360度反馈及影响员工绩效改善的因素研究.pdfVIP

要 360 度反馈可能是20 世纪90 年代以来最引人注目管理创新之一，它使得组织 员工可以从下属、同事以及内部和外部顾客那里获得反馈。360 度反馈最直接的目 标是提高个人的自我认识，以使其能够在绩效方面进行改进，并能与身边的同事 友好相处。现在有不少企业都采用了这种新的绩效考核工具，但有的企业并未能 通过它使得自己员工的工作绩效得到改善。本文从 360 度反馈可以促进员工的工 作绩效改善这个前提出发，探讨可能会影响员工绩效改善的因素。在第一章中， 全面的介绍了 360 度反馈的基本情况，它的概念及以在一般情况下，实施 360 度 反馈的程序，并对 360 度反馈作了一个简单的评价。接下来，介绍影响员工改善 绩效的因素。本文主要分析的是可能会影响员工对 360 度反馈所采取的态度的因 素，这些因素同时也会对员工产生相关的行为改变意图有影响，从而可以判断员 工是否会采取实际行动来改善自己的工作绩效。这些因素包括：反馈与 期结果 的一致性、员工对考核程序公平的知觉、对于组织支持的知觉以及员工的个人特 性。第三章则借用国内某企业接受调查的案例对上面所提及的因素作进一步的分 析，并根据调查结果得出结论：这些因素会对员工在组织推行 360 度反馈后工作 绩效的改善有影响。在第四章中对企业推行360 度反馈提出了建议。 关键词： 360 度反馈 绩效反馈 绩效改善 1 Abstract 360-degree feedback is one of the new management ideas in the 1990 s . It makes its possible that the employees can get performance feedback from his subordinates, colleagues and customers inside and outside. The direct objective of the 360-degree feedback is enhancing person s self-knowledge, which can help person improve his performance and get along well with people around him. Many enterprises carry out this new performance appraisal tool now. But some enterprises which carried out it couldn t make its employees performance improving. The article study the possible factors which possibly affect performance improvement according to the precondition that carrying out 360-degree feedback can make employees performance improve. In the first paragraph, introducing the essential condition of 360-degree feedback, it s definition and how to carry out 360-degree feedback in an ordinary situation. Then simply evaluating it. Next, introducing factors affecting employees performance improvement. The article mainly analysis the possible factors which affect employees attitude for 360-degree fee