绩效考核,既神秘又现实（Performance appraisal, as well as mystery and reality）.docVIP

绩效考核,既神秘又现实（Performance appraisal, as well as mystery and reality） Recently, a well-known business journal World Business Review, Chinese China joined WTO, enterprises face the international competition directly, and therefore more urgent need problem in the management of the investigation of the period of nearly 3 months. The survey found that Chinas enterprises are facing ten major management problems, how to establish an effective performance appraisal system? Rank first. This shows that how to effectively manage the industrial performance is still the top management problem that our enterprises pay attention to! Corresponding to the confusion of management practice, the most noticeable hot issue in human resource management theory is also the number of performance appraisal. The traditional management has always been the performance point of view there are two: one is the management guru Drucker as the representative of that faction, in the management practice is put forward in the assessment, or give up the true saying; in addition the opposition representatives when the number of Deming, in his masterpiece quality management in the attack the performance appraisal system, performance appraisal lists a number of crimes , that the performance appraisal can make our employees go astray, to deviate from the direction of management. In the face of the confusion of the practical circle and the debate in the theoretical circle, the performance appraisal has been covered with a layer of gauze, so that people in the industry always feel like they are clear and not clear. The author has been engaged in human resource management and consulting for many years. From the point of view of management practice, the performance appraisal is an effective management tool. Evaluation, otherwise give up is more in line with the management practice. Of course, the performance appraisal work is unfavorable, it is likely to make our employees astray, so that management deviated from t