Chap007人力资源全英教学.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,McGraw-Hill/Irwin 2010 The McGraw-Hill Companies,All Rights Reserved CH 8,*,Human Resource Management:Gaining a Competitive Advantage,Chapter 7,Performance Management,Copyright,2010 by the,McGraw-Hill Companies,Inc.All rights reserved.,McGraw-Hill/Irwin,Learning Objectives,Discuss three purposes of performance management.,Identify five criteria for effective performance management systems(,pms,).,Discuss,five,approaches to performance management,specific techniques used in each approach,and the way these approaches compare with criteria for effective performance management systems.,8-,2,Learning Objectives,Choose the most effective approach to performance measurement for a given situation.,Discuss advantages and disadvantages of different sources of performance information.,Choose the most effective sources for performance information.,Distinguish types of rating errors and explain how to minimize each in a performance evaluation.,Conduct an effective performance feedback session.,Identify the cause of a performance problem.,8-,3,Introduction,Performance management,is the process through which managers ensure that employees activities and outputs are,congruent,with the organizations goals.,Performance Appraisal,is the process through which an organization,gets information,on how well an employee is doing his or her job.,Performance Feedback,is the process of,providing,employees information regarding their performance effectiveness.,8-,4,Performance Management Model,Individual,Behaviors,Situational Constraints,culture&economic,conditions,Individual,Attributes,(skills,abilities),Organizational,Strategy,long&short,term goals&values,Objective,Results,8-,5,3 Purposes of Performance Management,Strategic,Developmental,Administrative,8-,6,Recommendations-Developing an Effective Performance Management System,Mirror the corporate culture and values,Have visible CEO and senior management support.,Focus on the right company performance measures.,Link job descriptions to the performance management system.,Differentiate performance fairly and effectively.,Train managers in performance management.,Communicate the total rewards system.,Require managers to search,offer and acquire regular performance feedback.,Set clear expectations for employee development.,Track effectiveness of the performance management system.,Adjust the system as required.,8-,7,5 Performance Measures Criteria,Strategic Congruence,Validity,Reliability,Acceptability,Specificity,8-,8,Comparative Approach,Ranking,Simple ranking,（简单排序法）,ranks employees from highest to lowest performer.,Alternation ranking,（交替排序法）,-crossing off the best and worst employees.,Forced distribution,（强制分布法）,Employees are ranked in groups.,Paired comparison,（配对比较法）,Managers compare every employee with every other employee in the work group.,8-,9,Attribute Approach,Graphic rating scales,（图尺度评价法）,A list of traits is evaluated by a 5-point rating scale.,legally questionable.,Mixed-standard scales,（混合标准尺度法）,define relevant performance dimensions,develop statements representing good,average,and poor performance along each dimension.,8-,10,Behavioral Approach,Critical incidents approach,（关键事件法）,-requires managers to keep record of specific examples of effective and ineffective performance.,Behaviorally anchored rating scales(BARS),(,行为尺度评定量表）,Behavioral observation scales(BOS),（行为观察量表）,Organizational behavior modification,-a formal system of behavioral feedback and reinforcement.,Assessment centers,-multiple raters evaluate employees performance on a number of exercises.,8-,11,Results Approach,Management by Objectives,top management passes down companys strategic goals to managers to define the goals.,Productivity Measurement and Evaluation System(,ProMES,),goal is to,motivate,employees to,higher levels of productivity.,Goals,Hierarchy,8-,12,Quality Approach,A,performance management system,designed with a strong,quality,orientation can:,Assess both person and system factors in the measurement system.,2.Emphasize managers and employees work together to solve performance problems.,3.Involve both internal and external customers in setting standards and measuring performance.,4.Use multiple sources to evaluate person and system factors.,8-,13,6 Statistical Process,Quality Control Techniques,Process-flow analysis,Cause-and-effect diagrams,Pareto chart,Control chart,Histogram,Scattergram,8-,14,5 Performance Information Sources,Customers,Peers,Self,Subordinates,Managers,8-,15,5 Performance Measurement Rater Errors,Similar to Me,2.Contrast,3.Distributional Errors,4.Halo and Horns(,光圈效应和尖角效应）,5.Appraisal Politics,8-,16,Reducing Rater Errors and Politics,Approaches to Reducing Rater Error,:,Rater error training,Rater accuracy training,Calibration Meetings,-attended by managers to discuss employee performance ratings.,8-,17,Improve Performance Feedback,G,ive feedback,frequently,not once a year.,Create the right context for discussion.,Ask employees to rate his or her own performance,before,the session.,Encourage the employee to participate.,Recognize effective performance through praise.,Focus on solving problems.,Focus feedback on behavior or results,not on the,person,.,Minimize criticism.,Agree to specific goals and set progress review date.,8-,18,Employee,Characteristics,Performance,Standards/,Goals,Feedback,Consequences,Input,5 Factors to,Consider,When Analyzing,Poor Performance,(Figure 7.11),8-,19,Managing Performance of Marginal Performers(table 7.13),Solid performers,High ability and motivation;provide development,Misdirected effort,Lack of ability but high motivation;focus on training,Underutilizers,High ability but lack motivation;focus on interpersonal abilities,Deadwood,Low ability and motivation;managerial action,outplacement,demotion,firing.,8-,20,Withstand Legal Scrutiny,Conduct a valid job analysis related to performance.,Base system on specific behaviors or results.,Train raters to use system correctly.,Review performance ratings and allow for employee appeal.,Provide guidance/support for poor performers.,Use multiple raters.,8-,21,Performance Management:,Electronic Monitoring,Electronic tracking systems include:,Hand and fingerprint recognition systems,Global positioning systems,(GPS),Systems that,track employees,using handheld computers and cell phones,Potential increased efficiency and productivity benefits,These systems present privacy concerns.,8-,22,Summary,Measuring and managing performance are key to gaining competitive edge.,Performance management systems,(PMS)serve strategic,administrative,and developmental purposes.,PMS should be evaluated against the criteria of strategic congruence,validity,reliability,acceptability and specificity.,Effective managers need to,be aware of the issues involved in determining best methods.,feed performance information back to employees,take action based on causes for poor performance:ability,motivation or both.,be sure that PMS can meet legal scrutiny,8-,23,Assignment Questions,Practice Questions,Discussion Questions:2,5,6 and 10,