台湾科技大学企管系人力资源管理课程-绩效管理与评估（繁体）.pdf

管理则估大擘痣人1度源管理程效管理舆押估11.基本概念-2.效押估的方法13.效押估常见冏题典解决方法4.效押估的作棠流程1.基本概念11.1 效管理曾介H.2 效押估的意羲舆用途1.3 效押估的步骤(Dessler&Tan,2009,p222-224)1.1 效管理曾介定羲-雇主碓保员工之工作方向朝系且微目 檄逼迤的屣程。例如：4效的别任矜效(task performance)_效(contextual performance)&微公民行胤 organizational citizenship behavior,OCB)f噗寸_的系且微公民行篇(OCB-O)JWW_的系且微公民行篇(OCB-I)51.2 效押估的定羲及用途定羲效押估彳系根it_来押估具工工作表现的谩程口用途（隙彰倭1997）-行政上的用途（如薪资管理、升遭、樊慧 等）-赞展上的用途-研究上的用途61.3 效押估的步骤_(defining the job)-硅定工作之殿责所在,工作者所需的特性,及效檄潮performance criterion)_(appraising performance)-溟撵遹富的效押估方法_(feedback sessions)-安排效押估面72.效押估的方法2.1特途2.2行焉途12.3结果途2.4策略途(Dessler&Tan,2009,p224-236,239-240)2.1特途曾介：列聚若干重要的工作内容向 度或工作者所需的KSAOs或殿能，来迤行效押估。方法-61表式定量表法(graphic rating scales)一员工比敕法(employees comparison method)9表式押定量表法曾介：符工作内容向度或特，编裂成 量表，再谨行效押估。,可押估的项目一一般性的向度(generic dimension)除的工作任矜(jobs actual duty)一殿育台舄基磁的ffF估(competency-based appraisal)(或KSAOs)10Fl GURE9-4 Sample Perfo rmance Rating Fo rmSample Performance Rating FormManagers Name _Key Work Responsibilities 1.Results/Goals to be Achieved 1.2.2.3.3.4.4.Behavioral Assessment of CompetenciesCommunicationBelow ExpectationsEven with guidance,fails to prepare straightforward communications,including forms,paperwork,and records,in a timely and accurate manner;products require minimal corrections.Even with guidance,fails to adapt style and materials to communicate straightforward information.Meets ExpectationsWith guidance,prepares straightforward communications,including forms,paperwork,and records,in a timely and accurate manner;products require minimal corrections.With guidance,adapts style and materials to communicate straiitforward information.Role ModelIndependently prepares communications,such as forms,paperwork,and records,in a timely,clear,and accurate manner：products require few,if any,corrections.Independently adapts style and materials to communicate information.Organizational Know-HowBelow Expectations performance standards appear hereMeets Expectations performance standards appear hereRole Modelperformance standards appear herePersonal EffectivenessSource:Elaine Pulako s,Performance Management(SHRM Fo undatio n,2004)p.16-17.Reprinted by permissio n o f So ciety fo r Human Reso urceManagement via Co pyright Clearance Center.Below Expectations performance standards appear hereMeets ExpectationsRole ModelTeamworkBelow Expectations performance standards appear hereMeets Expectations(performance standards appear hereRole Modelperformance standards appear hereAchieving Business ResultsBelow ExpectationsMeets ExpectationsRole Model performance standards appear here 2008 Prentice Hall Inc.All righ11Fl GURE9-4 Sample Perfo rmance Rating Fo rm(co nfd)Results AssessmentAccomplishment 1:_Low ImpactThe efficiency or effectiveness of operations remained the same or improved only minimally.The quality of products remained the same or improved only minimally.Moderate ImpactThe efficiency or effectiveness of operations improved quite a lot.The quality of products improved quite a lotHigh ImpactThe efficiency or effectiveness of operations improved tremendously.The quality of products improved tremendously.Accomplishment 2:_Low ImpactThe efficiency or effectiveness of operations remained the same or improved only minimally.The quality of products remained the same or improved only minimally.Moderate ImpactThe efficiency or effectiveness of operations improved quite a lotThe quality of products improved quite a lotHigh ImpactThe efficiency or effectiveness of operations improved tremendously.The quality of products improved tremendously.NarrativeAreas to be DevelopedActionsCompletion DateManagers Signature Date Source:Elaine Pulako s,Performance Management(SHRM Fo undatio n,2004)p.16-17.2008 Prentice Hall Inc.All rights reiEmployees Signature DateThe above employee signature indicates receipt of,but not necessarily concurrence with,the evaluation herein.12Fl GURE 9-5 Po rtio n o f an Administrative Secretarys Perfo rmance Appraisal Fo rm Sho wing Task(s)to AppraiseNome:_Rating period:from_to_Rater name:_Rater title:_Depa rtment:_Rating Scale KeyFails to meet job requirements Meets most job requirements Fully meets all job requirements Exceeds all job requirementsPart II:Rating Scales for Task A reasPosition:A dministrative Secretary Duties and ResponsibilitiesDuty:Maintaining Departmental Personnel Records PCT.(30%)RA TING，I 2 3 4KAilNb.Using spreadsheets and other computerized forms:Ensure all recorded personnel information is up to date and accurate,including name,address,and contact information;maintain accurate records of all personal leave taken annually,as well as vacation schedules;maintain accurate records of all employees benefits.Comments 2008 Prentice Hall Inc.All rights reserved.13Fl GURE 9-6 Appraisal Fo rm fo r Assessing Bo th Co mpetencies and Specific Obj ectivesCase Western Reserve University Performance Management Outline for the Development and Evaluation of Professional StaffCase Western Reserve University is a leading independent center fo r educatio n,research and co mmunity citizenship.The University achieves its go als thro ugh the perfo rmance and excellence o f each individual.The University expects all its staff emplo yees to exemplify its values thro ugh co mmitted leadership and co ncern fo r human relatio nships.As an o rganizatio n,we value:A wo rkinq enviro nment that enco urages:Mutual respect and o pen co mmunicatio n Inno vatio n and co ntinuo us learning A co o perative spirit and teamwo rk Respect fo r diversity and inclusiveness Perso nal gro wth and celebratio n o f acco mplishments Safety o rientatio nPerso nal respo nsibility based o n:A custo mer-fo cused service o rientatio n which exhib计s:Integrity and ethics Acco untability fo r results Clear go als and empo werment Dependability Pro tecting reso urces against waste,lo ss,o r misuse Co ncern fo r the custo mers go als and needs Eco no my,efficiency,and flexibility Co urtesy Respo nsiveness with go o d j udgment Co ntinuo us and measurable impro vementsEmplo yee Name_Jo b Title_Department_Evaluato r_Obj ectives&Develo pment Planning Perio d:#HR40100101 Fro m Thro ughSource:http:/www.case.edu/finadmin/humres/po licies/perfExempt.pdf.Accessed May 17,2007.2008 Prentice Hall Inc.All rights reserved.14Fl GURE 9-6(co ntinued)SECTION I Responsibilities/Objectives and Performance Standards in Support of Departmental GoalsMaximizing one professional qualifications to make a differencePrimary Perfo rmance Expectatio ns:Respo nsibilities/Obj ectives and StandardsMid-YearPro gress No tesEnd o f Perio d Rating o f Success and Effectiveness CnmmAnf ana Plcra X cnNo l Scale io R市Stro ngVery Stro ngObj ective 1:11111Obj ective 2:11111Obj ective 3:11-1-11Obj ective 4:1_1_1_1_1Obj ective 5:11111Obj ectivesfo r new rating perio d reviewed and agreed to:Mid-Year Review:Evaluato rDateEmplo yee DateEvaluato r DateEmplo yeeDateSource:http:/www.case.edu/finadmin/humres/po licies/perfExempt.pdf.Accessed May 17,2007.2008 Prentice Hall Inc.All rights reserved.15Fl GURE 9-6(co ntinued)SECTION II Performance Competencies“Making a Difference by Working and Learning Together/7Mid-Year Pro gress No tesEnd o f Perio d Rating o f Success and Effectiveness Co mment and Place X o n.Scale Io Rale.No t VeryStro ng Stro ngJob Knowledge/Competency:Demonstrates the knowledae and skills necessary to perform the job effectively.Understands the expectations of the job and remains current regarding new devel叩merits in areas of responsibility.Performs responsibilities in accordance wiin job procedures and polkies.Acts as a resource person upon whom others rely for assistance.11111Quality/Quantity of Work:Comoletes assignments in a thorough,accurate,and timely manner that achieves expectea outcomes.Exhibits concern for the goals and needs of the deportment and others that depend on services or work products.Handles multiple responsibilities in on effective manner.Uses work time productively.11111Planning/Organization:Establishes clear objectives and organizes duties for self based on the goals of the department,division,or management center.Identifies resources required to meet goals and objectives.Seeks guidance when goals or priorities are unclear.11111Initiative/Commitment:Demonstrates personal responsibility when performing duties.Offers assistance to supoort the goals and objectives of the department ana division.Performs with minimal supervision.Meets work schedule/attendance expectations for the position.11111Problem Solving/Geativity:Identifies and analyzes problems.Formulates ahemative solutions.Takes or recommends appropriate actions.Follows up to ensure problems are resolved.11-111Teamwork and Cooperation:Maintains harmonious and effective work relationships with co-workers and constituents.Adapts to changing priories and demands.Shares information and resources with others Io promote positive and collaborative work relationships.11111Interpersonal Skills:Deals positively and effectively with coworkers and constituents.Demonstrates resped for all individuals.11111Communkation(Oral and Written):Effectively conveys information and ideas both orally and in writing.Listens carefully and seeks clarification to ensure understanding.11111Co mpetencies Reviewed and Discussed:Mid-Year ReviewEvaluato rDateEmplo yeeDateSource:http:/www.case.edu/finadmin/humres/po licies/perfExempt.pdf.Accessed May 17,2007.2008 Prentice Hall Inc.All rights reserved.16Fl GURE 9-6(co ntinued)SECTION III End of Period Summary Performance RatingBased o n a review o f Sectio n lz Success and Effectiveness in Po sitio n Respo nsibilities/Acco mplishing Obj ectives and Standards,and Sectio n llz Perfo rmance Co mpetencies,pro vide a summary perfo rmance rating:Co mments:_口 Perfo rmance co nsistently and significantly abo ve standards in virtually all areas;far exceeds no rmal expectatio ns.01 Perfo rmance well abo ve standards in many impo rtant aspects;usually exceeds no rmal expectatio ns.3 Perfo rmance meets standards in all impo rtant aspects;go o d co ntributo r.01 Perfo rmance slightly belo w standards in so me impo rtant aspects,but meets standards in o thers;perfo rmance generally acceptable but impro vement needed to fully achieve functio nal perfo rmance level.I Perfo rmance belo w standards in a number o f critical aspects;substantial impro vement needed.Evaluato r Signature DateI have read this appraisal and it had been discussed with me.I understand that signing this appraisal do es no t necessarily mean I agree with all o f the info rmatio n in it o r that I fo rfeit my right fo r review.Emplo yee Signature DateSource:http:/www.case.edu/finadmin/humres/po licies/perfExempt.pdf.Accessed May 17,2007.2008 Prentice Hall Inc.All rights reserved.17员工比较法曾介：利用员工在各工作内容向度或特 上的相封差巽，国别出员工的效。方法：一交扫F序法(alternation ranking method)一配封比较法(paired comparison method)一弓金迫配分法(forced distribution method)18交金昔排序法曾介：金十封特定的特或工作向度，按员工的侵劣程度来排名。其排序方 法篇：先排出表现最好的员工，再排 出表现最差的员工，然接排出表现次 好的员工，接著排出表现第二差的员 工，直到所有员工都排列完止。19Fl GURE 9-7 Scale fo r Alternate Ranking o f AppraiseesALTERNATION RANKING SCALEFor the Trait:_For the trait you are measuring,list all the employees you want to rank.Put the highest-ranking employees name on line 1.Put the lowest-ranking employees name on line 20.Then list the next highest ranking on line 2,the next lowest ranking on line 19,and so on.Continue until all names are on the scale.Highest-ranking employee 1 112 123 134.14.5.15.6.16.7.17.8 189 1910 20Lowest-ranking employee 2008 Prentice Hall Inc.All rights reserved.20配比较法曾介：金峰寸特定的特或工作向度，封员工谨行雨雨比较,最接招每位员工被押篇最僵的次数加系恩，便可以得到所有员工的排序。21Fl GURE 9-8 Ranking Emplo yees by thg Paired Co mpariso n Metho dFOR THE TRAIT QUALITY OF WORK FOR THE TRAIT CREATIVITYEmplo yee Rated:Emplo yee Rated:As Co mpared to:A ArtBMariaC ChuckD DianeAsE Co mparedJo se to:A ArtB Mariac ChuckD DianeE Jo seA Art+A ArtB Maria_ BMaria+C Chuck+_ CChuck+D Diane+JDiane+E Jo se+十E Jo se+T TMaria Ranks Highest Here Art Ranks Highest HereNote:+means“better than.一 means“worse than.”For each chart,add up the number of 1Js in each column to get the highest-ranked employee.2008 Prentice Hall Inc.All rights reserved.22强迫配分法曾介：按事先定好的分配比例，规 割成若干等级，再招员工根摞其表 现a帚到不同的等级中。喷例-15%high performers-20%high-average performers-30%average performers-20%low-average performers-15%low performers232.2行焉途曾介：依it员工在工作日寺醇致良好（或不良）之工作效的行篇表 现，来谨行效押估，有下列方 法 （圜I新，2000；竦彰倭，1997；Dessler，2003；Latham&Wexley，1994）24行扁途的方法 善面Ffift 法(narrative forms)Rfi维事快!J法(critical incident method)|检查表法(check list)行篇定猫量表法(Behaviorally AnchoredRating Scales，麓耦BARS)i 行:察量表法(Behavioral Observation Scales，ffiffiBOS)25害面？Fife法曾介：由押估者符受押者的表现,以善面 叙述的方式来迤行描述。常兄的主题如：-员工的工作表现如何？（如、工作量、工作品、目檄逵成率等等）-员工的工作憨度如何？（如是否熬真负责、是 否主勤稹趣等等）-员工舆其它同事的相虑状况如何？-员工的僵缺黑占如何？-员工未来的赞展潜力如何？26FIGURE 9-9 Appraisal-Co aching Wo rksheet例Source:Reprinted with permissio n o f the publisher,HRnext.co m;co pyright HRnext.co m,2003.Appra isa l-Coac h ing WorkshMtInstructions:This form is to be filled out by supervisor and employee prior Io each performance review period.Employee:Posificxi:Supervisor:Department:Date:Period of Work under Consideration:From to1.What areas of the employees work performanoe are meeting job performance standards?2.In v4iat areas is improvement needed during the next six to twelve months?3.What factors or events that are beyond the employees control may affect(positively or negatively)his/her ability to accomplish planned results during the next six to twelve months?4.What specific strengths has the employee demonstrated on this job that should be more fully used during the next six to twdve months?5.List two or three areas(if applicable)in which the employee needs to improve his/her performance during the next six to twelve months(gaps in knowledge or experience,skill development needs,behavior modifications that affect job performance,etc.)6.Based on your consideration of items 1-5 above,summarize your mutual objectives:A.What supervisor will do:B.What employee will do:C.Date for next progress check or to reevaluate objectives:D.Data/evidence that will be used to observe and/or measure progress.Signatu re-E mployee Signature-Supervisor 2008 Prentice Hall Inc.All rights reserved.Date库出评估：良好流程评估：缺少活勤相封於 库出竦述必多更有 寅例i登明旗美也得找 1T例支持！姓名：杜的翰IS耦：物料支援主任押估期：1982.02至 1982.08工作内容脱明：负费管理生避_规制流程典装造梯型制定通程包括雉修 及赛展。群估期完成事I宜：在这年中，生库规步流程有独著的改燮。各部咒之冏的t徵 调做得不，而管理活勃也都能有效率地逆行。侵黠及需要改谨之虞：多勺翰在二月调到物料支援部。常畸生麾裂造流程碰到了 一 些滩题而多勺翰很快地便诞入状况，典前一任主管，旗利交 接但在装造榇举制定方面，多勺翰的表现就:攵那段好。他雄然 很努力但成效不佳。我想有市佃原因：妁翰不太能清楚地订定明破的目榇。一他明辣的例子走 他辗法制定好目榇及主要库出：另外一他例子刖是他在 一*三月冏所做的裂造榇型系评估畤情精化的名吉?俞。到现 在我伸邃是不知道建他系统何去何拢。一佃人如果没.有 明碑的目棕，很容易就曾陷入徒劳急功的陷阱 运典接下来的第二黠趣有踹聊O我觉得多勺翰很容易提以舄冏了曾就是有迫度。他在 _*阴畲前多下能功夫，?丁清楚曾杀的目榇O名勺翰之前的财矜背景很曲然地在很多地方都能派上用垮。最.近的例子是他常忙探酬部力解决了一些财矜上的冏题 一一一雄然不是他份内的事。/勺翰很希望能晋升到下一他I管理陪居。这一次我5攵 有推升他的打算，但我相信他的能力究曾藕他升到他想 要的位置。然而，在晋升之前，他必乡更谖明他能虑理被部 的案子 如之前的裂造榇型系统而且重要的是必须要有多吉果.。他必多更要能清楚明破地分析冏题，订定目梯，然 接.找出连成目榇的方法。而运其中大部分都要靠他自己。告新工他如何增港一*统效雎然我曾在旁琳助,但主角逐是他。常他能瞪明他能褐立 作棠之畤，擢升自食水到渠成。WW2-2)穗而言之，幺勺翰封目前的工作遢算能瞒任。我常然也明白 他硼优财矜部力弱到裂造部力，自畲碰上一些。我曾 他忙特别是在目襟tr定以及再找解决方法上。余勺翰在物料支援上的评比是及格 的空可以努力改暹