绩效管理过程中员工心理问题的探讨Psychological problems of employees in performance management.docx

绩效管理过程中员工心理问题的探讨Psychological problems of employees in performance management.docx

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绩效管理过程中员工心理问题的探讨Psychologicalproblemsofemployeesinperformancemanagement

绩效管理过程中员工心理问题的探讨（Psychologicalproblemsofemployeesinperformancemanagement）

Theperformancemanagementsystemforthestaffperformanceappraisal,evaluationandincentive.Scientificperformancemanagementcannotonlyimprovetheoverallperformanceandmanagementlevelofenterprises,andhelpemployeesfindtheproblemsexistinginthework,throughtheimprovementofthegrowth.However,manyenterprisesintheprocessofimplementationoftheperformancemanagementsystem,thestafffoundthisisnotverygrateful,therearealotofproblemsinthepsychologicaleffect,resultingintheimplementationofperformancemanagementispoor,sometimesevenleadtothefailureoftheprojectperformancemanagement.Howtoreasonablyresolvethepsychologicalproblemsintheheartsofthestaffinpractice,hasbecomeamajorproblemfacingtheenterpriseperformancemanagementprocess.

Aformofpsychologicalproblemsofemployees,employeesofpsychologicalproblemsisaproblemoftenencounteredintheprocessofperformancemanagementpractice.Itreferstotheemployeeperformancemanagementsystemimplementationbecauseoffearonthefamiliarworkingenvironmentchangeorcauselossoftheirowninterests,inthepsychologyoftheresistanceandnoncooperationorevenhostileattitudeandbehavior.Specifically,thepsychologicalproblemsofemployeeshavethefollowingform:

1.intheimplementationprocessofperformancemanagement,theemployeestoactivelycooperatewiththeprojectstaff

Intheimplementationprocessofperformancemanagement,manyoftheteammemberswillfeelthestaff'sattitudeisnotverysatisfactoryintheprocessandthestaffincontact.Asintheprocessofinterviewsorcollectinformation,someemployeesindifferentquiet,passiveanswer,askanswersentence;somehavetoanswerthequestion,nottosaythetruth;somedeliberatelypompous,coverupnegativeinformation;someseriousresistance,mockingwords,makeinterviewstenseetc..Thephenomenonthattheemployeesthereisaseriouscontradictionofperformancemanagement.

2.intheindexofthedevelopmentprocess,theemployeestoprovideaccurateandeffectiveinformation

Intheindexofthedevelopmentprocess,weoftenfoundthatthestaffoftheassessmentindexandthetargetsettingwithtension.Someemployeesafraidtoassumemoreresponsibility,somehopethattargetsdon'tbetoostrict,somefearthatthetargetvalueofgreaterimpactonitsowninterests.Therefore,theyareintheindexandthetargetvalueandtheprojectteammemberstodiscuss,oftenoffersomediscrepancywiththeactualsituationofthedata,ordeliberatelyexaggeratedtheworkingresponsibilityandcontent,orforotherjobsorsubjectiveevaluation,negotiatewithteammembers.

3.intheprocessofevaluatingtheperformanceoftheemployeestoactivelyparticipateinthemutualevaluationbetweentheteammembers

Themutualevaluationbetweenteammembersinsomeareasofcooperationisveryimportant,acomprehensiveassessmentmethod（360degreeassessment）isgraduallypopular.However,therealityisthatdespitetheteammembersunderstandtheworkingconditionofeachother,buttheydonotseemwillingtoevaluateeachother,areadvisedtoshare.Fromanumberofcompanieshaveimplementedamutualevaluationresults,theyseemtohave"toavoidcriticism"and"psychologicaltendencytorevenge",or"easy"points,orattackeachother.Theyarenotwillingtoputforwardtoimproveeachothereachother'sadvice,sometimestheresultofthedeteriorationoftherelationshipbetweentheteam.

4.performanceoftheinterviewprocess,thestaffrefusedtoaccepttherealityoflowperformance

Performanceinterviewisoftenaheadacheformostofthemanagers,theyfeelthatthereisareason.Becausenotalloftheperformanceevaluationispositive,therearetheinevitablepricetopayforitslowperformance.However,theperformanceandpooremployeeperformanceinterviewisnotpleasant.Psychologyshowsthatemployeesfacepoorperformanceresults,rarelyfindfromtheirownreasonsforreflection,butunconsciouslylookingforvariousreasonsprevaricationattempttoexcusepoorperformanceduetoobjectivefactors.

Anothercommonreactionwiththestudentsontheexaminationofthereactionasprofessortopreparetheirowntestisfair,andstudentscannotagree.Byevaluationofthestaffalsodonotagreetotheevaluationofmanagers.Inmanycases,

Theemployeeacceptsonlypositivesuggestionsandresults.Welcometothenextpageandglobrand（globalbrandnetwork）theauthorsdiscussyourviewsandopinions,HuangYuejun,master,lecturerinmanagementofhumanresourcesdevelopment;memberChinese;Chinesehumanresourcesnetworkfreelancecolumnist;seniorlecturerattheDongguanUniversityofTechnologyCityCollegeentrepreneurshiptrainingcenter;Dongguanleaderconsultingcompanies,consultingfirmseniorpartnerAndrewanumberofcompanies;managementconsultantsperennial;manymanagementjournalcontributor;long-termcommitmenttoresearchandpracticeofhumanresourcemanagement,inthe"newspaper","ChinapersonnelinChinaCulturalnewspaper","humanresourcedevelopment"China,"humanresources","humanresources","humanresourcemanagement","salesandmanagement","enterprisevitality","enterpriseresearch","manager","feedprinting（ExpomanagementVersion）","Maomingdaily","modernmanagementscience","Chineseandforeignentrepreneurs","scienceandmanagement","newcapital","Sichuaneconomicresearch","contemporary","rich"workerstoanumberofjournalspublisheddozensofpapers.Nationalnewspapers"Chinaculturalnewspaper","humanresources","JournalofDongguanZhitongtalentonlytherich"tothereportedandinterview.（pleasecontactmewhenyouareinthe"globalbrand"toseethisarticle.）HuangYuejunenteredthelistofarticles

Two,thepsychologicalproblemsofemployeesonperformancemanagementaffecttheemployee'spsychologicalproblemsoftheenterpriseperformancemanagementsystemwillhaveagreaterimpact.Specificperformanceinthefollowingareas:

Thesurveyof1.preparatoryworkdifficulttocontinue

Becauseemployeesfearperformanceposesathreattotheirexistinginterests,donotunderstandthereasonandpurposeofcarryingouttheperformancemanagement,theresentmentontheperformancemanagementsystemimplementation,theinformationprovidedbytherealones,nottosupportandcooperatewithrelatedpersonnelinterviewsandotherresearchwork,theprojectteamofpreparatoryworktoproceedsmoothly.

Setadeviationof2.evaluationindexandthetargetvalueistoolarge

Theperformanceevaluationresultsandtherearetwowaysintheenterprise.Oneistopayemployeesormakingotheradministrativedecisions,thesedecisionsincludepaypromotion,demotion,dismissalandothercuts.Theotherisusedtodevelopthepotentialofthestaff,itincludestheidentificationofstaffstrengthsandareasofgrowthanddevelopmentofstafftraininganddevelopmentplanandoccupationcareerplanning.

Obviously,theemployeesarenotawareofthis,theygenerallythinkthattheperformanceevaluationisonlyusedtopaydemotion,layoffsandtheimplementationoftheefficiency.Therefore,theytrytoconcealimportantinformationinthework,tryingtoinfluencetheprojectteam'sjudgment,theevaluationindexandthetargetsettingdeviationistoolarge,thusaffectingtheresultofperformanceappraisal.

3.theresultofperformanceevaluationisquestioned

Theperformancemanagementsystemisestablishedbasedonemployeecooperationandfalseinformationontheaffirmationisinvalid,theauthenticityandcredibilitywillleadtostaffquestioned.Inaddition,thestaffmutualassessmentprocess"toavoidcriticism"and"psychologicaltendencytorevenge"cooperationontheevaluationresultsandteamdamageishuge.

Theapplicationeffectof4.evaluationresultsjustpassable

Inthestaffpsychologicalconflictintheatmosphereoftheperformanceinterviewisundoubtedlyafailure,itseffectinadditiontoaddtotheheartsofthestaffgrievancesanddissatisfaction,nomeaning.Themaindutyistoassistthemanagers,encourage,guideandhelptheemployeestoimprovetheirperformance.However,ontheonehand,whenthereferee,whenacoachorcounselorcanmakemanagersfeeldeepcontradictionsandconfusion.

Duringtheinterview,thestaffoftheorganizationwithlowperformanceevaluation,themoodisextremelyunstable.Ifthemanagerhandledproperly,employeeswillhavetocomplainorevenresentment,affectitsfuturework,whichdeviatedfromtheoriginalintentionoftheperformanceappraisal.

Inthree,thepsychologicalproblemsofemployees1.tostrengthenpublicityandcommunicationefforts,

Opentheknotofemployees

Manyofthepsychologicalproblemsofemployeesfrommisunderstandingandfear,communicationisanimportantwaytosolvethepsychologicalproblemsofemployees.Ifthequestionsandconcernsofenterprisesopenlyexistontheheartsofthestafftoexplain,canopentheknotofemployees,employeesgetapproval,isconducivetotheimplementationofperformancemanagementsystem.

Therefore,intheprocessoftheimplementationofperformancemanagement,andemployeeshareallkindsofenterprisesshouldbeconcernedwithperformanceinformation,potentialbarriersandproblemsofinformation,includinginformationabouttheworkprogressoftheworkoftheinformation,allthepossiblesolutions.Throughvariouscommunicationchannelstoletemployeesclearlyunderstandtheimplementationpurpose,reasonandeffectofperformancemanagement,andtoallowemployeestop