What is Performance Examination.docx

What is Performance Examination.docx

《What is Performance Examination.docx》由会员分享，可在线阅读，更多相关《What is Performance Examination.docx（6页珍藏版）》请在冰豆网上搜索。

WhatisPerformanceExamination

Whatis‘’PerformanceExamination’’?

LIANGDONGJI

20048503

CONTENT

Introduction…………………………………………………2

Keywords…………………………………………………….2

Mainbody……………………………………………………..3

Summary………………………………………………………10

Reference………………………………………………………11

Whatis‘’PerformanceExamination’’?

Introduction:

FollowingtheeraofIT,humanresourcesdevelopmentandutilizationhavebecomemoreandmoreimportantforcompaniesworldwide.Thecompaniesandsocialorganizationsmustpaymoreattentiontocompetitionforhumanresources,thecultivationofnewtalents,humanresourcesperformanceappraisal.Performanceappraisalisanimportanttooltoimprovetheperformanceofcompaniesandincentivizeemployees’performances.Itisalsobecomingmoreandmoreimportantinhumanmanagement.Performanceappraisalcanimpactonpromotionandtrainingwork.

Throughregularevaluation,wecanhelpemployeesknowwhataspectstheyhaveimproved,andwhichareaswheretherehasn’tbeenenough.

Iwilldiscussthepointsabout:

1.Understanding"performanceappraisal"

2.Thepurposeandfunctionofperformanceappraisalinhumanresources.

3.Performanceappraisal’sproblemsandpresentsituationinenterprise

4.Seteffectiveperformanceappraisalprinciples,measuresandskill

Keywords：

Humanresources,Performanceexamination

Mainbody:

Performanceappraisalisanobjectiveforenterprise’sestablishedstrategy;itusesspecificcriteriaandindicatorsforevaluation;employee’sworkbehaviorandworkperformance,

Itusesassessmentresultsforapositiveguidetorecommendprocessesandmethodsforstaff’sfutureworkbehaviorandworkperformance.Itisasystematicproject.Therearestrategicobjectivesandtargetresponsibilitysystems,theindexevaluationsystem,evaluationstandardandevaluationmethodetc.Thecoreresultistoimprovecorporateprofitabilityimprovementandenhancementofthecomprehensivestrength;it’sgoingtomakehumanresourcesmoreuseful.Whydoenterprisesmakeplansforperformanceappraisal?

Becausetheperformanceappraisalprovidethebasisofemployeepromotions,demotions,transfersanddismissal;itisafeedbackfromtheorganizationoftheemployee'sperformance,itisanevaluationfortheemployeesandteam'scontributiontotheorganization;itisprovidesthebasisforstaffremuneration;assessmentfortherecruitmentselectionandthedistributionofthework;ithelpstheunderstandingoftheneedsofstaffandtheteam'strainingandeducation;itisevaluationfortrainingeffectandstaff’scareerplanning.Itprovidesinformationforevaluatingtheworkplan,budget,andhumanresourcesplanning,etc.Thisisthepurposeoftheenterpriseperformanceappraisal.

So,whataretherolesofperformanceappraisalinhumanresourcemanagement?

1.Performanceappraisalisthebasisofpersonnelappointments;

2.Performanceappraisalisbasisfordeterminepersonneldeploymentandpostlift;

3.Performanceappraisalisthebasisofpersonneltraining;

4.Performanceappraisalisthebasisofcompensationdistribution;

5.Performanceappraisalistheneedofemployeecareerdevelopment;

6.Performanceappraisalisamethodofemployeesonincentive;

7.Performanceappraisalisthepremiseofequalcompetition.

Humanresourcemanagementinmycountrystartsrelativelylate,someenterpriseshavedevelopedveryrapidlyinrecentyears,buttheenterprisehumanresourcesmanagementdidnotfollowwiththespeedofeconomicdevelopment.Enterprisesdon’tpayattentiontotheemployee'sperformanceappraisalsystem,thereisalackofsupervisionandincentivesforstaff,makingstaff'sworkenthusiasmlower,restrictedthedevelopmentoftheenterprisetoacertainextent.Thefirstcategoryofenterpriseperformanceappraisalsystemhasbeenbecomeinternationalized,andhasbeenstandardized.Thesecondcategoryofenterpriseperformanceappraisalisbecomingstandardizedandsystemized.

Modernenterprisesystems,employees'performanceappraisalhasbecomeacoreissueofhumanresourcemanagement.Aftermyanalysis,Ihavediscoveredthatexistingenterpriseperformanceappraisalinmycountrydoesn’thaveaclear,singleexaminationmethod;examinationresultsdon’tshowtheseriousproblemsencountered

Toavoidsuchissues,anestablishedandeffectiveperformanceappraisalmethodneedstoadheretosomeprinciples.

Whataretheseprinciples?

1.Theprincipleoffairness

Fairnessisapreconditionofestablishingandimplementingpersonnelappraisalsystem.Ifunfair,itisimpossibletomaketheexaminationuseful.

2.Theprincipleofstrictness.

Iftheexaminationisnotstrict,itwillbecomeuseless.Anexaminationthatisnotstrict,notonlycannotfullyreflectthestaff'sactualcircumstances,butalsoproducenegativeconsequences.Examinationprinciplesofstrictnessinclude:

itmusthaveaclearstandardforinspection;itmusthaveaseriousattitude;itmusthaveastrictexaminationsystemandstrictproceduresandmethods.

3.Theprincipleofsingleheadevaluation

Anexaminationforthestaffatalllevels;theirimmediatesuperiormustexaminetheexaminees.Theimmediatesuperiorbestknows,relatively,examineesactualperformance（performance,abilityandadaptability）;alsoitispossibletoreflecttherealsituationintheworkplace.Indirectsuperiorscannotchangecomments,whicharemadebyimmediatesuperior.Buttheindirectsuperiorcanadjusttheassessmentresult.Forexaminationandassessment,asingleheadhasbeenclearabouttheresponsibilityforexaminationandassessment,andmaketheevaluationsystemandorganizationalcommandsystemeasiertocontrol,anditwillbecomemoreadvantageoustostrengthenthefunctionofmanagement.

4.Theprincipleofpublicknowledge.

Theexaminershouldknowappraisalconclusiontohim,thisisanimportantmeanstoassureappraisaldemocracy.Ontheonehand,itcanhelptheexaminertounderstandtheirownstrengthsandweaknesses.Alsoitcanmakeconvincingwhichinspectionresultisbad,hardworkandaspirant.Ontheotherhand,italsohelpspreventpossiblebiasintheappraisalandavarietyoferror,makingsuretheassessmentisfairandreasonable.

5.Principleofrewardandpunishments

Onthebasisoftheappraisalresult,weshouldaccordingtotheworkperformance,goodorbad,wearegoingtogivethemarewardorpenalty,promotionordemotion,andthisrewardorpenaltynotjustwithverbalizedincentives.Thereshouldalsobeincentivesthroughwayssuchassalary,bonus,associatedwithamaterialinterest,sowecanachievetherealpurposeofappraisal.

6.Theprincipleofobjectiveevaluation

Personnelperformanceappraisalneedstobeevaluatedtothespecifiedstandards.Objectiveevaluationdataisvital,avoidingsubjectivityandemotion.

7.Theprincipleoffeedback

Examinationresults（notes）mustbeappraisedbacktotheexaminee,ifnottheappraisalwouldbeuseless.Theexaminationandassessmentofeducation.Atthetimewhentheresultsoffeedback,weshouldexplainevaluationandcommentsfortheexamination,makesureachievementsandprogress,explaindeficiencies,providingrecommendationsforthefuture.

8.Theprincipleofdifference

Appraisallevelshouldhavedistinctboundaries,accordingtodifferentevaluationcommentsinsuchaspectsassalary,promotion,useshouldreflectobviousdifference,maketheassessmentanencouragementofthepotentialupwardmobilityoftheworker.

Concretemeasures,ofcoursedifferentcompanyhasdifferentmeasures,forexampletoexplain,suchasmotivationalincentivesandrewardschemesforemployees,givefeedbackforemployeesonperformance,traininganddevelopmentstaff.Intheacademicsystem,therearemanykindsofmethodsdealingwithperformancemanagement;eachevaluationmethodfocusesondifferentimportantthings.Thereisnorightorwrong,onlysuitableornot.Iamgoingtoexplainmostofmanagementmethods:

1GRS（GraphicRatingScale）;

Thisisthemostsimpleandusefuloneofthemostcommonperformanceappraisaltechnologies,generalusegraphicratingscaletabletofillscore.

2.ARM（AlternativeRankingMethod）;

Thisisamorecommonlyusedsortingappraisalmethod.Itsprincipleispickedoutwhothebestortheworstperformancebehaviorinthegroup,comparedwithotherperformancesthisisabsolutelyexaminationismuchmoresimple.Therefore,alternativerankingmethodisrespectivelyselectionandsortingof"thebest"and"worst",andthenselect"second-best"and"second-worst",likethis,untilallexaminercompletelypersonnelarrangement,theresultisperformanceappraisalwhichisaccordingtothegoodorbadarrangement.Alternaterankingtablecanalsobeusedwhenoperatingperformanceappraisal.

3PCM（PairedComparisonMethod）;

Thisisamoredetailedassessmentperformancelevelbysortingmethod,itsfeatureiseachevaluationfactorneedtocomparepersonnelbetweenthetwocomparisonandsorting,makesureeveryonehascomparewithallotherpeopleintheeachevaluationfactor,alloftheassessedhavebeenfullofsortingintheeachelement.

4FDM（ForcedDistributionMethod）;

Itissetdistributionproportionbeforetheperformancetesting,andthenarrangesemployeeassessmentresultstothedistributionstructure.

5CIM（CriticalIncident）;

Itisakindofmethodsbytheemployee'sbehaviorandbehaviorresultstoperformanceevaluation,generalexecutiveswillmakenotesabouthissubordinateemployeesintheworkofverygoodbehaviororverybadbehavior,andthenintheinspectionpointintime（everyquarteroreveryhalfayear）makeainterviewforemployee,accordingtotherecordstodiscussabouthisperformanceappraisal.

6BARS（BehaviorallyAnchoredRatingScale）