiesIndividual and team performance Results Behaviors Developmental plan Job descriptionTasks Knowledge Skills Abilities7.2 The Processes of Linking Performance Management to the Strategic PlanPerformance management processesMonitori
6、ngDevelopingRatingRewardingPlanning1、Planning Work and Setting Expectations Planning could be vital in an effective organization.It means setting performance expectations and objectives,and linking individuals effort to the organizational goals.In order to regulate the planning for employees perform
7、ance,it is required to establish the elements and standards of the performance appraisal plans,which ought to be measurable,understandable,verifiable,equitable and achievable.2、Continually Monitoring Performance Assignments and projects should be monitored continually in an effective organization.Ef
8、fective monitoring requires consistently performance measurement and provision of ongoing feedback to employees and work groups on their progress toward achieving their goals.3、Developing the Capacity to Perform Employees development needs are evaluated and addressed in an effective organization.Dev
9、eloping in this circumstance means different methods like training,provision of assignments that introduces new skills or higher level of responsibility.It provides employees with training and development opportunities that encourage good performance,strengthens,job-related skills and competencies,a
10、nd helps employees keep up with changes in the workplace,such as the introduction of new technology.4、Periodically Rating Performance From time to time,organizations find it useful to summarize employee performance.This can be helpful for looking at and comparing performance over time or among vario
11、us employees.The organization needs to know who their best performers are.Although group performance may have an impact on an employees summary rating,a rating of record is assigned only to an individual,not to a group.5、Rewarding Good Performance In an effective organization,rewards are used well.R
12、ewarding means individually and collectively approving employees of their performance and acknowledging their contributions to the agencys mission.Good performance is approved before nominations for formal awards.The regulations also cover a variety of contributions that can be rewarded,from suggest
13、ions to group accomplishments.7.3 Performance Management Approaches7.3 Performance Management Approaches Performance evaluation is only part of performance management,but it is the key of performance management and it is organized in accordance with certain pre-determined criteria and evaluation pro
14、cedures,the use of scientific methods of evaluation,the evaluation criteria for evaluating the content and ability to work objects,regular and irregular work performance assessment and evaluation.PerformanceevaluationThe Critical Incident Technique(CIT)Behaviorally Anchored Rating Scale(BARS)The 360
15、-degree Performance EvaluationThe Key Performance Indicator(KPI)Balanced ScorecardPersonnelDataPorpertyMoney CIT is uesd to look into the cause of human-system(or product)problems so as to minimize loss of personnel,property,money or data.Analysis may show how clusters of difficulties are related to
16、 a certain aspect of the system or human practice.Investigators then devlop possible explanations for the the source of the difficulty.The mrthod generates a list of good and bad behaviors which can then be used for performance appraisal.The Critical Incident Technique(CIT)Behaviorally Anchored Rati
17、ng Scale(BARS)BARS are a combination of the critical incidents and rating scale methods.Employee performance is rated on a scale but the scale points are anchored with critical incidents.The development of BARS is time-consuming,but the benefits make it worthwhile.The BARS approach not only meets eq
18、ual employment opportunity commission guidelines for fair employment practices but it may improve reliability of personnel assessment and enhances communication when evaluation employees.The 360-degree Performance Evaluation The 360-degree evaluation is a common tool in HRM.Simply put,it is a mechan
19、ism for evaluating someones performance based on feedback from everyone with whom the individual comes in contact-supervisors,coworkers,partners,subordinates,the general public.This method of collecting evaluative input is an excellent source of motivation for employees because if provides a truly h
20、onest assessment about how the employee and his/her performance is viewed by a variety of constituents.SupervisorsCoworkersPartnersGeneral publicSubordinates The Key Performance Indicator(KPI)The Key Performance Indicators,also known as KPI or Key Success Indicators(KSI),help an organization define
21、and measure progress toward organizational goals.Key Performance Indicators are those measurements.Key Performance Indicators are quantifiable measurements that reflect the critical successful factors of an organization.They will differ in depending on the organization.A Key Performance Indicator fo
22、r a social service organization might be number of clients assisted during the year.Balanced Scorecard Since its inception in the international arena,Balanced Scorecard,particularly in the United States and Europe,soon strongly attracted customers and communicaties interest.In Harvard Business Revie
23、w,Balanced Scorecard is chosen as the most influential management tools in the past 75 years,which broke the traditional method of using financial indicators signally to measure performance.But on the basis of financial indicators,factors such as customer,internal business management processes and e
24、mployee learing and the growth in our strategic planning and executive management paly a very important role.7.4 Gathering of the Performance Information An important component of the performance assessment stage is the use of appraisal forms.these forms are instruments used in documents and evaluat
25、e performance.The section concludes with a discussion of reasons why raters are likely,either intentionally or unintentionally,to distort performance ratings and what can be done to improve the accuracy of ratings.7.4 Gathering of the performance informantion The core of any performance management s
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