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1、Performance Appraisal收集、分析、评价和传递有关某一个人在其工作岗位上的 工作行为表现和工作结果方面的信息情况的过程。业绩考核概念概念考核与测评考核人员任用人员培训薪酬确定人员激励重要性BusinessnGoals and Objectives nInternal RequirementsExternal EnvironmentOpportunitiesPressuresEventsResourcesOrganizational EnvironmentInformationResourcesIncentivesCulture/ClimateJob DemandsHuman
2、Performance RequirementsVerification of AccomplishmentsBehaviorsAccomplishmentsAligned?TriggersYesRequires changes inRequires changes inCreatesResults inGeneratesLeads toNoInfluencesInfluencesInfluencesInfluencesSource: Harold D. Stolovitch,Erica J. Keeps, Editors, Handbook of Human Performance Tech
3、nology, Jossey-Bass PfeifferA Conceptual Model for a Human Performance SystemIdentify Business RequirementslProactivelReactiveMonitor and Maintain Performance InterventionslPerformancelBusinessIdentify Performance RequirementslLegal/regulatorylNew skills and knowledgelPerformance improvementSpecify
4、Current PerformancelExemplarylDeficientlRelatedDefine Performance GapslMagnitudelValuelUrgencySpecify Performance-Gap Factors lEnvironmental External Internal Organizational/cultural Job-specific lSkills and Knowledge lEmotional/Political General SpecificImplement Performance InterventionslPlanlExec
5、utionlSupportDevelop Performance InterventionslDesignlCreationlVerificationSelect Performance InterventionslAppropriateness Internal ExternallEconomicslFeasibilitylAcceptabilityIdentify Potential InterventionslEnvironmentallSkills and KnowledgelIncentives and motivationSource: Harold D. Stolovitch,E
6、rica J. Keeps, Editors, Handbook of Human Performance Technology, Jossey-Bass PfeifferAn Operational Model for Engineering Effective Human PerformanceVariables Affecting Job performance1. Performance SpecificationsDo performance standards exist? Do performers know the desired output and performance
7、standards? Do performers consider the standards attainable?InputOutputConsequencesPerformerFeedback2. Task InterferenceCan the performer easily recognize the input requiring action? Can the task be done without interference from other tasks? Are the job procedures and workflow logical? Are adequate
8、resources available for performance (time, tools, staff, information )?4. Feedback Do the performers receive information about their performance? Is the information they receive relevant?accurate? timely?specific? constructive? easy to understand?5. Knowledge / Skill Do the performers have the neces
9、sary skill and knowledge to perform? Do the performers know why desired performance is important? 6. Individual Capacity Are the performers physically, mentally, and emotionally able to perform?3. Consequences Are the consequences aligned to support desired performance? Are consequences meaningful f
10、rom performers viewpoint? Are consequences timely?考核的真正目的n保证组织目标的实现n激励员工进取n促进人力资源开发n考核内容与标准n考核方法n考核工具n考核周期n考核程序考核体系有效的考核体系的标志n 中肯贴切n 敏感性n 可靠性n 可接受性n 实用性考核内容与考核标准考核内容n工作态度（德，勤）n工作能力（能）n工作绩效（绩）考核内容与考核标准工作知识 力气 眼手协调能力证书 商业知识 成就欲 社会需要 可靠性 忠诚 诚实 创造性 领导能力完成任务服从指令报告难题维护设备维护记录遵守规则按时出勤提交建议不吸烟不吸毒销售额生产水平生产质量浪费
11、事故设备修理服务的客户数量客户的满意程度特 征行 为结 果绝对标准绝对评价（绝对考核）：人与工作比较 相对标准相对评价（相对考核）：人与人比较n 不可比因素太多 n 违背考核实质 n 容易背离日常工作的具体性，忽视工作上的客观标准。“具体人”变 成“抽象人”，背离考核初衷。 n “永远的先进” n 先进成为特殊阶层相对评价标准的弊端绝对标准与相对标准考核内容与考核标准滞后指标与超前指标n滞后由于我们过去采取的行动，我们现在的绩效如何？ n超前由于我们现在采取的行动，我们将来的绩效如何？滞后指标 利润/损失或营运资本 投资回报率，占用资本回报率 雇员人均创造收入 顾客投诉数目超前指标 新产品开发
12、周期 用于关键客户的时间 按时送货率考核内容与考核标准从单个利益相关者到多个利益相关者股票市场 l每股收益 l盈利能力 l每股价格顾 客 l财务状况稳定性 l创新能力 l服务水平当地社区 l财务状况稳定性 l环境意识 l提供增长/就业员 工 l就业稳定性 l满意的工作 l合理的薪酬管 理 层 l回报水平 l挑战 l盈利能力组织考核内容与考核标准测评整体，而不是部分采购生产后勤营销销售l质量l价格变化l送货准确性l服务水平l发票出错率l供应商群体的规模l质量l设备利用率l生产效率l停机时间l维护l单位员工平均产量l存货周转率l运输成本l车辆利用率l交接成本l服务水平l提前时间l市场份额l回忆率l
13、店堂测试l焦点小组l边际利润l销量l促销费用l占销售额比例l拜访顾客次数l转换率考核内容与考核标准评级量表法采用最普遍的方法，是由考核者根据量表，对员工每一个考核项目的表现作出评价和记分，常用5点量表。等级择一法首先应该给评价档次ABCDE赋予相应的等级内涵。之后，就可以根据这些内涵，对考核项目作出单项选择。考核的方法普洛夫斯特法考核者只需要掌握被考核者的事实即可。具体操作步骤： v 制作“对照评价表”，根据被考核者的工作事实进行逐项核定； v 在相应的空格中打“”；v 对照记分表计算分值；v 根据换算表换算评价等级。混合标准测评法v 包含许多组概念上相容的描述句（通常是3个一组），用来描述同
14、 一考核项目的高、中、低三个层次。 v 描述句在测评量表中是随机排列的，考核者只需指出被考核者的表 现是“好于”、“相当于”、还是“劣于”描述句中所叙述的行为 即可。 v 能鉴别出那些“没有逻辑性”的考核者。考核的方法个体排序法也叫做排队法，就是把员工按从好到坏的顺序进行排列配对比较法v把每一位员工与其他员工一一配对，分别进行比较。v每一次比较时，给表现好的员工记“+”，另一个员工就记“-”。v所有员工都比较完后，计算每个人“+”的个数，“+”个数多者名次 在前。考核的方法人物比较法在考核之前，先选出一位员工，以他的各方面表现为标准，对其他员工进行考核。关键事件记录评价法通过观察，记录下有关工
15、作成败的关键性事实，依此对员工进行考核评价。考核的方法A Comparison of Traditional Appraisal and Three different 360Focus360-Degree Research Results Appraisers prefer that 360-degree appraisals be used for development feedback to appraisees, not to make decisions about an appraisees merit raisesappraisers are concerned about n
16、egative reactions form appraisees. Appraisees feel that written descriptive 360 feedback is more helpful than rating scale data. Managers want their direct contributors to be accountable for their rating; however, direct contributors want their ratings to remain anonymous. Direct contributors who had to sign their names to the upward appraisal instruments gave their managers higher ratings than those who u
