績(jī)效分析的定義與范圍培訓(xùn)PPT

績(jī)效分析的定義與范圍界定組織績(jī)效要件與組織目標(biāo)和能量相較的一個(gè)歷程強(qiáng)調(diào)期望的績(jī)效情況，真正的績(jī)效情況，以及期望與現(xiàn)實(shí)之間的差距。強(qiáng)調(diào)影響組織理想狀態(tài)的方向（directions）

例如：愿景vision、任務(wù)mission、價(jià)值values、目標(biāo)goals、策略strategies強(qiáng)調(diào)影響組織真正狀態(tài)的內(nèi)外驅(qū)動(dòng)力(drivers)，

例如：組織organization、競(jìng)爭(zhēng)competition、工作work、員工performer績(jī)效分析的目的界定并評(píng)量介于理想與真實(shí)績(jī)效之間的差距，以便改進(jìn)組織，流程與員工的績(jī)效。績(jī)效分析的技巧現(xiàn)有資料的分析extantdataanalysis需求分析needsassessment知識(shí)任務(wù)分析knowledgetaskanalysisInvisiblepartofperformance步驟任務(wù)分析proceduraltaskanalysisVisibledetailsofoptimalperformance系統(tǒng)任務(wù)分析systemtaskanalysisSeep.24績(jī)效需求與績(jī)效層級(jí)關(guān)系圖績(jī)效層級(jí)目標(biāo)設(shè)計(jì)管理組織層級(jí)組織目標(biāo)組織設(shè)計(jì)組織管理流程層級(jí)流程目標(biāo)流程設(shè)計(jì)流程管理職務(wù)/員工層級(jí)職務(wù)/員工目標(biāo)工作職務(wù)設(shè)計(jì)職務(wù)/員工管理定義產(chǎn)品標(biāo)準(zhǔn)，此標(biāo)準(zhǔn)需反應(yīng)客戶對(duì)產(chǎn)品的需求與期待,包括：quality,amount,timeline,andcost

指組織,流程or職務(wù)的結(jié)構(gòu)（structure）的設(shè)計(jì)可幫助有效率的達(dá)成目標(biāo)確定目標(biāo)是組織目前追求的，且被實(shí)際實(shí)踐中Seep.23績(jī)效需求績(jī)效分析技巧與分析目的關(guān)系圖技巧想要找出理想狀態(tài)真正狀態(tài)組織環(huán)境現(xiàn)存資料分析ＸＸＸ需求分析ＸＸＸＸ知識(shí)任務(wù)分析ＸＸ步驟任務(wù)分析ＸＸ系統(tǒng)任務(wù)分析ＸＸSeep.25分析技巧、目的與工具關(guān)系圖目的現(xiàn)存資料分析需求分析知識(shí)任務(wù)分析步驟任務(wù)分析系統(tǒng)任務(wù)分析理想狀態(tài)Ｎ/Ａ問(wèn)卷團(tuán)體歷程訪談訪談問(wèn)卷團(tuán)體歷程觀摩訪談團(tuán)體歷程觀摩訪談團(tuán)體歷程真正狀態(tài)質(zhì)化/量化分析工具問(wèn)卷團(tuán)體歷程訪談訪談問(wèn)卷團(tuán)體歷程觀摩訪談團(tuán)體歷程觀摩訪談團(tuán)體歷程組織質(zhì)化/量化分析工具問(wèn)卷團(tuán)體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ環(huán)境質(zhì)化/量化分析工具問(wèn)卷團(tuán)體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ分析技巧分析工具組織分析

OrganizationalAnalysis組織分析的目的:seekdirections尋找組織方向ComponentofTheHPTModelVision愿景Mission任務(wù)Values價(jià)值Goals目標(biāo)Strategies策略范例Dupont(vision,values,goals,strategies)IBM(mission,values)瀚宇彩晶(mission,values,objectives,strategies)BenQ(vision,goals,values,strategies)康軒文教（vision,mission,goals,strategies）Acer（vision,mission,values,goals,strategies）組織分析

OrganizationalAnalysis困難LeadersfeelnoneedstodefinetheirvisionorvaluesDifferentinterpretationsofwords(ex.Vision,mission,goals)但最重要：需知道EndstateActivities/strategiestogetthereReasonstomakethetripExercisepage30GrantandMoseleyCustomer-FocusedPerformanceAnalysisModelCustomer

requirementsDesiredstateCurrentbusinessstateCurrentorpredictedgapHowDoesthe

Customer

DefineaQuality

Product?NeedtoMeetCustomer’sExpectationsBusiness’CapacitytoMeetExpectationsExistingorPredictedGap外部的需求內(nèi)部的目標(biāo)內(nèi)部的現(xiàn)況可能差距案例分析28頁(yè)課堂小活動(dòng)請(qǐng)上網(wǎng)選定一家公司（國(guó)內(nèi)外均可）回答下列問(wèn)題：組織名稱為何？是否清楚定義？Vision愿景為何？是否清楚定義？Mission任務(wù)為何？是否清楚定義？Values價(jià)值為何？是否清楚定義？Goals目標(biāo)為何？是否清楚定義？Strategies策略為何？是否支持組織達(dá)成其愿景、任務(wù)、或目標(biāo)？或是否與愿景、任務(wù)、價(jià)值觀或目標(biāo)一致？環(huán)境分析

environmentalanalysis定義：aprocessusedtoidentifyandprioritizetherealitiesthatsupportactualperformance了解并排序現(xiàn)實(shí)中支持績(jī)效行為的因素范圍：環(huán)境支持可來(lái)自：work,organization,competitiveenvironment.目的：seehowtheseinfluencesperformance了解這些環(huán)境因素如何中影響績(jī)效行為Rothwell’sEnvironmentofHumanPerformanceworkerworkWorkEnvironmentOrganizationEnvironmentEnvironmentalAnalysisComponentoftheHPTModelOrganizationEnvironment(externalperformancesupport)StakeholdersCompetitionWorkEnvironment(internalperformancessupport,whathappenwithintheorganization)ResourcesandtoolsPoliciesandrecruitment、hiring、feedback、consequencesWork(jobdesignandperformancesupport,onaprocesslevel)Workflow

?ResponsibilitiesProcedures

?ErgonomicsWorker(individualperformancesupport,whathappenw/theworker)Knowledge

?Motivation

?CapacityorabilitySkill

?ExpectationsWhatishappening?Atthislevelofanalysisis…Someoftheissuesare…1.OrganizationalEnvironmentLevelWhatishappeningwhentheorganizationinteractswithitsexternalandcompetition?Customers?Supplies?Distributors?Industryregulators?Stockholders?Specialinterestgroups?Professionalassociations?Competitors?Other

Howdoestheorganizationinteractwithitsexternalstakeholders?Whichinteractionsaremostcriticaltothesuccessoftheorganization?Whatistheeffortofcompetitionontheorganization,theworkenvironment,thework,andtheworker?Whatdoestheorganizationneedtodotostaycompetitive?Howdothevariousstaleholdersdefineaqualityproductorservice?Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…2.WorkEnvironmentLevelWhatishappeninginsidetheorganizationtosupportoptionalperformance?Resources

(times、money、staff、tools、

materials、space)?Information?Policiesandprocedures?OtherDoestheperformancehaveadequateresourcestoachieveoptimalperformance?Doestheperformancehavetheinformationrequiredtoachieveoptimalperformance?Dopoliciesforrecruiting、hiring、feedback、andconsequencessupportoptimalperformance?Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…3.WorkLevelWhatishappeningonthejob??Jobdesign?Workflow?Jobresponsibilities?Others?Isthejobdesignedforoptimal

performance??Doestheflowfosterefficient

completionoftasks??Arejobresponsibilitiesclearly

established?Whatishappening?Atthislevelofanalysisis…Someoftheissuesare…4.WorkerLevelWhatishappeningwiththeworkers??Skills?Knowledge?Motivation?Expectations?Capacityorability?Doestheperformancehavetherequiredknowledgeorskillstoachievesuccess??Istheperformermotivatedtoachieve??Dotheperformer’sexpectationsmatchtherealityofthetotalperformanceenvironment??Istheperformanceabletoachieve

success?案例分析35頁(yè)差距分析

GapAnalysis目的：identifythetypeofperformanceimprovementopportunitythatexists,andpavethewayforcauseanalysisandinterventionselectionanddesign.與needsassessment相似,２點(diǎn)不同:Needsassessmentfocusesonknowledge,skills,attitude;PerformancegapanalysisfocusesonanydeficiencyaffectinghumanperformanceNeedsassessmentfocusesonpastandpresent; Performancegapanalysisalsofocusesonthefuture.GapAnalysisComponentofTheHPTModelDesiredWorkforceperformanceGapActualStateofWorkforcePerformanceKaufman’sDefinitionofNeedCurrentResults&ConsequencesDesiredResults&ConsequencesNeedGapRothwill的SixCellGapAnalysisActualperformancestateexceedsthedesiredperformancestateActualperformancestateisthesameasthedesiredperformancestateActualperformancestateislessthanth