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Performancemanagement-howtoappraiseemployeeperformanceAbstractPerformaneeappraisalisanimportantcontentofhumanresourcemanagementinmodernenterprises.AccordingtotheproblemsexistingatthepresentstageChineseenterpriseperformaneeevaluation,putforwardtheimprovementmeasurestoimprovetheperformaneeappraisal.Performaneemanagementistheresponsibilitybetweenmanagersandemployeesandimprovethecommunicationperformaneeoftheongoing.Thepartnersshouldunderstandwhytheybecomepartners,therebysupportingthework.Performaneeevaluationisapartofperformaneemanagement,donoteonfusethetwoIntroductionChallengesofperformaneemanagementReasonstoavoidperformaneemanagement:Manager:reportsandprogramhasnomeaning;notime;afraidofeonfliet;feedbackandobservation.(performaneemanagement,preventproblemsininvestmentintime,ensurethemanagershavethetimetodothethingyoushoulddostaff:badexperienee;whatwasabouttohappennobottom;donotunderstandthesignificaneeofperformaneemanagement;don'tlikereceivedcriticism.Criteriontwo,performaneemanagement,organizationalsuccess:1Factors:coordinationamongunitsmeans,towardsacommongoal;problem,findtheproblems,findproblemsorpreventproblems;obeythelaw,beprotectedbythelaw;makemajordecisions,awayofgettinginformation;improvethequalityofstaff,tomaketheorganizationmorecompetitive.,performaneemanagementoforganization,mustbeusefultomanagers,theonlyreasonofperformaneemanagementistohelpemployeestosuccess.tounderstandbetterhowtodesignandwhatmadehimact.,theperformaneemanagementchallengeishowtofindpractical,meaningfulwaystofinishit,whichneedthoughtandwisdom.PerformaneemanagementisasystemTheperformaneeplan--startingpointofperformaneemanagement:employeesandmanagerstoworktogether,asemployeesdowhat,dowhatdegreeofproblemidentification,understanding.Continuousperformaneecommunication:bothtrackingprogress,findtheobstaclesthataffectperformaneeandprocesssothatthetwosidessuccessrequiredinformation.Communieationmethods:(1)aroundwereobserved;(2)employees;(3)allowemployeestoworkreview;Performaneediagnosis:toidentifyindividuals,departmentsandorganizationalperformaneebytherealreasonfortheproblemofcommunicationandproblemsolvingprocess.Performaneemanagementisasmallsysteminthelargesystem.Ifyouwanttogetthemaximumprofit,mustcompletetheperformaneemanagementprocess,andnotapartof.Performaneemanagementandstrategicplanning,budget,staff,employeesalaryincentivesystem,improvethequalityofplansarerelated.Dotheperformaneemanagementprocesstodothepreparationof1,therearetwokeypoints:withthestafftocollectmeaningful,toestablishtheinformationneededtomeasurablegoals;todosomebasicwork,sothatinthewholeprocessofperformaneemanagementandemployeecanfullycooperation.Inpart,accesstoinformationanddataofperformaneemanagementeffectisitcanhelporganizations,unitsandemployeestowardsadirectionsometargetinformationeachemployee'sjobdescription;(2)employeelastperformaneereviewdataandrelateddocuments.Theperformaneeplanthreesteps:preparation,meeting,finalizeplans.yourjob,youshoulddowhat,howtomeasureyoursuccess,setsthreatmosphereandseizethekey;toreviewtherelevantinformation,askmore,talkless;thejobdutiesandspecificgoal;determinethesuccesscriteria;discusswhatarethedifficultiesandneedwhathelp;discusstheimportaneelevelandauthorizedtoaskproblem;4,note:intheperformaneemanagementprocess,shouldpayattentiontocommunicationwithstaffthoughtistheactionguide,tocarryouteffectiveperformaneecommunication,wemustpayattentiontointhethought.Allaspectsoftheperformaneecommunicationthroughouttheperformaneecycle,playsanimportantroleinanyonelinkinthechain,leavingtheperformaneecommunication,anyunilateraldecisionsmanagerswillaffecttheenthusiasmofthestaff,performaneemanagement.Noperformaneecommunicationthereisnoperformaneemanagement.Inordertomaketheperformaneemanagementontherighttrack,trulyplayitsrole,enterprisesmustputthesupervisorandemployeeperformaneecommunicationasapriorityamongprioritiestoresearchanddevelopment,throughthesystemspecification,performaneemanagementbecomecompetenthabit,thehabitofemployees,tosolvetheperformaneeproblememployeesworkfordialogueandexchanges,theperformaneemanagementintoeffect.Threemethodsofperformaneeevaluation:Predicament1,individualperformaneeevaluation--:thebestoperaactorandamateurorchestraeoncert.Theoperaactorsplaytheextreme,buttheeffectisverybad.Nooneisisolated,onlyfocusontheindividual,cannotsolvetheproblem.Wecallonanindividualbasisonemployeeperformaneeevaluation,butifweemphasizeindividualperformaneebutnottheantecedentsandeonsequencesandeonditionsofperformanee,wedonotprogress,becausewedidnotfindtherealreason--maybebecauseemployeescannoteontrolthingsandpunishemployees,mayalsobebecauseofthewrongreason2,regardlessofthewhatwaytoassessperformanee,avoidtwotrapsareimportant:1)don'tdoperformaneeproblemsoralwaysthefaultofemployeesthishypothesis;2)withoutanyassessmentcangivethewhyandwhatishappeninginthepicture.Evaluationisjustthebeginning,isafurtherdiscussionaswellasthestartingpointofdiagnosis.Threemethodsofperformaneeevaluation:3,1)ratingmethod::features,toandbehaviorproject;identifyeachprojectperformaneeleve