企业绩效管理(Enterprise performance management).docVIP

企业绩效管理(Enterprise performance management).doc

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企业绩效管理(Enterprise performance management)

企业绩效管理(Enterprise performance management) Based on the overall management of many enterprises is weak, the performance management is just simple performance on performance, became the only employee performance appraisal tool, not a superior performance management system from the strategic height to help enterprises, so that the performance management become a mere formality. The purpose of strategy is to improve overall performance, therefore, performance management is a tool to get through all kinds of joints from strategic management to performance improvement, to make strategic plan more operational, and to effectively enhance enterprise executive power. As the core part of the performance management system, must be from the dynamic, forward-looking and logical point of view, the personnel, strategy, operation process harmony as a whole; the employees perform long-term strategic goals, behavior and corporate culture are linked to the longitudinal balance of short-term and long-term development, horizontal overall local and overall interests, not only to every detail of the action in place, but also to make every movement organically, form a synergistic effect. The flagship of performance management is the positioning of staff roles and the clear responsibility and rights. The implementation of performance management, we must first make every employee has a clear goal, three monks have no water to eat, the fundamental reason is the community responsibility, and always think that others will not all members of their own, will not go to the social team inert led to low efficiency. Therefore, in addition to the role of staff necessary to ensure that everything was done, everyone has something to do outside; must also put forward measure to the extent of individual indicators, so as to make the efforts of the staff can be more scientifically quantified, in order to effectively motivate advanced, spur backward. Second, horizontal planning, depth decomposition, and clea

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