人力资源管理跟竞争优势(下).pptVIP

Management-By-Objectives目标管理 Characteristics of Effective Goals有效目标的特性 Consistent with organizational objectives 包含公司目的 Specific and challenging 具体并具有挑战性 Realistic and achievable 实际并可以实现 Measurable 可以衡量 Designing an Appraisal System设计一个评估系统 Gain support for the system 获得对系统的支持 Choose the appropriate rating instrument 选择适当的评估手段 Choose the raters 选择评估人员 Determine the appropriate timing of appraisals 确定合适的评估时机 Ensure appraisal fairness 保证评估公正 Step 1: Gain Support for the System步骤1: 获得对系统的支持 Gain support of upper-level managers 获得上级管理者的支持 Seek employee input 寻求员工输入 Step 2: Choose the Appropriate Rating Instrument步骤2: 选择适当的评估手段 Practicality 可操作 Cost 成本 construction建造 implementation 实施 utilization 利用 Nature of job 工作特点 observations 观察 behavioral measures 行为衡量 output measures 产出衡量 Step 3: Choose the Raters步骤3: 选择评估人员 360 Degree Feedback360度反馈 Step 4: Determine the Appropriate Timing of Appraisals步骤4:确定适当的评估时机 Step 5: Ensuring Appraisal Fairness步骤5: 保证评估公正 Upper-level management review 上层管理回顾 Appeals system 上诉系统 The Line Manager and Performance Appraisal基层管理者和绩效评估 Complete the ratings. 完成评估 Provide performance feedback. 提供绩效反馈 Set performance goals. 设定绩效目标 The HRM Department and Performance Appraisal人力资源部和绩效评估 Develop the appraisal system. 开发绩效系统 Provide rater training. 提供评估培训 Monitor and evaluate the appraisal system. 监督、评估评估系统 Chapter 9第九章Determining Pay and Benefits确定工资和利益 Total Compensation总体薪酬 Linking Compensation Practices to Competitive Advantage将薪酬实践与竞争优势相结合 Equity Theory Predictions公平理论预测 Referent Others其他参与 Employee Responses to Under-Reward员工对待遇低的反应 Decrease their inputs 减少他们的付出 Attempt to increase their outcomes 试图增加他们的产出 Distort their perceptions 扭曲他们的知觉 Attempt to change others 试图改变其他 Choose a new referent other 选择新的参考对象 Escape the situation 脱离职位 Employee Responses to Over-Reward员工对待遇高的反应 As satisfying as equity 同平等的一样满意 Somewh