人力資源管理雙語教學(xué)課件07績效評估

Chapter7

PerformanceAppraisalHumanResourceManagementChapter7OUTLINE7-1Introduction7-1-1

Performance7-1-2PerformanceManagement7-1-3PerformanceAppraisal7-1-4PerformanceFeedback7-2TheProcessofPerformanceAppraisal7-2-1DefiningtheJob7-2-2AppraisingPerformance7-2-3

ProvidingFeedback7-3AppraisalMethods7-3-1TheComparativeApproach7-3-2TheAttributeApproach7-3-3TheBehavioralApproach7-3-4TheResultsApproach7-3-5TheQualityApproach7-4AttentivePoints7-4-1SourcesforPerformanceInformation7-4-2RaterErrorsinPerformanceMeasurement7-4-3LegalGuidelinesKeywords:PerformanceAppraisal績效評價(jià)PerformanceManagement績效管理ManagementbyObjectives(MBO)目標(biāo)管理法360-DegreeFeedback360度反饋EssayAppraisal文字?jǐn)⑹龇℅raphicRatingScale圖尺評估法AlternationRanking交替排序法PairedComparison

配對比較法ForcedDistributionMethod強(qiáng)制分布法CriticalIncidentMethod關(guān)鍵事件法BehaviorallyAnchoredRatingScales(BARS)

行為錨定法BehaviorObservationScale（BOS）行為觀察量表AppraisalFeedbackInterview評估結(jié)果反饋面談OpeningCase：WhatProblem?

李樺大學(xué)畢業(yè)后應(yīng)聘到一家中日合資企業(yè)任銷售員。開始兩年因?yàn)槿狈?jīng)驗(yàn)，他的銷售業(yè)績很不理想。隨著業(yè)務(wù)的熟練，以及與零售客戶關(guān)系的建立，他的銷售額開始大幅上升，到第三年年底時(shí)通過與同事的接觸，他估計(jì)自己的銷售業(yè)績是公司最高的。但公司的政策是，不公布個(gè)人業(yè)績，不鼓勵相互比較，所以李樺并不能確認(rèn)自己的判斷。今年，他干得特別出色，9月底已經(jīng)完成了全年的銷售任務(wù)，但是經(jīng)理對此卻沒有任何反應(yīng)。李樺的心里有些不平衡，公司從來不告訴大家干得好壞，也無人關(guān)注銷售業(yè)績的變化，而同市另外兩家中美合資企業(yè)都實(shí)行銷售競賽和獎勵活動，并且通過評選銷售明星讓所有人都知道銷售人員的工作情況。他決定與經(jīng)理談?wù)?，主動向?jīng)理說明自己的感受和想法，但日方經(jīng)理卻以保持公司既定政策和文化特色為由拒絕了他的建議。幾天后，李樺辭職離去。7-1Introduction7-1-1Performance

(1)Definition

-Thedegreeofaccomplishmentofthetasksthatmakeupanemployee’sjob.Itreflectshowwellanemployeeisfulfillingtherequirementsofajob.

(員工在工作崗位上的工作行為表現(xiàn)與工作結(jié)果，體現(xiàn)員工對于組織的貢獻(xiàn)大小和價(jià)值大小。)員工行為工作行為生活行為有效行為無效行為績效工作成果工作態(tài)度工作能力(2)Performanceismeasuredbyresults

notbytheeffortorbehavior.(3)Specialitiesofperformance

◆Multiplerepresentationforms(績效表現(xiàn)的多維性)Salesman業(yè)績（工作結(jié)果）Soldier行動（工作行為)Skilledworker

技能（工作能力）Attendant態(tài)度（工作態(tài)度)

◆Determinantsofperformance(績效的多因性)AbilitiesandSkillsEffort(motivation)OpportunitiesEnvironment(Roleperception)Selectionofperformanceappraisalmethod

◆

Developmentofperformance(績效發(fā)展的可變性)7-1Introduction7-1-2PerformanceManagement(1)Definition:Theprocessthroughwhichmanagersensurethatemployeeactivitiesandoutputsarecongruentwiththeorganization'sgoals.(2)AnOrganizationalModelof

PerformanceManagementIndividualBehaviorsSituationalConstraints-Culture-economicconditionsIndividualAttributes(skills,abilities)OrganizationalStrategy-Longandshorttermgoals-valuesObjectiveResults?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/Irwin(3)PurposesofPerformanceManagementStrategicDevelopmentalAdministrative?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinFindinggap:SpeedQuantityQualityCauseanalyzing:Skill/abilityMotivationEnvironmentOpportunityDecision-making：PromotionordemotionSalaryraise

ordropDismiss

ordevelopment(4)PerformanceManagementProcessWhat

Whyhow7-1Introduction7-1-3PerformanceAppraisal(1)Definition:Theprocessthroughwhichanorganizationgetsinformationonhowwellanemployeeisdoinghisorherjob.7-1-3PerformanceAppraisal(2)PerformanceMeasuresCriteria:StrategicCongruence(一致性)ValidityReliabilityAcceptabilitySpecificity(明確度)Ability/skill能力（技能）Environment環(huán)境（工作難度）Effort(Motivation)努力（激勵）Luck/Opportunity機(jī)會（運(yùn)氣）stabilityinstabilityInternalexternal(3)

FormulaofPerformanceAppraisalP＝f（S.O.M.E）P=PerformanceS=Skill

O=OpportunityM=Motivation

E=Environment7-1-3PerformanceAppraisalEnvironmentalFactors1.

Conflictingdemands目標(biāo)沖突2.

Inadequateworkfacilities設(shè)備不足3.

Restrictivepoliciesthataffectthejob政策限制4.

Lackofcooperationfromothers缺乏合作5.

Typeofsupervision領(lǐng)導(dǎo)風(fēng)格6.

Temperature溫度7.

Lighting照明8.Noise噪音9.Machinepacing設(shè)備性能10.Shifts輪班AbilityskillPerformanceInternalenvironment(motivation)Externalenvironment(opportunity)Workbehavior7-1-3PerformanceAppraisal(4)TheresponsibilitiesofHRdepartment：-Designtheformalperformanceappraisalsystemandselectthemethodsandformstobeusedforappraisingemployee.-Trainmanagersinconductingperformanceappraisals.-Maintainareportingsystemtoensurethatappraisalsareconductedonatimelybasis.-Maintainperformanceappraisalrecordsforindividualemployees.7-1-3PerformanceAppraisal(5)Theresponsibilitiesoflinemanager：-Evaluatetheperformanceofemployees.-CompletetheformsusedinappraisingemployeesandreturnthemtotheHRdepartment.-Reviewappraisalswithemployees.7-1Introduction7-1-4PerformanceFeedback(1)Definition:Theprocessofprovidingemployeesinformationregardingtheirperformanceeffectiveness.7-1-4PerformanceFeedback(2)ImprovingPerformanceFeedback-Feedbackshouldbegiveneveryday,notonceayear.-Createtherightcontextfordiscussion.-Askemployeestoratetheirperformancebeforethesession.-Encouragethesubordinatetoparticipateinthesession.-Recognizeeffectiveperformancethroughpraise.-Focusonsolvingproblems.-Focusfeedbackonbehaviororresults,notontheperson.-Minimizecriticism.-Agreetospecificgoalsandsetadatetoreviewprogress.

7-1-4PerformanceFeedback(3)AppraisalFeedbackInterview

-Supervisorandsubordinatereviewtheappraisalandmakeplanstoremedy(彌補(bǔ))deficienciesandreinforcestrengths.-Interview’smainaimistoreinforcesatisfactoryperformanceortodiagnoseandimproveunsatisfactoryperformance.

-Getagreementbeforethesubordinateleavesonhowthingswillbeimprovedandbywhen.7-2-1DefiningtheJob

7-2TheProcessof

PerformanceAppraisalAppraisingPerformanceDefiningtheJobProvidingFeedback7-2-1DefiningtheJobi.e.Settingworkstandards：-AssignSpecificGoals

-AssignMeasurableGoals-AssignChallengingbutDoableGoals

-EncourageParticipation7-2TheProcessof

PerformanceAppraisalSpecificMeasurableAttainableRelevantTimely7-2-2AppraisingPerformance-Assessingtheemployee’sactualperformancerelativetothesestandards7-2TheProcessof

PerformanceAppraisal7-2-3

ProvidingFeedback-Providingfeedbacktotheemployeewiththeaimofmotivatingthatpersontoeliminateperformancedeficienciesortocontinuetoperformabovepar(在標(biāo)準(zhǔn)以上).7-2TheProcessof

PerformanceAppraisalDefiningtheemployee’sgoalsandworkefforts

Employee’seffortsshouldbegoal-directed-Managershouldappraisetheemployeebasedonhowthatpersondidwithrespecttoachievingthespecificstandardsbywhichheexpectedtobemeasured.-Managershouldmakesurethattheemployee’sgoalsandperformancestandardsmakesenseintermsofthecompany’sbroadergoals.7-3AppraisalMethods7-3AppraisalMethods7-3-1TheComparativeApproach(1)Ranking(排序法，p.261)(2)Alternationranking(交替排序法，p.261)

Simplerankingranksfromhighesttolowestperformer.crossingoffbestandworstemployees.7-3AppraisalMethods7-3-1TheComparativeApproach(3)ForcedDistribution(強(qiáng)制分布法，p.262)Employeesarerankedingroups.|Forced-DistributionCurveForcedDistributionMethod

-Managerplacespredeterminedpercentagesofsubordinatesinperformancecategories7-3AppraisalMethods7-3-1TheComparativeApproach(4)Pairedcomparison(配對比較法，p.263)Managerscompareeveryemployeewitheveryotheremployeeintheworkgroup.考查對象比較對象

A

B

C

D

EA

＋＋－－B－

－－－C－＋

＋－D＋＋－

+

E＋＋－－PairedComparisonMethod-Everysubordinatetoberatedispairedwithandcomparedtoeveryothersubordinateoneachtrait7-3AppraisalMethods7-3-1TheComparativeApproach(5)Forced-ChoiceRating(迫選法)-Evaluatorranksasetofstatements-CanbedifficulttocommunicatetoemployeeForced-ChoiceStatementsInstructions:RankthefollowingstatementsAccordingtohowtheydescribethemannerinwhichthisemployeecarriesoutdutiesandresponsibilities.Rank1shouldbegiventothemostdescriptive,andRank5totheleastdescriptive.Notiesareallowed.Rank Description_____ Iseasytogetacquaintedwith._____ Placesgreatemphasisonpeople._____ Refusestoacceptcriticism._____ Thinksgenerallyintermsofmoney._____ Makesdecisionsquickly.7-3AppraisalMethods7-3-2TheAttributeApproach(1)Graphicratingscales(圖形等級量表法,p.264)-Alistoftraitsisevaluatedbyafive-pointratingscale.-Legallyquestionable.考評點(diǎn)評分標(biāo)準(zhǔn)評分考評結(jié)果Ａ．衣著儀表5＝優(yōu)秀(你知道的最好的員工)4＝良好(超出所有標(biāo)準(zhǔn))3＝中等(滿足所有標(biāo)準(zhǔn))2＝需要改進(jìn)(某些地方需要改進(jìn))1＝不令人滿意(不可接受)

Ｂ．自信心

Ｃ．可靠程度

Ｄ．態(tài)度

Ｅ．合作

Ｆ．知識

GraphicRatingScalesListsanumberoftraitsandarangeofperformanceforeachsupervisor.Rateseachsubordinatebycheckingthescorethatbestdescribesthesubordinate’sperformanceforeachtrait.7-3AppraisalMethods7-3-2TheAttributeApproach(2)Mixed-standardscales(混合標(biāo)準(zhǔn)量表法)(p.264)-Definerelevantperformancedimensionsandthendevelopstatementsrepresentinggood,average,andpoorperformancealongeachdimension.7-3AppraisalMethods7-3-3TheBehavioralApproach(1)Criticalincidentsapproach(關(guān)鍵事件法，p.266)

-requiresmanagerstokeeprecordofspecificexamplesofeffectiveandineffectiveperformanceonthepartofeachemployee.7-3AppraisalMethods7-3-3TheBehavioralApproach(1)Criticalincidentsapproach(關(guān)鍵事件法，p.266)

Advantage:

-Helpsensurethatthesupervisorthinksaboutthesubordinate’sappraisalallduringtheyear.Disadvantage:

-Doesnotjustreflecttheemployee’smostrecentperformance.7-3AppraisalMethods7-3-3TheBehavioralApproach(2)Behaviorallyanchoredratingscales(BARS)(行為錨定評價(jià)法，p.267)(BARS)isanappraisalmethodthatcombinesthebenefitsofnarrativecriticalincidentsandquantitativeratingsbyanchoringaquantifiedscalewithspecificnarrativeexamplesofgoodandpoorperformance.

BARS例子：銷售代表處理客戶關(guān)系行為打分（1－6）

經(jīng)常替客戶打電話，給他做額外的查詢6分

經(jīng)常耐心幫助客戶解決很復(fù)雜的問題5分當(dāng)遇到情緒激動的客戶會保持冷靜４分如果沒有查到客戶相關(guān)的信息則會告訴客戶，并說“對不起”3分忙于工作的時(shí)候，經(jīng)常忽略等待中的客戶，時(shí)間達(dá)數(shù)分鐘2分一遇到事就說這件事兒跟自己沒什么關(guān)系1分優(yōu)秀765中等432極差1能清楚、簡明、正確的回答學(xué)生的問題能使用恰當(dāng)?shù)睦诱f明重要問題能用清晰、流利的語言講授知識授課時(shí)表現(xiàn)出不好的習(xí)慣給學(xué)生不合理的批評對學(xué)生態(tài)度不耐煩BehaviorallyAnchoredRatingScales(BARS)Source:C.E.SchneierandR.W.Beatty,“DevelopingBehaviorallyAnchoredRatingScales(BARS),”PersonnelAdministrator,August1979,p.60.ScaleValues Anchors[7] Excellent ：Developsacomprehensiveprojectplan,documentsitwell,obtainsrequiredapproval,anddistributestheplantoallconcerned.[6] Verygood ：Plans,communicates,andobservesmilestones;statesweekbyweekwheretheprojectstandsrelativetoplans.Maintainsup-to-datechartsofprojectaccomplishmentsandbacklogsandusesthesetooptimizeanyschedulemodificationsrequired. Experiencesoccasionalminoroperationalproblemsbutcommunicateseffectively.[5] Good ：Laysoutallthepartsofajobandscheduleseachpart;seekstobeatscheduleandwillallowforslack. Satisfiescustomers’timeconstraints;timeandcostoverrunsoccurinfrequently.[4] Average ：Makesalistofduedatesandrevisesthemastheprojectprogresses,usuallyaddingunforeseenevents;investigatesfrequentcustomercomplaints.Mayhaveasoundplan,butdoesnotkeeptrackofmilestones;doesnotreportslippagesinscheduleorotherproblemsastheyoccur.[3] Below：Plansarepoorlydefined,unrealistictimeschedulesarecommon. average Cannotplanmorethanadayortwoahead,hasnoconceptofarealisticprojectduedate.[2] Verypoor： Hasnoplanorscheduleofworksegmentstobeperformed. Doeslittleornoplanningforprojectassignments.[1]Unacceptable ：Seldom,ifever,completesproject,becauseoflackofplanning,anddoesnotseemtocare. Failsconsistentlyduetolackofplanninganddoesnotinquireabouthowtoimprove.ExampleofaBehaviorallyAnchoredRatingScale7-3AppraisalMethods7-3-3TheBehavioralApproach(3)Behavioralobservationscales(BOS)(行為觀察評價(jià)法,p.267)BOS例子：管理技能行為打分為員工提供培訓(xùn)與輔導(dǎo)，以提供高績效

向員工清晰說明工作要求

適度檢查員工的表現(xiàn)

認(rèn)可員工重要表現(xiàn)

告知員工重要信息

征求員工意見，讓自己工作更好

7-3AppraisalMethods7-3-3TheBehavioralApproach(4)Organizationalbehaviormodification-aformalsystemofbehavioralfeedbackandreinforcement.(5)Assessmentcenters-multipleratersevaluateemployees’performanceonanumberofexercises.7-3AppraisalMethods7-3-3TheBehavioralApproach(4)Organizationalbehaviormodification(OBM)(組織行為修正法,p.269)-aformalsystemofbehavioralfeedbackandreinforcement.(5)Assessmentcenters(評價(jià)中心法,p.271)-multipleratersevaluateemployees’performanceonanumberofexercises.7-3AppraisalMethods7-3-4TheResultsApproach(1)ManagementbyObjectives(MBO)

Topmanagementpassesdowncompany’sstrategicgoalstonextlayerofmanagement,andthesemanagersdefinethegoalstheymustachieve.-Establishagoal-Developanactionplan-Allowtheemployeetoimplementanactionplan-Defineexpectedresults-Conductperformancereviewsandmeasureobjectiveachievement-Providefeedback-Takecorrectiveaction7-3AppraisalMethods7-3-4TheResultsApproach(2)ProductivityMeasurementandEvaluationSystem(ProMES)(生產(chǎn)率衡量與評價(jià)系統(tǒng),p.273)

Goalistomotivateemployeestohigherlevelsofproductivity.7-3AppraisalMethods7-3-5TheQualityApproach

(1)

Aperformancemanagementsystemdesignedwithastrongqualityorientationcanbeexpectedto:

-Emphasizeanassessmentofbothpersonandsystemfactorsinthemeasurementsystem.-Emphasizethatmanagersandemployeesworktogethertosolveperformanceproblems.-Involvebothinternalandexternalcustomersinsettingstandardsandmeasuringperformance.-Usemultiplesourcestoevaluatepersonandsystemfactors.7-3AppraisalMethods7-3-5TheQualityApproach

(2)

Statisticalprocessqualitycontroltechniquesused:

-Process-flowanalysis

-Cause-and-effectdiagrams-Paretochart-Controlchart-Histogram-Scattergram7-4Attentive

Points7-4-1SourcesforPerformanceInformationRatingCommitteePeersCustomersSubordinatesSupervisorsSelf7-2PerformanceAppraisal7-2-3Performanceappraiser(3)Theappraiserinvolves:-TheImmediateSupervisor直接主管-PeerAppraisals同事評估-AppraisalbySubordinates下級評估-Self-Rating自我評估

-360-DegreeFeedback360度反饋-RatingCommittee評定委員會

AdvantageThesupervisorisusuallyinthebestpositiontoobserveandevaluatesubordinate’sperformanceandisalsoresponsibleforthatperson’sperformance.

DisadvantageSolerelianceonsupervisors’ratingsisnotalwaysadvisable.Animmediatesupervisormaybebiasedfororagainsttheemployee.(1)Thesupervisor(主管評估)Advantage:

PeerAppraisalshasapositiveimpactonimprovingperceptionof:-opencommunication公開溝通-taskmotivation任務(wù)激勵-groupviability群體效能-Cohesion凝聚力-Satisfaction滿意感(2)PeerAppraisals(同事評估)

Disadvantage:Problemwithself-ratingsisthatemployeesusuallyratethemselveshigherthantheirsupervisorsorpeerswouldratethem.(3)Self-Ratings(自我評估)Advantage:Upwardfeedbackcanhelptopmanagersdiagnose(診斷)managementstyles,identifypotentialpeopleproblems,andtakecorrectiveactionwithindividualmanagers.(4)AppraisalbySubordinates(下屬評估)

Advantages:-Usuallycomposedoftheemployee’simmediatesupervisorandthreeorfourothersupervisors.Itcanhelpcancelout(抵償)problemssuchasbiasonthepartofindividualraters.-Itcanalsoprovideawaytoincludethedifferentfacets(方面)ofanemployee’sperformanceobservedbydifferentappraisers(5)Ratingcommittee(委員會評估)

Performanceinformationiscollectedfromsupervisors,subordinates,peers,andinternal/externalcustomersDisadvantage:Withmultipleratersandmultiplerates,itcanbepaperworknightmares(文書工作的噩夢).(6)360-DegreeFeedback(360度反饋)7-4Attentive

Points7-4-2RaterErrorsinPerformanceMeasurement(1)Similartome(同類人誤差)(2)Contrast(對比誤差)(3)Distributionalerrors(分布誤差)(4)Haloandhorns

(暈輪誤差與角誤差)7-4-2RaterErrorsin

PerformanceMeasurement(1)TwoApproachestoreducingratererror:-Ratererrortraining-Rateraccuracytraining(2)Appraisalpolitics-asituationinwhichevaluatorspurposefullydistortratingstoachievepersonalorcompanygoals.7-4Attentive

Points7-4-3FollowingLegalGuidelines-Conductavalidjobanalysisrelatedtoperformance.-Basesystemonspecificbehaviorsorresults.-Trainraterstousesystemcorrectly.-Reviewperformanceratingsandallowforemployeeappeal.-Provideguidance/supportforpoorperformers.-Usemultipleraters.案例分析:如何考核銷售經(jīng)理？對銷售經(jīng)理的管理和考核，最通常的弊病是重結(jié)果不重過程。很多公司對地區(qū)經(jīng)理的管理方法就是那種年底我就問你要結(jié)果，至于你要怎么干，我不管。這種只重結(jié)果不重過程的管理方法會造成很多失控的現(xiàn)象，有很多企業(yè)出現(xiàn)過這樣的情況：業(yè)務(wù)員黑天摸地、銷售經(jīng)理花天酒地、廣告鋪天蓋地……第二個(gè)常見的弊病，是對銷售經(jīng)理的指標(biāo)體系設(shè)計(jì)不合理。很多公司的考核體系中，過多的偏重于銷售計(jì)劃完成率，而對其他的指標(biāo)，不夠重視。比如說，對營銷經(jīng)理手下的業(yè)務(wù)員的能力不考核的話，最后導(dǎo)致的結(jié)果就會很嚴(yán)重:好多銷售經(jīng)理都認(rèn)為，這個(gè)客戶是我的，不愿意讓營銷員來接，他親自接，經(jīng)理變成了一個(gè)大業(yè)務(wù)員。漸漸地，營銷人員就沒有營銷感覺了，成為內(nèi)勤人員的角色，經(jīng)理做業(yè)務(wù)，營銷員只管開開單，送送貨，最后造成營銷整體隊(duì)伍的癱瘓。造成人員的巨大浪費(fèi)。經(jīng)理變成了一個(gè)大業(yè)務(wù)員，下面的人呢，肯定都沒有發(fā)揮應(yīng)該發(fā)揮的能力，所以下面人員的工資全都浪費(fèi)掉了。案例分析:如何考核銷售經(jīng)理(續(xù))？營銷隊(duì)伍沒帶起來，經(jīng)理一旦跳槽，這個(gè)市場就出現(xiàn)了空白點(diǎn)，所有的客戶全被帶走了。如果僅從銷售收入來考核，對于擴(kuò)大市場占有率很有幫助，但很容易帶來只沖銷量不計(jì)成本的負(fù)面效應(yīng)，三株公司就吃過這個(gè)虧。如果要求銷售經(jīng)理對利潤負(fù)責(zé)任，當(dāng)然總部的成本壓力會減小，但銷售經(jīng)理的獨(dú)立性太強(qiáng)，很有可能在地區(qū)市場做大，總部會逐漸失去對他的控制，營銷體系隨時(shí)都有分崩離析的危險(xiǎn)。怎么樣建立一套機(jī)制，既對經(jīng)理們