Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.
Performance appraisal（绩效考核） is the systematic description of an employee’s strengths and weaknesses.
Contributions of performance management to organization:
• • • • • • • • • • • •
Motivation to perform is increased Self-esteem is increased
Managers gain insight about subordinates The definitions of job and criteria are clarified Self-insight and development are enhanced
administrative actions are more fair and appropriate Organizational goals are made clear Employees become more competent
There is better protection from lawsuits
Better and more timely differentiation between good and poor performers Supervisors’ views of performance are communicated more clearly Organizational change is facilitated
Purposes of a Performance management system
• • • • •
Strategic purpose
Administrative purpose Informational purpose
Developmental purpose
Organizational maintenance purpose
• Documentational purpose The two most frequent purposes
• administrative (i.e., salary decisions)
•
developmental (i.e., to identify employees’ weaknesses and strengths)
Stages of performance management process绩效管理过程中的各个阶段:
Two important prerequisites:(1)knowledge of the organization’s mission and strategic goals (2)knowledge of the job in question
(1) performance planning (2) performance execution (3) performance assessment (4) performance review
(5)performance renewal and recontracting
Strategic planning was defined （战略规划的定义）as:
the process of deciding upon objectives, on changes in these objectives, on the resources used to attain these objectives, and on the policies that are to govern the acquisition, use, and disposition
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of these resources.
The BSC(平衡计分卡)is based on the theory that an organization’s measurement system should enable its managers to answer four fundamental questions:
– How do we look to our shareholders (the financial perspective) – How do our customers see us? (customer perspective)
– –
What must we excel at? (the internal business perspective)
How can we continue to innovate and create value? (the innovation and learning perspective)
Performance is about behavior or what employees do, and not about what employees produce or the outcomes of their work.
Definition of KPIsthey focus on the aspects or areas of our organisation’s performance that are critical or vital for our ongoing and future success
Determinants of Performance（绩效的决定因素）:
1、 Declarative knowledge: Information about facts, labels, principles, goals Understanding of
task requirements
2、 Procedure knowledge:Skills: Cognitive, Physical,Perceptual,Motor,Interpersonal 3、 Motivation:
Dimensions of Performance: 1、 Task Performance（任务绩效）
Choices:
Expenditure of effort,
Level of effort,
Persistence of effort
Task performance activities that:
• transform raw materials into the goods and services that are produced by the
organization
• help with the transformation process
• replenishing the supply of raw materials,
• distributing its finished products
• providing important planning, coordination, supervising, or staff functions
2、 Context Performance（周边绩效）
Contextual performance Behaviors that:
• contribute to organization’s effectiveness
• provide a good environment in which task performance can occur
Differences between task performance and context performance:
• Varies across jobs
• in-role performance
• Influenced by abilities and skills • Fairly similar across jobs
• Extra-role performance • Influenced by Personality
Approaches to Measuring Performance：
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1、 Behavior Approach（Emphasizes how employees do the job） 2、 Result Approach （Emphasizes what employees produce） 3、 Trait approach (Emphasizes individual traits of employees)
Performance Standards: Yardstick used to evaluate how well employees have achieved
objectives
Determining Performance Standards:
Standards refer to aspects of performance objectives, such as:
• Quality
– How well the objective is achieved
• Quantity
– How much, how many, how often, at what cost
• Time
– Due dates, schedule, cycle times, how quickly
Characteristics（特性） of Good Performance Standards:
• 与职位相关 Related to Position
• 具体、明确、可衡量 Concrete, Specific, Measurable • 容易衡量 Practical to Measure
• 有意义 Meaningful
• 现实的、可达成的 Realistic and Achievable • 能定期审查 Reviewed Regularly
Types of Competencies:
• Differentiating(区别性胜任能力)
– Distinguish between superior and average performance (区分优秀绩效和一般
绩效)
• Threshold(临界性胜任能力)
– Needed to perform to minimum standard(达到最低绩效标准的必备条件)
Choose Measurement System:
• Comparative system
– Compares employees with each other (把员工和其他人比较)
• Absolute system
– Compares employees with pre-specified performance standard(把员工和事前确
定的绩效标准比较)
Director supervisor’s role in employee development:
• •
(1) Explain what would be required for the employee to achieve the desired performance level
(2) Refer the employee to appropriate developmental activities that can assist the employee in achieving her goals
– Select a mentor
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• • •
(3) Reviews and makes suggestions about the developmental objectives (4) Check on employee’s progress toward achieving the developmental goals (5) Provide reinforcements
Coaching 绩效辅导: 辅导风格与行动目标 直接辅导 direct coaching 培养技能 to cultivate skills 示例 把你的专长传授给有需要的新员工，或 为新员工找到具备特定技能的辅导员 向新员工解释企业战略 说明完成某项任务最快捷的方法，或与 员工一起完成某项工作或项目，让他跟 你学习 提供答案provide answers 指导 to instruct/mentor 间接辅导 indirect coaching 协助解决问题help solve the problems 培养自信 to encourage 帮助别人自己去发现解决方案 信任员工找到解决方案 激励他人自学to motivate employees to 让员工承担新职责，以便从中 study on their own 学习 为他人提供资源to provide resources 提供信息或联系人，帮助员工 自己去解决问题 绩效面谈：
主管人员应该做的准备： • Appropriate time • • • •
Appropriate place Necessary materials Who to talk with
Prepare the procedure of performance talk
准备面谈的资料：
• performance form 员工绩效评价表格
•
Document of daily performance 员工日常工作表现的记录
对待面谈的对象有所准备：
• Personality 员工的个性特征
• •
Possible influence 此次绩效评价结果对员工的影响
Possible emotions and behaviors员工可能表现出来的情绪和行为
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