伊利诺伊大学图书馆信息学院兼职教授-universityofillinoislibrary.ppt

Motivation (continued)动力 Mastery – Jobs become intrinsically interesting and motivating when the employee can master a specific job, and get better at it.掌控– 当员工掌握一个工作并且更加胜任时，工作本质上会变得有趣和有动力。 Purpose – motivation increases when the purpose of the job is something to be admired. 目标– 当工作目标是让人赞赏的时，工作动力增加了 Examples: Wikipedia, open source software例子：维基百科，开放资源软件 Objections to Classic Model对经典模式的异议 There are several objections to the preceding classical understanding of evaluations. 对前述的绩效评估的经典理解存在一些异议。 The objections begin with assessing the assumptions underlying the purpose and method of the evaluation.这些异议开始于评价绩效评估方法和目标的基础假设。 Objections异议 Example of classic assumption and new thinking assumption:经典假设的例子和新假设 Conventional assumption: “Improving individuals’ performance improves organizational performance. “常规假设：改善个人绩效表现提高组织的表现 Alternative assumptions: “Improving systems and processes improves the performance of the organization. Individual improvement initiatives are most effective when they are combined with serious efforts toward improving the work climate, systems, and processes.”替代假设：改良系统和流程改善组织的表现。个人进步在和改善工作氛围、系统和流程的努力相结合是最有效。 Questions问题 What types of personnel evaluation do you use in your library?在你的图书馆用的是哪种类型的员工评估？ How often is it carried out?多长时间进行一次评估？ How to deal with marginal performance如何处理不佳表现 Not every worker always performs as well as the employer expects.不是每个员工都能像雇主期待的那样表现。 This sub-optimal work behavior has to be addressed.次佳工作表现必须列出。 Types of marginal performance不佳表现种类 Absenteeism or tardiness旷工或迟到 Substandard work不合格的工作 Intoxication or drug induced behavior醉酒或嗑药的行为 Insubordination不服从 Dishonesty不诚实 Violence (bullying, sexual harassment, other physical violence)暴力（恃强欺弱，性骚扰，其它肢体暴力） Who is responsible for marginal performance谁对不佳表现负责 Who is responsible? External谁负责？外部？ Poor disciplinary or reward system不佳纪律或奖励系统 Poor supervision不佳管理指导 Poor job assignment不佳工作分配 Poor equipment不佳设备 Responsibility (continued)责任 Lack of training缺乏培训 Unclear job respons