绩效管理期末PPT演示(Performance management)

PerformanceManagement7.1WhatisPerformanceManagement？7.2TheProcessesofLinkingPerformanceManagementtotheStrategicPlan7.3PerformanceManagementApproaches7.4GatheringofthePerformanceInformation7.5ImplementingaPerformanceManagementSystem7.6ThePerformanceFeedbackContentsPerformancemanagementisaprocesswhichisdesignedtoimproveorganizational,teamandindividualperformanceandwhichisownedanddrivenbylinemanagers.——MichaelArmstrong7.1WhatisPerformanceManagement?PerformanceManagementisAnagreementbetweenemployeeandsupervisorAnon-goingprocessTiedtothemeritprocessPerformanceManagementshouldnotbeAonce-a-yeareventAnpunitiveprocessAtimetogivesurprisesIngeneral,performancereferstotheeffectivenessandefficiencyinone’swork.Theso-calledperformancemanagementreferstothatmanagersandemployeesatalllevelsparticipateinperformanceplanning,performancecoachingcommunicationandperformanceevaluationinordertoachieveorganizationalgoals,performanceresultsoftheapplicationofperformancegoalsincontinuingcycletoenhancetheprocessofperformancemanagement.Organization`sstrategicplan●Mission●Vision●Goals●StrategiesUnit’sstrategicplan●Mission●Vision●Goals●StrategiesIndividualandteamperformance●Results●Behaviors●DevelopmentalplanJobdescription●Tasks●Knowledge●Skills●Abilities7.2TheProcessesofLinkingPerformanceManagementtotheStrategicPlanPerformancemanagementprocessesMonitoringDevelopingRatingRewardingPlanning1、PlanningWorkandSettingExpectationsPlanningcouldbevitalinaneffectiveorganization.Itmeanssettingperformanceexpectationsandobjectives,andlinkingindividuals’efforttotheorganizationalgoals.Inordertoregulatetheplanningforemployees’performance,itisrequiredtoestablishtheelementsandstandardsoftheperformanceappraisalplans,whichoughttobemeasurable,understandable,verifiable,equitableandachievable.2、ContinuallyMonitoringPerformanceAssignmentsandprojectsshouldbemonitoredcontinuallyinaneffectiveorganization.Effectivemonitoringrequiresconsistentlyperformancemeasurementandprovisionofongoingfeedbacktoemployeesandworkgroupsontheirprogresstowardachievingtheirgoals.3、DevelopingtheCapacitytoPerformEmployees’developmentneedsareevaluatedandaddressedinaneffectiveorganization.Developinginthiscircumstancemeansdifferentmethodsliketraining,provisionofassignmentsthatintroducesnewskillsorhigherlevelofresponsibility.Itprovidesemployeeswithtraininganddevelopmentopportunitiesthatencouragegoodperformance,strengthens,job-relatedskillsandcompetencies,andhelpsemployeeskeepupwithchangesintheworkplace,suchastheintroductionofnewtechnology.4、PeriodicallyRatingPerformanceFromtimetotime,organizationsfinditusefultosummarizeemployeeperformance.Thiscanbehelpfulforlookingatandcomparingperformanceovertimeoramongvariousemployees.Theorganizationneedstoknowwhotheirbestperformersare.Althoughgroupperformancemayhaveanimpactonanemployee’ssummaryrating,aratingofrecordisassignedonlytoanindividual,nottoagroup.5、RewardingGoodPerformanceInaneffectiveorganization,rewardsareusedwell.Rewardingmeansindividuallyandcollectivelyapprovingemployeesoftheirperformanceandacknowledgingtheircontributionstotheagency’smission.Goodperformanceisapprovedbeforenominationsforformalawards.Theregulationsalsocoveravarietyofcontributionsthatcanberewarded,fromsuggestionstogroupaccomplishments.7.3PerformanceManagementApproaches7.3PerformanceManagementApproachesPerformanceevaluationisonlypartofperformancemanagement,butitisthekeyofperformancemanagementanditisorganizedinaccordancewithcertainpre-determinedcriteriaandevaluationprocedures,theuseofscientificmethodsofevaluation,theevaluationcriteriaforevaluatingthecontentandabilitytoworkobjects,regularandirregularworkperformanceassessmentandevaluation.PerformanceevaluationTheCriticalIncidentTechnique(CIT)BehaviorallyAnchoredRatingScale(BARS)The360-degreePerformanceEvaluationTheKeyPerformanceIndicator(KPI)BalancedScorecardPersonnelDataPorpertyMoneyCITisuesdtolookintothecauseofhuman-system(orproduct)problemssoastominimizelossofpersonnel,property,moneyordata.Analysismayshowhowclustersofdifficultiesarerelatedtoacertainaspectofthesystemorhumanpractice.Investigatorsthendevloppossibleexplanationsforthethesourceofthedifficulty.Themrthodgeneratesalistofgoodandbadbehaviorswhichcanthenbeusedforperformanceappraisal.TheCriticalIncidentTechnique(CIT)BehaviorallyAnchoredRatingScale(BARS)BARSareacombinationofthecriticalincidentsandratingscalemethods.Employeeperformanceisratedonascalebutthescalepointsareanchoredwithcriticalincidents.ThedevelopmentofBARSistime-consuming,butthebenefitsmakeitworthwhile.TheBARSapproachnotonlymeetsequalemploymentopportunitycommissionguidelinesforfairemploymentpracticesbutitmayimprovereliabilityofpersonnelassessmentandenhancescommunicationwhenevaluationemployees.The360-degreePerformanceEvaluationThe360-degreeevaluationisacommontoolinHRM.Simplyput,itisamechanismforevaluatingsomeone’sperformancebasedonfeedbackfromeveryonewithwhomtheindividualcomesincontact-supervisors,coworkers,partners,subordinates,thegeneralpublic.Thismethodofcollectingevaluativeinputisanexcellentsourceofmotivationfo