薪酬管理的效果（The effect of salary management）.docVIP

薪酬管理的效果（The effect of salary management） The effect of salary management If you think that performance management plays a supporting and dynamic role in such areas as recruitment, motivation, promotion and salary system, then you need to pay more attention to brainwashing. Because performance management can really determine, promote, or change something important. Professor Lin Jianan Dean of the Hongkong Institute of management science found in consulting practice for many years, many managers pay attention to the performance management in the wrong place: they pay attention to the evaluation and pays no attention to plan; the one-way flow of their attention language rather than focus on dialogue; focus on blame, and not to solve the problem of the performance; let the staff management as better or more hard work sticks, rather than giving employees the knowledge necessary to help employees achieve better performance. Lin Jianan creates the theory of performance management with value stream as the core, which makes performance management bring benefits to both enterprises and employees. Performance management is guided by vision If the vision plan is wrong, then the implementation of performance management will be no better. A ship sailing in the sea, if it does not know the dock to which it will dock, what wind is not the wind. Lin Jianan pointed out that successful managers should focus on the future, not the present, not the past. Successful performance management depends on successful enterprise design, that is, enterprise vision planning, that is, vision. Of course, the vision is not aeriality mirage, it should have a profit and consensus. Well, how to look at profitability and consensus, Lin Jianan gave a very simple way: the so-called vision of profitability., This is the correct answer to the following questions: where is the value of the enterprise? How can it continue to appreciate? At what time and at what rate does it move? What kind of prospects will i