绩效管理(组织绩效管理) 课件教程182页.ppt

* 第五种方案：矩阵式方案 绩效奖金作为目标奖金的一个百分比。 80% 80% 85% 90% 95% 100% 105% 110% 115% 120% 绩效指标 A 120% 0.0% 90.0% 95.0% 100.0% 105.0% 110.0% 115.0% 120.0% 125.0% 130.0% 115% 0.0% 87.5% 92.5% 97.5% 102.5% 107.5% 112.5% 117.5% 122.5% 127.5% 110% 0.0% 85.0% 90.0% 95.0% 100.0% 105.0% 110.0% 115.0% 120.0% 125.0% 105% 0.0% 82.5% 87.5% 92.5% 97.5% 102.5% 107.5% 112.5% 117.5% 122.5% 100% 0.0% 80.0% 85.0% 90.0% 95.0% 100.0% 105.0% 110.0% 115.0% 120.0% 95% 0.0% 77.5% 82.5% 87.5% 92.5% 97.5% 102.5% 107.5% 112.5% 117.5% 90% 0.0% 75.0% 80.0% 85.0% 90.0% 95.0% 100.0% 105.0% 110.0% 115.0% 85% 0.0% 72.5% 77.5% 82.5% 87.5% 92.5% 97.5% 102.5% 107.5% 112.5% 80% 0.0% 70.0% 75.0% 80.0% 85.0% 90.0% 95.0% 100.0% 105.0% 110.0% 80% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 绩效指标B * 第六种方案： 非固定的奖金分配方案 没有固定的方法或公式 主要依赖于高层决策层的公正判断 优点 高层决策层可以评估所有与业务绩效相关的工作（这可能更加公平和公正些） 没有成本的限制，较为灵活 缺点 没有事先设立预期结果 没有直接的激励作用 取决于个人判断，可能受到个人偏见的影响 这些类型方案的管理复杂度高 * “以绩付薪”的亚洲现状——高管薪酬结构 不同国／地区CEO年度奖金占基本工资的比例 不同国／地区CEO所获股票价值占基本工资的比例 不同国／地区高管层薪酬组成结构对比 * 培训结束，谢谢大家！ W W W . W A T S O N W Y A T T . COM Q A * * The system can provide profit reports from four perspectives: geographic business units, product categories, customer groups and channels. 新的利润报告可以从地理单元、产品、客户和渠道四个不同的方式将xx分行的利润进行分解。 * * * Research has shown that these are the factors that lead to successful performance management programs. We have incorporated all of these factors into our process: individual objectives will be aligned with company goals and mission employees will be responsible for their development ongoing coaching and feedback will be a major component of the system there will be a link between rewards and performance We will be having training for Direct Supervisors (like today’s training) * Research has shown that these are the factors that lead to successful performance management programs. We have incorporated all of these factors into our process: individual objectives will be aligned with company goals and mission employees will be responsible for