PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL 第七章 绩效考评 CHAPTER SEVEN: PERFORMANCE APPRAISAL CHAPTER OBJECTIVES 本章目标 AN BRIEF INTRODUCTON TO PERFORMANCE 第一节 绩效考评概述 APPRAISAL 1. The Significance of Performance Appraisal 2. Roles (作用) of Performance Appraisal 3. Principle of Performance Appraisal 4. Who Performance Appraisal PERFORMANCE APPRAISAL PROCESS 第二节 绩效考评的过程 1. Preparation: To establish the criteria and standard for each position 2. Conducting Performance Appraisal 3( To Coach (辅导阶段) 4( To improve TYPES OF APPRAISAL INSTRUMENTS 第三节 绩效考评的方法 1.Alternation Ranking Scale (强制分布法) 2.Forced Distribution Method. (配对比较法) 3.Paired comparison Method (量表法) 4.GRAPHIC RATING SCALES (行为锚定法) 5.BEHAVIORALLY ANCHORED RATING SCALES (关键事件法) 6.Critical Incident Method 7(MANAGEMENT-BY-OBJECTIVES (目标管理法) FEEDBACK INTERVIEW 第四节 绩效考评的面谈 EXERCISES 作业 Reference 参考文献 CHAPTER OBJECTIVES (本章目标) After you learn this chapter, you should be able to: 1. To cite the various objectives of performance appraisal. 2. To identify the basic consideration in selecting standards for appraisal 3. To identify and discuss the major performance appraisal method. 1 4. To identify the different approaches to performance appraisal interview. 5.To describe the types of errors those are commonly found in performance appraisal AN BRIEF INTRODUCTON TO PERFORMANCE APPRAISAL (第 一节 绩效考评概述) CASE:“ Why did Zhang jump ship?” After graduated from the college, Zhang was recruited to be a salesman in Company Z .In the first two years, his performance was not so satisfactory because of lacking experience. But at the end of the third year, His performance was greatly improved. Last year, Zhang did a very good job, and he accomplished his sale-volume at the end of September. But the sales manager didn’t show any response to it, so Zhang felt quite disappointed. Zhang left the company in October since the company had no formal appraisal system. In the Company z, an HR professional appraised employees only based on informal conversations between the HR professional and the employees’ supervisor. This system yields no information regarding employee strengths and weaknesses. To make matter worse, this system provided no information regarding company expectation, leaving the employees in the dark as to what they needed to do to achieve favorable performance. In this chapter we turn to discuss performance appraisal programs, which are among the most helpful tools an organization can use to maintain and enhance competitive advantage and facilitate progress toward organization goals. Performance appraisal (绩效评估) refers to a formal, structured system for measuring, evaluating, an employee’s job-related attributes, behavior, and outcomes. 1. The Significance of Performance Appraisal It may understand at first glance that performance appraisals are used for evaluating who is doing a good job and who is doing a bad one. The significance of performance appraisals can be reviewed from the point of employees as well as the organization’s. The following are just a sample of those significance. For Employees a. Understand more clearly about their own duties, tasks and requirements. b. Understand more about what the organization expects from them and their future goals for achieving high performance. c. Employees who are performing well can receive formal recognition (认可) for their performance. d. To provide Employees with the opportunity to participate in performance appraisal. For Organization a. To provide the supervisor with a means of identifying the strengths and weaknesses of an employee’s performance. b. To provide a format enabling managers and employees to jointly establish future development and growth plan for the employees. c. To establish a communication channel between managers and employees. d. To express what managers wish to expect from employees. 2 2. Roles (作用) of Performance Appraisal In HRM activities, a lot decisions have to be based on performance appraisal process, which implies that performance appraisal provides input into all aspects of HRM. The interrelationship between the performance appraisal function and other major HR functions is shown in following Figure: Training: It can determined which employee needs more training and what should be trained (培 训内容) b. Administrative decisions: It helps the organization to decide who should be receive pay raises, promoted, laid off, transferred. c. Rewards: It provides basis for judging Pay System (薪酬) and pay adjustment. d. Motivation: It encourages initiative, develops a sense of responsibilities, and stimulates efforts to perform better. e. HR planning: Performance appraisal data can also be used in HR planning, in determining the relative worth of jobs under a job evaluation program. f. Selection: It can be used to validate selection tool such as a testing program. 3. Principle of Performance Appraisal a. Transparency (透明): A supervisor should communicate appraisal criteria (评估项目) or dimension, appraisal procedures, results openly with employees. b. Objectiveness(客观): Employees’ outcome must be assessed by supervisors fairly without inserting their own Likes or dislikes. c. Practical(实用): The appraisal scheme should be simple but practical. d. Training(培训): Supervisor should be trained how to apply appraisal standards, when making judgments. e. Clear performance standards: It must be so clear that employees know exactly when the company expects of them, f. Relented: Appraisal form must exclude criteria that are irrelevant to job performance. g. Difference (差别化): The result of appraisal must be able to reflect the difference between high and low performers. 4. Who Performance Appraisal a. Appraisal by supervisor (主管评估) The superior knows the subordinate’s 3 performance better. He knows his ability and behaviors and attitude. However, appraisal by supervisor has drawbacks. Supervisor appraisal has been the traditional approach to evaluating an employee’s performance. Supervisor has the power to reward and punish. b. Peer Appraisals (同事评估) Some companies use it to replace or supplement the appraisal given by supervisor. The co-worker who is at an individual’s side all day has an excellent opportunity to observe the individual’s behavior and even can observe the other facets of the employee’s behavior that his supervisor can not because employees often be have differently when the boss is present. c. Self-Appraisal (自评)A worker knows clearly what he has done. Self-appraisal can reduce the defensive of the employee and make the employee to evaluate his performance with his responsibility. d. Subordinate Appraisal(下属评价)Subordinates are in a good position to evaluate their managers since they are in frequent contact with many performance-related behaviors. Those performance dimensions judged most appropriate for subordinate appraisals include leadership, oral communication, delegation of authority, coordination of team efforts, and interest in subordinates. e. Customers (客户评估) Some companies like restaurants will ask the customers to assess their employees’ performance. E. 360-Degree Feedback(360度评估) Performance information is collected all round an employee, from his or her supervisors, subordinates, peers, and internal or external customers; this approach is increasingly popular. It is generally used for management and career development. PERFORMANCE APPRAISAL PROCESS (第二节 绩效考评的过程) 4 1. Preparation: To establish the criteria and standard for each position a(Types of Performance Criteria (考评项目)Criteria are dimensions against which the performance of an employee team or a work unit is evaluated. Trait-based criteria: They focus on the personal moral character, value and work attitude such as team-sprit, locality, initiative or creativity of an employee. Behaviour-based criteria: They focus on how the work is performed. With behaviour clearly defined, an employee is more likely to exhibit the acts that lead to peak performance. Behaviour is difficult to be measured in figures or amounts. As a matter of fact, an organization generally uses frequency to describe the employees’ behavior. Outcome-based criteria: They focus on what was produced rather than on how it was produced. (focus on output and contribution which can be reflected in quality, quantity, efficiency). This kind of criteria can be easily measured. It doesn’t care how the result achieved. A result-at-all-cost may plague outcome-based appraisal. Unfortunately, when used alone, any one of these performance criteria is deficient for accurately evaluating performance. Thus, many organizations use several criteria in making judgments about an employee’s performance. Realistic, measurable, clearly understood performance standards benefit both the organization and the employee. It is important to establish standards before the work is performed so that all involved will understand the level of accomplishment expected. b(To set performance standard Ensure that the targets set are in the smart model. Specific means that they are transparent and not open to dispute. Targets should be measurable so that all sides can agree when they are achieved or not. Thirdly, Targets should be agreed and achievable. If employees disagree with the target because they find them too difficult to achieve, then they may set out to prove this by determining to fail. 5 Fourthly, targets should be realistic and relevant, which makes them more attractive to all parties. Finally, they should be time-related, so that it is clear at what point they should be achieved. An organization may use three approaches to performance evaluations. The first evaluates employees against preestablished common criteria or standards, similar to the way many professors evaluate students’ performance. The second evaluation approach is based on individualized performance criteria and standards. Performance goals for each individual are derived from the overall department’s performance requirements for a specified period. Each employee may have unique performance goals (criteria and standards), and each employee is evaluated on the basis of how well he or she meets those goals. A third evaluation approach entails ranking one employee’s performance against the performance of other employees. 2. Conducting Performance Appraisal After an appraisal system is designed, must be properly implemented. Managers are chiefly responsible for implementation; they must complete the real ratings for employees and provide feedback to employees. One of the key objectives of feedback is to improve employee performance by giving them constructive criticism, when necessary, to make them aware of their shortcomings. 3( To Coach (辅导阶段) After completing performance Appraisal, some employees’ result may turn out to be comparatively dissatisfactory which may be resulted from lacking knowledge or skills. In reality, it is supervisor’s responsibility to establish a performance improvement plan as follows. Whether Ways of Criteria Standards Accomplish Reasons Time-table Improvement ornot 1 2 3 4( To improve The supervisor must evaluate whether the employees have improved their outcome or not after caring out the plan for some time. TYPES OF APPRAISAL INSTRUMENTS (第三节 绩效考评的方法) 1.Alternation Ranking Scale For the trait you are measuring, list all the employees you want to rank. Put the highest-ranking 6 employee’s name on line 1. Put the lowest-ranking employee’s mane on line 10. Then list the next highest ranking on line 2, the next lowest ranking on ling 9, and so on Continue all names are on the scale. Highest-ranking employee 1.____________________________________ 6._________ ____________________________ 2.____________________________________ 7._____________________________________ 3.____________________________________ 8._____________________________________ 4.____________________________________ 9.___________________ __________________ 5.____________________________________ 10.____________________________________ Lowest –ranking employee 2..Forced Distribution Method.(强制分布法) The forced distribution method is similar to grading on a curve. With this method, predetermined percentages of rates are placed in performance categories. For example, you may decide to distribute employees as follows: 5% high performers 20% high-average performers 50% average performers 20% low-average performers 5% low performers 3..Paired comparison Method(配对比较法) The paired comparison method helps make the ranking method more precise. For every trait (quantity of work, quality o f work, and so on), every subordinate is paired with and compared to every other subordinate. For the trait ―Quality of Work‖ For the Trait ―Creativity‖ Employee Rated: Employee Rated: As As A B C D E A B C D E Compared Compared zhang Li Wang Hao Chen zhang Li Wang Hao Chen to: to: A zhang + + - - A zhang - - - - B Li - - - - B Li + - + + C Wang - + + - C Wang + + - + D Hao + + - + D Hao + - + - E Chen + + + - E Chen + - - + 4.GRAPHIC RATING SCALES(量表法) A graphic rating scale (GRS) presents a list of traits (e.g., cooperativeness, adaptability, maturity, 7 motivation). Each trait is accompanied by a five or seven-point rating scale. The points along the scale are defined by numbers and/or descriptive words or phrases that indicate the level of performance. Many organizations use graphic rating scales because they are practical and cost little to develop. But Graphic rating scales do present a number of problems. Such scales do not effectively direct behavior; that is, the rating scale does not clearly indicate what a person must do to achieve a given rating. Another problem with GRS is the points on the rating scale are not clearly defined. An example of GRS is showed as follows Evaluate the worker on each quality using the following ratting scale: 5=Outstanding; one of the best workers you have known 4=Good; meets all job standards; exceeds some 3=Adequate; meets all job standards 2=Needs improvement; needs improvement in some way 1=Unsatisfactory; not acceptable A. Dress and appearance B. Self-confidence C. Dependability D. Tact and diplomacy E. Attitude F. Cooperation G. Enthusiasm H. Knowledge 1_________2________3________4________5_________ 1_________2________3________4________5_________ 1_________2________3________4________5_________ 1_________2________3________4________5_________ 1_________2________3________4________5_________ 1_________2________3________4________5_________ 1_________2________3________4________5_________ 1_________2________3________4________5_________ 5.BEHAVIORALLY ANCHORED RATING SCALES(行为锚定法) A behaviorally anchored rating scale (BARS), is a combination of a graphic rating scale, and Critical Incident Method. It requires appraisers to rate employees on their traits. The typical BARS includes seven or eight traits, referred to as ―dimensions,‖ each anchored by a seven-or nine-point scale. Example of Critical Incidents for an Assistant Plant Manager Continuing Targets Critical incidents Schedule production for Pull utilization of personnel Instituted new production plant and machinery in plant; scheduling system; orders delivered on time decreased late orders by 10% last month; increased machine utilization in plant by 20% last month 8 Supervise procurement of Minimize inventory costs Let inventory storage costs raw materials and inventory while keeping adequate rise 15% last month; over control supplies on hand ordered parts ―A‖ and ―B‖ by 20%; under ordered part ―C‖ by 30% Supervise machinery No shutdowns due to faulty Instituted new preventative maintenance machinery maintenance system for plant; prevented a machine breakdown by discovering faulty part 6.Critical Incident Method(关键事件法) With the critical incident method, the supervisor keeps a record good or bad or so, the supervisor and subordinate meet and discuss the latter’s performance using the specific incidents as with specific hard example true examples.This method has several advantages. It provides you facts of good and poor performance for explaining the appraisal. A BARS anchors each trait with examples of specific job behaviors that reflect varying levels of performance. An example is shown in Exhibit below. DIMENSION: CLASSROOM TEACHICG SKILLS Outstanding 7 ?The instructor answers students questions in a clear, concise, and accurate manner. 6 ?The instructor uses examples when trying to emphasize a point. 5 4 ?The instructor exhibits a number of annoying habits when lecturing. 3 ?The instructor singles out students in class for unreasonable criticism. 2 Extremely Poor 1 The greatest strength of BARS is to let employees know what types of behaviors are expected of them and gives appraisers the opportunity to provide behaviorally based feedback. The failure of BARS may lie in the difficulty raters experience when trying to select the one behavior on the scale that is most indicative of the employees performance level. Sometimes an employee may exhibit behaviors at both ends of the scale, so the rater would not know which rating to assign. 7(MANAGEMENT-BY-OBJECTIVES(目标管理法) Management-by-objectives (MBO) is a management system designed to achieve organizational effectiveness by steering each employees behavior toward the organization’s mission. The MBO process includes goal setting, planning, and evaluation. GOAL SETTING Goal setting starts at the top of the organization. The goal then cascades down through the organizational hierarchy to the level of the individual employee. In most instances individual goals are mutually set by employees and their supervisors, at which time mine how goal attainment will be measured. As will as to identify potential obstacles to reaching goals and devise strategies to overcome these obstacles. 9 EVALUATION In the final phase, the employee’s success at meeting goals is evaluated against the agreed-on performance standards. MBO lets people know what is expected of them so that they can spend their time and energy in ways that maximize the attainment of important organizational objectives. But MBO presents several potential problems, it does not specify the behaviors required to reach them. This may be a problem for some employees, especially new ones. MBO also tends to focus on short-term goals. The successful achievement of MBO goals may be partly affect by some factors which are outside the worker’s control. Common appraisal problem Halo Effect :It means that the rating of a subordinate on one trait influences the way the person is rated on other traits. Managers may rate employees on the basis of their personal relationships rather than by an objective measure of their competencies and abilities. Central Tendency :It refers to a tendency to rate all employees above average. Leniency or Strictness: Some supervisors tend to rate all subordinates consistently high or low Recency Error: Some supervisors tend to be too influenced by an event that happened a few days or weeks ago that is fresh in their mind. Bias :It refers to the tendency to allow individual differences such as age, race, and sex to affect the appraisal rating employees receive. FEEDBACK INTERVIEW (第四节 绩效考评的面谈) Before the Interview Adequate preparation, including giving notice, reviewing the job description and choosing the right place. During the Interview Listen and question Concentrate on performance not personality Be specific about specific Don’t impose your ideas Don’t be instructive After the Interview Monitor progress Follow-up any issues EXERCISES (作业) QURSTION 1.. What is meant by the term ―relevance‖ in the context of performance appraisal? And what can 10 an organization do to ensure its rating instruments are relevant? 2. What are some of the causes of inaccurate ratings? How can ratings be made more accurate? 3. Why are graphic rating scales so frequently used? What are major problems associated with their use? 4. Discuss the advantages and disadvantages associated with the use of MBO as a performance appraisal technique. 5. Why are peer ratings sometimes used to supplement supervisory ratings? What are some problems associated with their use? 6. What steps can an organization take to help ensure that its appraisal system is a fair one? 7.What sources could be used to evaluate the performance of people working in the following jobs a. Taxi driver b. GM c. HR Manager d. Lathe operator A spokesperson for each group should present the group’s responses. 8.Suppose you are the HR manager of Foshan University, how you should develop a performance appraisal system for teachers. Please follow the steps as below ? Gain support for system: gain support of President and seek employee input when developing the system ? Develop rating instruments: instrument of choice depends on practicality, cost, and the nature of jobs being evaluated ? Chose raters: supervisors, peers, self, and 360-degree feedback ? Determine when appraisals will be given ? Include safeguards to ensure fairness: should include an upper-management review and an appeals system, A spokesperson for each group should present the group’s responses. CASE STUDY 华夏银行商业信贷部的绩效评估 华夏银行商业信贷部总共有4名出纳员，其中一名是资深出纳员马丽，部门主管张岚负责信贷部的工 作，已经有3年了。张岚和马丽是好朋友。最近张岚已经了解到不久她将调往其他部门，而且她还透露了 马丽有可能会接替她的职位但是两个星期以后，银行人事部门却把张小燕调到信贷部任部门主管。张小燕 拥有财经专业大学本科文凭，在此之前，她己经在华夏银行下属的一个营业所里干了5年，事实是她以往 的绩效评估记录一向为优，她有很强的领导能力，与同事相处得也很愉快。这次的升职也是对她以往工作 成绩的一鼓励。当张岚向张小燕介绍信贷部的员工和具体的工作职责时，她马上就意识到这里的工作与以 往在营业所的工作内容和程序有很大不同。张小燕在欢迎她的会议上诚恳地表明了要努力工作，尽快熟悉 工作环境的意愿。 在张小燕上任几天后，她注意到当她向马丽询问有关工作程序上的问题时，马丽表现得并不友好，也 不愿意合作。她不由想起了张岚临走时给她的忠告:马丽非常气愤竟然有人顶了原本应该属于她的主管职 位，因此，当她的主管必须要小心。 在接下来的几个星期里，张小燕发现马丽不但时时和她作对，而且在工作中的表现也很糟糕，比如， 11 她经常迟到早退，甚至还经常算错商业贷款的利息等。根据马丽这样的绩效表现，张小燕很难相信她竟然能晋升为资深出纳员，但是张小燕惊讶地发现，以往马丽的绩效评估记录都是优良，她所发现的这些工作表现从来没有在以往的评估记录中显示过。张小燕决定先从侧面了解一下这究竟是怎么一回事。从信贷部其他几名员工吞吞吐吐、闪烁其词的言谈中，张小燕还是了解到一些有关马丽的情况:马丽来信贷部工作并且被评为资探出纳员，凭的并不是她自身的学历和能力，而是因为她在银行有过硬的关系。每次她都会和信贷部的主管搞好关系，所以在她的绩效记录中，不利于她加薪或升职的评语都不会出现。本来她非常有信心在张岚调走以后，能够升任信贷部主管，没想到事与愿违，恼羞成怒之时，她便决定给这个没有关系没有后台的新主管一点颜色看看。 了解情况后，张小燕非常紧张，在她以往的工作经验中，她还从来没有遇到过这样的员工。她决定第二天就和马丽谈一谈，希望处理好这件事，缓和与马丽之间的紧张关系。但是谈话的结果并不理想，在张小燕指出她工作中的一些失误后，马丽非常生气，她说她以后会做得很好，她拒绝了张小燕要帮助她的诚意。 又是几个星期过去了，马丽的表现根本没有任何改变，她还是经常算错账，在同事中拉帮结派，试图孤立张小燕。而眼看银行半年举行一次的绩效考评就要举行，张小燕不知道应该给马丽一个什么样的评价，又该和马丽怎样进行绩效面谈。 1.银行以往的绩效评枯体系存在哪些缺点和不足,该如何改正, 2.张小燕应给马丽一个什么样的评价,跟马丽进行绩效评佑面谈时，要注意哪些问题, 中文辅 导 练 习 一、相关知识 (一)选择题(正确答案有一个或多个) 1(下面关于绩效考评程序的叙述正确的有( )。 A(以基层为起点，由基层部门的领导对其直属下级进行考评 B(以对企业高层管理人员的考评为起点，由企业的上级机构对其进行考评 C(在基层考评的基础上，进行中层部门的考评 D(完成对企业高层人员的考评后，由高层人员对中层的部门进行考评 E(对高层次人员考评的指标主要是经营效果方面的硬性指标 2.下面的考评指标中，( )适合对员工的个人特征及品质进行考评。 A(员工的技能高低 B(员工的产品质量 C(员工的原材料消耗率 D(是否按照规定的工艺操作 3(下面关于绩效的说法正确的有( )。 A(它是考评评判的基础 B(要客观化，不易过高 c(必须定量化，不能是定性的 D，它可以是定量的，也可以是定性的 E(在制定时，要将考评要项逐一分解，形成考评标准 4(企业在绩效考评使用的表格时，下面正确的表述有( )。 A(企业在设计时，要按照既定的格式 B(表格要简洁，使人一目了然 C(表格中的文字要准确清晰 D(内容应该包括绩效达到的标准 E(应该包括考评要素和考评指标体系 5(在考评数据文档的保管过程中，关于集中归档的叙述正确的有( )。 A(可以避免考评资料的重复 12 B(只需要一种存档的程序 C(不会出现积压等待归档的考评资料 D(当不同的部门需要某些考评记录时，这些记录不需要复制 E(一种归档程序可以满足各部门的需要 6(下面关于考评数据的分析叙述不正确的是( )。 A(顺序法可以依据总分进行排序，也可依照要素得分或指标得分进行排序 B(能级分析法的能级的划分依据可以是总分，也可以是结构分或要素分 C(.利用对比分析法对考评数据比较时，可以是总分，也可以比较要素或结构得分 D(综合分析法可以根据考评标准进行分析，也可以与别人的考评结果进行对比 7(在企业人力资源管理中，绩效考评是企业一个非常重要的检测手段，( )。 A(它可以检验员工的士气、工作态度、技能水平 B(它显示和反映企业领导行为方式、企业经营管理状况 C(它可以为企业提供新酬方面的信息 D(为了加强企业人资源管理，应该对绩效考评进行不定期的总结 E(它分析员工总体素质状况，进行培训需求分析，提供员工技能开发的改进计划 8(对一名工人的绩效考评，除了产量指标的完成情况外，质量、原材料消耗率、出勤、服从纪律等方面也都是要进行考核的内容，这体现了绩效的( )特征和要求。 A(多因性 B(多维性 C(动态型 D(不确定性 9(下面关于对绩效管理的叙述正确的有( )。 A(绩效管理的范围只是覆盖组织中所有的人员 B(绩效管理可以按照公司、部门或小组的目标确定，但不能按照员工的个人目标确定 C(绩效管理是企业生产经营活动正常运行的重要支持系统 D(绩效管理首先要确定员工的行为规则 10(绩效管理作为企业单位人力资源管理的基础工作，其主要作用有( )。 A(为人员的培训提供可靠的依据 B(可以作为人员提升与晋级的依据 C(绩效考评的指标体系和评价体系可以作为制定新的测评标准的依据 D(是不断提高企业管理水平的重要基础 E(考核评价的结果薪酬制度建立的基础 11(对企业而言，绩效管理具有( )的功能 A(诊断 B(监测 C(导向 D(竞争 E(沟通 12(为了达到和现实绩效管理的基本目标，各级主管在组织绩效管理的活动中，采用科学的方法从不同的需求出发，激励下属向着共同的目标努力学习，积极工作，这体现了绩效管理对企业的( )。 A(诊断功能 B(监测功能 C(导向功能 D(竞争功能 13(通过绩效管理可以使员工按照既有的制度和规定做事，提高工作的自觉性和纪律性，这体现了绩效管理对员工的( )。 A(激励功能 B(发展功能 C(控制功能 D(沟通功能 (二)判断题 1(工作要项是指那些对组织有重大影响的活动或偶然出现的关键性活动。( ) 2(绩效考评数据分析的常模分析法是将某个员工的考评结果与某个固定的岗位模式要求进行分析比较，看与这个模式相背离的程度，从而对其绩效进行评价。 ( ) 3(员工激励是指调动员工的工作积极性，激励本身又取决于员工的需求层次、个性、感知、学习过程与价值观等个人特点，其中个性的影响最大。 ( ) 4(绩效考评的活动过程，不仅仅着眼于员工个体绩效的提高，而且还注重员工绩效与组织绩效的有 13 机结合，最终实现企业总体效率和效能的提升。( ) 5(通过绩效管理活动可以掌握员工各种相关的工作信息，如劳动态度、岗位适合工作度、工作成就、知识和技能的运用程度等等。( ) 6(同事之间关系密切，同时对被考评者的潜质、工作能力、工作态度和工作业绩了如指掌，所以同级考评在绩效考评中占有很大的比重，一般在60,~70,。( ) (三)问答题 1(员工考评一般按照怎样的步骤进行? 2(在制定绩效改进计划时应该注意哪些问题? 3(在对绩效考评数据进行统计以前，有关人员要进行哪些方面的检验? 4(利用计算机处理绩效考评数据应该注意哪些问题? 5(对绩效考评的总结工作应该围绕着哪些重要的工作展开? 6(绩效考评有哪些重要的特点? 二、技能要求 (一)通达公司员工的绩效管理 通达公司，成立于20世纪50年代初，目前公司有员工1000人左右。总公司本身没有业务部门，只设一些职能部门;总公司下有若干子公司，分别从事不同的业务。 绩效考评工作是公司重点投入的一项工作，公司的高层领导非常重视。人事部具体负责绩效考评制度的制定和实施。人事部在原有的考评制度基础上制定出了《中层干部考评办法》。在每年年底正式进行考评之前，人事部又出台当年的具体考评方案，以使考评达到可操作化程度。 公司的高层领导与相关的职能部门人员组成考评小组。考评的方式和程序通常包括被考评者填写述职报告、在自己单位内召开全体员工大会进行述职、民意测评(范围涵盖全体员工)、向科级干部甚至全体员工征求意见(访谈)、考评小组进行汇总写出评价意见并征求主管副总经理的意见后报公司总经理。 考评的内容主要包含3个方面:被考评单位的经营管理情况，包括该单位的财务情况、经营情况、管理目标的实现等方面;被考评者的德、能、勤、绩及管理工作情况;下一步工作打算，重点努力的方向。具体的考评细目侧重于经营指标的完成、政治思想品德，对于能力的定义则比较抽象。各业务部门(子公司)都在年初与总公司对于自己部门的任务指标进行了讨价还价的过程。 对中层干部的考评完成后，公司领导在年终总结会上进行说明，并将具体情况反馈给个人。尽管考评的方案中明确说考评与人事的升迁、工资的升降等方面挂钩，但最后的结果总是不了了之，没有任何下文。 对于一般员工的考评则由各部门的领导掌握。子公司的领导对于下属业务人员的考评通常是从经营指标的完成情况来进行的;对于非业务人员的考评，无论是总公司还是子公司均由各部门的领导自由进行。至于被考评人来说，很难从主管处获得对自己业绩优劣评估的反馈，只是到了年度奖金分配时，部门领导才会对自己的下属做一次简单的排序。 请回答下列问题: (1)绩效管理在人力资源管理中有何作用?这些作用在通达公司是否有所体现? (2)通达公司的绩效管理存在哪些问题?如何才能克服这些问题? (二)北方公司注重员工工作过程的考评 北方公司的员工考评主要分为两个方面，一方面是员工的行为，另一方面是绩效目标。 每个员工在年初就要和主管确定当年最主要的工作目标是什么。以前是每年订一次目标，现在随着市场变化以及公司发展的变化，公司对员工的考评是经常性的，随时会对已定的目标进行考评和调整。公司的员工除了和自己的上司订立目标，还有可能与其他部门一起合作做项目，许多人都会参加到同一个项目里。所以一个员工的业绩考评不是一个人说了算，也不是一个方面能反映的。 对员工绩效进行考评的人员，除了员工的主管外，还有很多共事的人，以及他们的下属，这就是所谓 14 的―360度考评‖。对员工的行为和目标的考评因为是经常性的，员工在工作中出现什么不足，就会从周围人和主管那里获得信息，如果有些不同看法。主管会与员工进行沟通，力求使员工能够对绩效考评有更加全面深入的认识。 北方公司认为考评有两个功能，一是看以前的工作表现和业绩，它反映一个人的能力;另一个是看这个员工以后的发展，通过考评过程可以发现员工能够提高的空间，以及现在的工作或将来应该怎么样。北方公司许多不同级别管理层的现职人员是通过考评发现的，根据考评发现员工的潜能和发展愿景，使员工有可能成为公司人才选拔的候选人。 北方公司考评的整个过程通常需要花费2个月时间，公司上下都非常认真对待考评工作，北方公司的员工认为这既是对自己负责(也是对别人负责。 请回答下列问题: (1)绩效管理有哪些功能?这些功能在中有何体现? (2)绩效管理和绩效考评有什么样的联系和区别?在案例中有何体现? (三)奇洋电气公司员工的绩效考评 奇洋公司的绩效管理是一个系统的工程:包括目标与计划的制定，良好的沟通，开放的氛围，过程考评与年终考评结合，信息的及时反馈，考评与员工的利益紧密联系，强调奇洋公司的价值观，领导的支持，管理层与一般员工的积极参与，有一个制度来保证等。 奇洋公司的考评内容包括―红‖和―专‖两部分，―红‖是考评软性的东西，主要是考评价值观;―专‖是工作 业绩，指其硬性考评部分。这两个方面综合的结果就是考评的最终结果，可以用二维坐标来表示(如图4-1)。 图4-1 奇洋公司员工综合考评结果 (说明:若是员工的综合考评结果落入I区域。就说明此员工的业绩考评得分以及价值趋向得分都比较高、?表示员工的价值越向得分较高，而业绩得分较低，其他区域类推。——编者注) 奇洋公司的年终目标考评有三张表格，前二张是自我鉴定，其中第一张是个人工作记录表;第二张是对照年初设立的目标，自评任务的完成情况(比如:根据一年中的表现，取得的成绩，对照奇洋公司的价值观、技能要求确定自己哪些方面是强项，哪些方面存在不足，哪些方面需要通过哪些方式来提高，需要得到公司的哪些帮助，在未来的一年或更远的将来有哪些展望);第三张是经理评价，经理在参考前二张员工自评的基础上。填写第三张表格。经理在填写鉴定时必须与员工沟通，取得一致的意见。如果一有不同的意见，必须有足够的理由来说服对方;如果员工能够说服经理，经理可以修正其以前的评价意见;如果双方不能取得一致。将由上一级经理来处理。 考评的目的是为了发现员工的优点与不足，激励员工，有效地提高组织的效率;考评的结果与员工第二年的薪酬、培训、晋升、换岗等利益联系。 15 奇洋公司非常重视绩效目标的确定工作。绩效目标的制定必须符合SMART原则，目标必须具体明确、可衡量、可执行、是可行的、有时间表。绩效目标还必须与公司、部门的目标一致，制定目标时必须与员工反复沟通，在执行时如发现有不妥之处，必须立即修正。 奇洋公司采取月度考评与年终考评相结合的方式， 中。在工作中，上级主管对员工的表现给予及时的反馈， 肯定;表现不佳时，及时与之沟通帮助其尽快赶上优秀 请回答下列问题: (1)请根据案例中的信息，对奇洋公司员工年终目 一张)进行设计。 (2)企业在制定员工的绩效目标时应注意哪些问题,奇洋公司的做法是否科学合理, (3)根据案例中的信息，试说明奇洋公司应该如何对待年终综合考评成绩落入四会区域内的员工。 16