人力资源和员工考核.pptVIP

HRM and Staff Appraisal Staff Performance Appraisal Systems … the number one American management problem. It takes the average employee (manager or non-manager) six months to recover from it.  (Peters, 1989; p. 495) Most large businesses have staff appraisal schemes. Even with no formal scheme, judgments are made benign, beneficial or insidious about continuity of employment, promotion, reward, redundancy, inclusion/exclusion. formal policy for systematic, job-related feedback boss/subordinate appraisal encounters potential for problems and frustration Yet companies and participants say that benefit stems from the process. Purposes of Staff Appraisal Review past performance and give feedback Define expectations, directions and objectives to improve performance Assess and support training development needs (learning, job/career change) Discuss and encourage potential/promotability Communicate review and assessment of additional rewards Make retention decisions (probationary period) Types of Staff Appraisal Scheme Informal and unsystematic Formal schemes: policy (fabric and process) Rating scales/forms Trait (X has these personal qualities) Behaviour (X demonstrates these behaviours) Competencies (X performs with this level of competence) MbO - Results-oriented appraisal (delivers against agreed targets) 360 o appraisal (stakeholder feedback to the manager) Self-appraisal Rating Approach (Traits/behaviour) Results oriented, MbO Tenets? Standards/targets Focus and channel effort. Evaluate progress and performance “quality “ MbO discussions involve structured, mutual and challenging process What is expected of me? realistic, attainable targets (not exploitative demands) trust and sharing analysis, problem-solving + 2-way feedback (experiential learning) Theory Y: balancing individual needs with organisational situation openings for personal growth/learning in the job plan delegati