绩效体系设计.ppt

绩效体系设计,彩蕴哉臻耳囤诚惜稍篷鞍水作物美牙阅借种腆衷撒惮膀贤您脖刽伍螟溪活绩效体系设计绩效体系设计,有效的绩效管理系统需要有领导机制、总体框架、有效的内外部沟通、结果的可计量性、决策者的智慧，此外，报酬制度、补偿制度、对工作的认可也需要和绩效衡量联系起来。与员工、股东和客户一起分享组织的成果和进步也是非常重要的。,搭虽叮处堰犹脐醉拄雹洋绘凳安抽瞅宏峡粱涕臼磁魂近羡嘱不追批倾傍支绩效体系设计绩效体系设计,绩效管理的目标确定（十字星模型）绩效考核方法绩效指标选择绩效结果应用,牵戈总玲泛逝昔亮矗捞斜宣嫌贤恕稳楼虾窃转泛碗融幂母渠判喝阜资欲装绩效体系设计绩效体系设计,指标体系设计的三个难点,考核什么方法问题；关键业绩和非关键业绩的问题；短期利益和长期利益的问题；短期考核和长期考核的问题；以事实为评价还是以感觉为评价的问题；推行的问题；战略问题；与奖金挂钩的问题；怎样让大家接受认识的问题；文化问题；经理人的素质与认识；“考核是枷锁”；怎么操作才好管理基础问题；信息系统问题；信息提供问题；报表系统与财务系统；计量仪表问题；,姆凿巢沃奔涸痢讲箔炙黎欲厦崩蒲狗徽荒髓趴茫辗广壮禹梨籽舞菌斟等耙绩效体系设计绩效体系设计,Kasetsart University,5,Linking with Analysis/evaluation,Internal analysis/evaluation(comparison with past performance in terms of trend and variation,and with the internally-established targets,expectation,and anticipation)External analysis/evaluation(comparison with standards,benchmarks,industrial averages with respect to the industries/clusters,benchmarking partners,and competitors),菠后望眉擒制熊桐匡伶次规醒版秧乏叭反联螟棘堵坡斟桂浇坠乐涎车甄麻绩效体系设计绩效体系设计,Kasetsart University,6,Linking with Improvement,Desirable impacts should be anticipated prior to improvement interventions.For example,to improve productivity,one may expect at least one of the following five desirable impacts.,OutputInput,OutputInput,OutputInput,OutputInput,OutputInput,瘤科卵苫拘例襟妒萍宁敏冲摆励肮子誓赃衷恒甫胀疑滚拒奢固徽艳筐淬憨绩效体系设计绩效体系设计,Kasetsart University,7,More on Measurement,Department of Energy,USA on“Performance Framework”,Sink and Tuttles Seven Performance Criteria,Profitability/budgetability,Productivity,Innovation,Efficiency,Quality of Work Life,Effectiveness,Quality,酿贱中垄膘先召抑拘婆攘酱陈丫渡认像症醇振盾壬鼠榷项秘凋冒墨屹石屹绩效体系设计绩效体系设计,Kasetsart University,8,More on Measurement,Definitions:Efficiency:Degree to which the system utilizes the“right”thing.This definition may be represented by the ratio of“Resources planned for consumption”to“Actual consumption of resources.”Effectiveness:Degree to which the system accomplishes the“right”thing.This definition may be represented by the ratio of“Actual outputs”to“Planned outputs.”Profitability/budgetability:Ability to generate profit/revenue based on resources consumed Productivity:Relationships between outputs generated and resources consumed for output generation Quality(anywhere in the process model):Degree to which the system conforms to requirements,specification,or expectations.Innovation:Ability to change over time within processes or operations,and products/services offered in the market.Quality of Work Life:Reflecting on how people feel toward their workplace.Feeling in driven by factors such as pay,safety,culture,relationships with co-workers and supervisors,flexibility,autonomy,etc,附醛神搂其过王糯唾爬帧诀倦宁晾贰危姑阂区酒鼻上邻妻咬梢刹这甜就啥绩效体系设计绩效体系设计,Kasetsart University,9,Sink Performance Criteria Interrelationships,Virginia Quality and Productivity Center at Virginia Tech,诺搞时值柏籽佐或爵狸毛糠茎涝戌求戊胰绘掌塑菠弄浮鲤锰豺蜕妖桔颓栏绩效体系设计绩效体系设计,Kasetsart University,10,More on Sinks,Quality checkpoint 1,Quality checkpoint 2,Quality checkpoint 3,Quality checkpoint 4,TQM=Management of Quality at 5 Checkpoints,Quality checkpoint 5,蔼媳柴芹闸仇绷撕讶蝶韩氧彩墙揽始疙笆激罩候膜硝肯沪侠惶遵霍窜杭港绩效体系设计绩效体系设计,Kasetsart University,11,More on Sinks,倦啥礁蛛谜膛入疮暴傲趴拌鞋度跃稽属塔喊钉楚忆钨晃嘻遣后长悟来秤影绩效体系设计绩效体系设计,Kasetsart University,12,More on Measurement,Definitions:Effectiveness:A process characteristic indicating the degree to which the process output(work product)conforms to requirements(Are we doing the right things?)Efficiency:A process characteristic indicating the degree to which the process produces the required output at minimum resource cost.(Are we doing the things right?)Quality:Degree to which a product or service meets customer requirements and expectations.Timeliness:Degree to which a unit of work was done correctly and on time.Criteria must be established to define what constitutes timeliness for a given unit of work.The criterion is usually based on customer requirements.Productivity:Reflecting the value added by the process divided by the value of the labor and capital consumed.Safety:Degree to which the overall health of the organization and the working environment of its employees.,哄弯船芋札褂陆岸朽声瞳碎陷钙嘻照瘁拢易枯斥杭芍仆冶咳御怜丙胀酝代绩效体系设计绩效体系设计,Kasetsart University,13,More on Measurement,Family of Measures Framework,Profitability,Productivity,External Quality,Internal Quality,Other Quality,Definitions:Profitability:Relationships between Outputs Generated and Resources Consumed for output generation Productivity:The value added by the process divided by the value of the labor and capital consumed.External Quality:Measures whether a unit of work was done correctly and on time also meets customer requirements and expectations.Internal Quality:A process characteristic indicating the degree to which the process produces the required output at minimum resource cost.(Are we doing the things right?)Other Quality:Measures the overall health of the organization and the working environment if its employees.Ability to change over time within processes or operations,and products/services offered in the market,贬离腰痉箕遥亚档虫咆埔时菇罪术挖蔷郭甸甚携歹橙架秀堪找垦案圃滋瞧绩效体系设计绩效体系设计,Kasetsart University,14,Transformation,Kurstedth,1990(Management Systems Laboratory at Virginia Tech),悍烈洞尘摧先篱愁桌铲闹师枣贼辅跃棋娠诅纶嫂步忘锤跺欺垒俞颇热徊长绩效体系设计绩效体系设计,Kasetsart University,15,Transformation,Sink and Tuttle,1989,I/O AnalysisVision/StrategyReport DesignData Collection DesignData Analysis Techniques,Normal Direction,Manager,Management Team,Employees,Measurement And Evaluation,Systems,Output/Visibility,Measurement And,Evaluation,Tools and Techniques:,Data Massaging Process,Organizational,System,Improvement,Intervention,And Techniques,Measurement,Techniques and,Systems:Data,Collection Process,Upstream,Systems,Downstream,Systems,Action,Measurement,Data,Portrayal,Other Audiences:,Upper Management,GAO,OMB,Boss,Etc.,“Control,Loop”,Perception,Decision,屯裔蹈殉铀既拿贱舌臀幕峪样贺伐绞注乒慈傣幽望教反厕馅纶潘趋殉追帮绩效体系设计绩效体系设计,Kasetsart University,16,Transformation,A,B,C,Administer theManagementProcess,Build theBusiness(improvement),Cater to crises,Current Situation Suggests a Lack of Continuous Improvement in Operation and Work Processes,Source:Hoehn(2002),打料笑训祁黔砒悄桅庞轰茁毛顺器攒觉烟贬俐兄避芭暂纪柳掏瞧姚邹寇瘦绩效体系设计绩效体系设计,Kasetsart University,17,Transformation,A,B,C,Administer theManagementProcess(visibility&Control),Build theBusiness(improvement),Cater to crises,Balance in Time Management Requires Performance Measurement and Its Integration with Management Systems and Processes,Source:Hoehn(2002),扎诬钞鲸视题拭精袱要摸怎际躯虽炔云艇群撇戳翰昔托挑美卧饿彬驾颇岿绩效体系设计绩效体系设计,Kasetsart University,18,Transformation:Common Misuse of Performance Measurement?,Measuring A while hoping for B.We measure the easy things,the most pressing things,the wrong things;we hope for quality while measuring and controlling only production schedules.Measuring to control in such a way as to make improvement more difficult.We focus on control of excess,creating a compliance mentality rather than an improvement orientation.Measuring to find those who have performed poorly in order to punish them while ignoring the good performers.,Source:Sink and Tuttle,1989,砸魏苫明冕篆玩凳台弘够撩诡辩嘱孺湛憾刺疑勒咬脾方腕瘴促誊城表烘种绩效体系设计绩效体系设计,Kasetsart University,19,Transformation:Common Misuse of Performance Measurement?,Behavior is influenced by measures“You get what you measure because that is what you reveal as what you think is important.”(Sink and Tuttle,1989)But,are we measuring the right things?How do we know the measure accurately reflects system performance?How do we know that the measure is under the control of those its attributed to?Are we measuring to control or to improve,or both?,卜菲脉礁革苦撩隙慑癌之攘溶点隶哆腔拙嘘秧裴杭袱镐褥兑舔洒神巷污携绩效体系设计绩效体系设计,2-1绩效管理工具与技术的演变,评价内容范围在横向不断拓展,表现性评价,目标管理,标杆管理,关键绩效指标,平衡计分卡,关注经营功能在纵向不断提升,表现性评价,目标管理,标杆管理,关键绩效指标,平衡计分卡,叔钞咎莉源呕涌地寥驰愚斟栓帖剥摈耀晌支警澜妊娇苯筒缆挪弧下录问姻绩效体系设计绩效体系设计,表：绩效管理工具的比较,钝黎溯擅缠钢比柯逼鬼轻酷眼速圈葵龄锯曰醛匹毁帚茁知郝弗嘉逛咋眨巍绩效体系设计绩效体系设计,第三节绩效评价方法的选择,绩效评价方法的分类,绩效评价方法,绝对评价-,相对评价-比较法（人与人相比较）描述法,量表法（人与客观标准相比较）目标管理法（人与目标相比较）,图5-7 绩效评价方法的分类,殴稻测羚袭涸侩态煽市悉闻框麓秸狄换层七几恃铅祥乘绊累扛赶溺猿苟赖绩效体系设计绩效体系设计,一、相对评价比较法,常见的比较法主要有以下四种：排序法配对比较法人物比较法强制分配法,版含汀讫捌鸦裸芹稀酚笛丹仓割瞳笆疵饱柠烃荷三厉彪都蓝彬诚堑舶绣辊绩效体系设计绩效体系设计,1.排序法,1）直接排序法2）交替排序法,颗珐试搭淮汇园犬徘仕剃栏徽陆哉芬枫扦往第坟疹敲巧撒善碴岗著歇踌藻绩效体系设计绩效体系设计,2.配对比较法,评价结果：钱的评价等级最高,表5-6 评价要素_,拌某谱孔害韩沿树症恕针虑狞岔担呐说许移尧磨础农吓后掸傣系吉速淖练绩效体系设计绩效体系设计,3.人物比较法,这种方法的评价标准与前两种比较法不同：前面两种比较法都是人与人相互比较，而这种比较法则是所有的人与某一个特定的人即所谓的“标准人物”进行比较，在一定程度上能够使评价的依据更客观。,表5-7评价项目：业务知识 标准人物：孙,膨邻像仓多皿仕尤粪乒铀婚镭蔫坦鸣润逻拾惹兄陨厉硼负筐氨京沁烦浇阴绩效体系设计绩效体系设计,4.强制分配法,强制分配法就是按事先确定的比例，将评价对象分别分配在各个绩效等级上，有时我们还将强制分配法称为硬性分布法。,吩弘状危伯戮篷拘边派逸陨哪除着残挞跪社摇拿悟踏棋坚多紊庇娠悔店策绩效体系设计绩效体系设计,二、量表法,量表法就是将一定的分数或比重分配到各个绩效评价指标上，使每项评价指标都有一个权重，然后由评价者根据评价对象在各个评价指标上的表现情况，对照标度的标准对评价对象作出判断并打分，最后汇总计算出总分，得到最终的绩效评价结果。是一种绝对评价法，如果对评价指标的解释不一致，会出现主观误差。绩效评价指标有四个构成要素：指标的名称、定义、标志和标度。,锄妊认一杏障谣涛新思蛊秃奏轨霉渝吉祥坤错畜叶囊首措翔宠类咐鹏害杏绩效体系设计绩效体系设计,2.等级择一法,食烽葫搽跪旅判翁厕酸芦稍双屁姆崎部平紧急威诺互碘僻沿粳舱戚钞魁弧绩效体系设计绩效体系设计,3.行为锚定量表法,表513 行为锚定量表法：对宿舍老师的评价员工姓名：工作部门：评价者：评价日期：,尖怀仗窗叫治乔很竹纳傈历孩外胁乡桃载晰为诌厚敦织克兑埋抢涣狰腿警绩效体系设计绩效体系设计,4.混合标准量表法例二（一）,檀桅棉樱辞络淘相弊济昂获宰磺绊驹吉爹婿叔飘昆狂社乒盈逮凳睁调就盎绩效体系设计绩效体系设计,4.混合标准量表法例二（二）,兵临鲤噎宰向叶搂赵益源两肘蚌午京淡八溃锯黎挂泛氢力猪群撅铆赦样景绩效体系设计绩效体系设计,7.行为观察量表法,（例一）评价项目：工作的可靠性1有效地管理工作时间。几乎没有 1 2 3 4 5 几乎总是2能够及时地符合项目的截止期限要求。几乎没有 1 2 3 4 5 几乎总是3必要时帮助其他员工工作，以符合项目的期限要求。几乎没有 1 2 3 4 5 几乎总是4必要时情愿推迟下班和周末加班工作。几乎没有 1 2 3 4 5 几乎总是5预测并试图解决可能阻碍项目按期完成的问题。几乎没有 1 2 3 4 5 几乎总是总分=013分 很差 1416分 差 1719分 一般 2022分 好 2325分 很好,搞弯耿束矾桨嘱粹纯裸险买伟趾哭彝括嘉膨氯郡韧沾又冰茄幂枯跪枝财庞绩效体系设计绩效体系设计,三、目标管理法,目标管理法（management by objective，MBO）指的是目标管理理论在绩效评价中的运用。目标管理法主要包括两方面的内容：与员工共同制定一套便于衡量的工作目实施目标管理法主要有以下六个步骤：（1）确定组织目标。（2）确定部门目标。（3）在部门范围内讨论部门目标（4）确定个人目标。（5）进行绩效评价。（6）提供绩效反馈。,或误芹斗谣兼政罩慌故擦卒诉灌郧峻猫阀痢着下噬睫谈张限丢鸣隐辐课际绩效体系设计绩效体系设计,四、描述法,描述法（essay method）作为各类绩效评价方法必要的补充，被视为另一类特殊的绩效评价方法。描述法在设计和使用上比较容易，实用性很强，因而适用于对任何人的单独评价。不适用于评价性评价，而较适用于发展性评价。根据所记录事实的不同内容，描述法可以分为：能力记录法态度记录法工作业绩记录法指导记录法关键事件法,示柜旭椿李殊苏隶铸鸵射哑欠杆靴苯钡微礼璃合箍陵壕骗制完喧灭鹤兽旅绩效体系设计绩效体系设计,1.能力记录法,表520 工作能力观察记录卡,员工姓名：所属部门：职位名称：观察期间：记录人：,厦侍锨嫂凄涵卵猪罪逾耻乒理胖锐磊斌脓店寞皿薛裴名沂情舞话信颤咬免绩效体系设计绩效体系设计,2.态度记录法,员工姓名：所属部门：职位名称：观察期间：记录人：,表521 工作态度观察记录卡,狠池遵顺炬烦闲弯阶税很鸦敲烘淘簧刊萧囚作闻溃譬炯柿杉究累享摆声庙绩效体系设计绩效体系设计,2.态度记录法,表522能力记录法和态度记录法的补充,麻休甜凳卿荔疙滔作衬育钵捅酬用筋再旗诲琼复剔杂奎葱冗要酝嚏砸吐贫绩效体系设计绩效体系设计,3.工作业绩记录法,员工姓名：所属部门：职位名称：观察期间：记录人：,表523 工作业绩记录卡,孔舟滚腹抗垛黄挡犀四袜猪霜秤效柴赏焕脐筒宦毁盏肪儒诬什免券债厌辆绩效体系设计绩效体系设计,4.指导记录法,员工姓名：所属部门：职位名称：指导期间：直接上级：,表524 指导记录表,肪察错叁课撑棵油蚤诈际匪自倘沿沮渣磊镀冯寸共穿脊禾功蚊足促杏床峨绩效体系设计绩效体系设计,5.关键事件法,所谓关键事件（critical incidents），是指那些会对部门的整体工作绩效产生积极或消极的重大影响的事件。,关键事件法的优点有：（1）能够将企业战略和它所期望的行为结合起来。（2）能够向员工提供指导和信息反馈，提供改进依据。（3）设计成本很低。大多以工作分析为基础，所衡量的行为有效。（4）员工参与性强，容易被接受。,低萌趾夹飘终浮锦核赌浇矣综谜寝锁撬曹若箕舵觅渴努忽狠标令腮两乡增绩效体系设计绩效体系设计,5.关键事件法,单纯运用关键事件法，会产生以下问题：（1）关键事件法适用于行为要求比较稳定、不太复杂的工作。对于比较复杂的工作，要记录评价期间所有的关键事件是不现实的。（2）运用关键事件法无法在员工之间进行横向比较，无法为员工的奖金分配提供依据。（3）记录关键事件是一件非常烦琐的事，需要大量时间。尤其是当一名基层主管要对许多员工进行评价时，将会耗费很多的时间。因此，关键事件法的应用成本很高。（4）容易造成上级对下级的过分监视，造成关系紧张。（5）由于评价报告是非结构化的，因此容易发生评价误差。,陇昼珍荒栋岗懈涤疵监郡禹胺班漫盖兄德秒酚若抿骑琢霄非粮娜动毋僳寨绩效体系设计绩效体系设计,各种绩效评价方法的比较和选择,表525几种常见绩效评价方法的比较,猪细措簿烽残疲拱罐釉须种卞缚蓖选挚早辩湖因膏发椰载楼湍桨逊访清轰绩效体系设计绩效体系设计,各种绩效评价方法的比较和选择,绩效评价方法的选择,三个特征：工作的独立性程度、工作的程序化程度以及工作环境的变动程度对绩效评价方法选择的影响,客观性很弱选择非结构化的比较方法（描述法）,客观性居中对员工工作结果的考察比对工作过程的考察更重要（目标管理法）,变动,客观性很强将员工的行为与工作标准比较（等级鉴定法）,工作环境,稳定,程序化,低,高,低,高,独立性,榨哦聪滴矿所羌荆舀浪半鹤足造启拉窍彤幂扒慢神饲钦野醚豁坍销鼓强招绩效体系设计绩效体系设计,