绩效分析的定义与范围.ppt

績效分析的定義與範圍,界定組織績效要件與組織目標和能量相較的一個歷程強調期望的績效情況，真正的績效情況，以及期望與現實之間的差距。強調影響組織理想狀態的方向（directions）例如：願景vision、任務mission、價值values、目標goals、策略strategies強調影響組織真正狀態的內外驅動力(drivers)，例如：組織organization、競爭competition、工作work、員工performer,績效分析的目的,界定並評量介於理想與真實績效之間的差距，以便改進組織，流程與員工的績效。,績效分析的技巧,現有資料的分析extantdataanalysis需求分析needsassessment知識任務分析knowledgetaskanalysisInvisiblepartofperformance步驟任務分析proceduraltaskanalysisVisibledetailsofoptimalperformance系統任務分析systemtaskanalysisSeep.24,績效需求與績效層級關係圖,定義產品標準，此標準需反應客戶對產品的需求與期待,包括：quality,amount,timeline,andcost,指組織,流程or職務的結構（structure）的設計可幫助有效率的達成目標,確定目標是組織目前追求的，且被實際實踐中,,,,Seep.23,,績效需求,,績效分析技巧與分析目的關係圖,Seep.25,分析技巧、目的與工具關係圖,分析技巧,分析工具,組織分析OrganizationalAnalysis,組織分析的目的:seekdirections尋找組織方向ComponentofTheHPTModelVision願景Mission任務Values價值Goals目標Strategies策略,範例Dupont(vision,values,goals,strategies)IBM(mission,values)瀚宇彩晶(mission,values,objectives,strategies)BenQ(vision,goalsvalues,strategies)康軒文教（vision,mission,goals,strategies）Acer（vision,mission,values,goals,strategies）,組織分析OrganizationalAnalysis,困難LeadersfeelnoneedstodefinetheirvisionorvaluesDifferentinterpretationsofwords(ex.Vision,mission,goals)但最重要：需知道EndstateActivities/strategiestogetthereReasonstomakethetripExercisepage30,GrantandMoseleyCustomer-FocusedPerformanceAnalysisModel,外部的需求,內部的目標,,內部的現況,,可能差距,,案例分析28頁,課堂小活動,請上網選定一家公司（國內外均可）回答下列問題：組織名稱為何？是否清楚定義？Vision願景為何？是否清楚定義？Mission任務為何？是否清楚定義？Values價值為何？是否清楚定義？Goals目標為何？是否清楚定義？Strategies策略為何？是否支援組織達成其願景、任務、或目標？或是否與願景、任務、價值觀或目標一致？,環境分析environmentalanalysis,定義aprocessusedtoidentifyandprioritizetherealitiesthatsupportactualperformance瞭解並排序現實中支援績效行為的因素範圍：環境支援可來自：work,organization,competitiveenvironment.目的：seehowtheseinfluencesperformance瞭解這些環境因素如何中影響績效行為,Rothwell’sEnvironmentofHumanPerformance,,worker,,,work,WorkEnvironment,OrganizationEnvironment,EnvironmentalAnalysisComponentoftheHPTModel,OrganizationEnvironment(externalperformancesupport)StakeholdersCompetitionWorkEnvironment(internalperformancessupport,whathappenwithintheorganization)ResourcesandtoolsPoliciesandrecruitment、hiring、feedback、consequencesWork(jobdesignandperformancesupport,onaprocesslevel)Workflow‧ResponsibilitiesProcedures‧ErgonomicsWorker(individualperformancesupport,whathappenw/theworker)Knowledge‧Motivation‧CapacityorabilitySkill‧Expectations,Whatishappening?,Whatishappening?,Whatishappening?,Whatishappening?,案例分析35頁,差距分析GapAnalysis,目的：identifythetypeofperformanceimprovementopportunitythatexists,andpavethewayforcauseanalysisandinterventionselectionanddesign.與needsassessment相似,２點不同:Needsassessmentfocusesonknowledge,skills,attitude;PerformancegapanalysisfocusesonanydeficiencyaffectinghumanperformanceNeedsassessmentfocusesonpastandpresent;Performancegapanalysisalsofocusesonthefuture.,GapAnalysisComponentofTheHPTModel,Kaufman’sDefinitionofNeed,Rothwill的SixCellGapAnalysis,PresentGaps,,(Currentstateofperformance),FutureGaps,,(Whentoexpectiftrendscontinue),,,,PositiveGaps,NeutralGaps,NegativeGaps,,,,Performance,Enhancement,Opportunities,6potentialgapinperformance,StepsforGapAnalysis,IdentifythegapspresentandfuturePositive,neutral,ornegativePrioritizethegapsthatareidentifiedAnalyzethecauses(nextchapterforcauseanalysis)HowToDostep1,and2:page39-40,案例分析40-42頁,