《績效體系設(shè)計》ppt課件

1、 績效體系設(shè)計有效的績效管理系統(tǒng)需求有指點機制、總體框架、有效的內(nèi)外部溝通、結(jié)果的可計量性、決策者的智慧，此外，報酬制度、補償制度、對任務(wù)的認可也需求和績效衡量聯(lián)絡(luò)起來。與員工、股東和客戶一同分享組織的成果和提高也是非常重要的?？冃Ч芾淼哪看_實定十字星模型績效考核方法績效目的選擇績效結(jié)果運用目的體系設(shè)計的三個難點考核什么方法問題； 關(guān)鍵業(yè)績和非關(guān)鍵業(yè)績的問題； 短期利益和長期利益的問題； 短期考核和長期考核的問題； 以現(xiàn)實為評價還是以覺得為評價的問題； 推行的問題； 戰(zhàn)略問題； 與獎金掛鉤的問題；怎樣讓大家接受認識的問題； 文化問題； 經(jīng)理人的素質(zhì)與認識； “考核是枷鎖； 怎樣操作才好管理根底

2、問題； 信息系統(tǒng)問題； 信息提供問題； 報表系統(tǒng)與財務(wù)系統(tǒng)； 計量儀表問題；Linking with Analysis/ evaluationInternal analysis/ evaluation (comparison with past performance Internal analysis/ evaluation (comparison with past performance in terms of trend and variation, and with the internally-in terms of trend and variation, and with th

3、e internally-established targets, expectation, and anticipation)established targets, expectation, and anticipation)External analysis/ evaluation (comparison with standards, External analysis/ evaluation (comparison with standards, benchmarks, industrial averages with respect to the industries/ bench

4、marks, industrial averages with respect to the industries/ clusters, benchmarking partners, and competitors)clusters, benchmarking partners, and competitors)Linking with ImprovementDesirable impacts should be anticipated prior to improvement Desirable impacts should be anticipated prior to improveme

5、nt interventions. For example, to improve productivity, one may expect interventions. For example, to improve productivity, one may expect at least one of the following five desirable impacts.at least one of the following five desirable impacts.OutputOutputInputInputOutputOutputInputInputOutputOutpu

6、tInputInputOutputOutputInputInputOutputOutputInputInputMore on MeasurementDepartment of Energy, USA on “Performance FrameworkDepartment of Energy, USA on “Performance FrameworkSink and Tuttles Seven Sink and Tuttles Seven Performance CriteriaPerformance CriteriaProfitability/ Profitability/ budgetab

7、ilitybudgetabilityProductivitProductivity yInnovationInnovationEfficienEfficiencycyQuality of Work Quality of Work LifeLifeEffectiveneEffectivenessssQualityQualityMore on MeasurementMore on MeasurementDefinitions:Definitions: Efficiency: Degree to which the system utilizes the “right Efficiency: Deg

8、ree to which the system utilizes the “right thing. This thing. This definition may be represented by the ratio of “Resources planned for definition may be represented by the ratio of “Resources planned for consumptionconsumption to “Actual consumption of resources. to “Actual consumption of resource

9、s. Effectiveness: Degree to which the system accomplishes the “right Effectiveness: Degree to which the system accomplishes the “right thing. thing. This definition may be represented by the ratio of “Actual outputsThis definition may be represented by the ratio of “Actual outputs to to “Planned out

10、puts.“Planned outputs. Profitability/budgetability: Ability to generate profit/revenue based on Profitability/budgetability: Ability to generate profit/revenue based on resources consumedresources consumed Productivity: Relationships between outputs generated and resources consumed Productivity: Rel

11、ationships between outputs generated and resources consumed for output generationfor output generation Quality (anywhere in the process model): Degree to which the system conforms to Quality (anywhere in the process model): Degree to which the system conforms to requirements, specification, or expec

12、tations.requirements, specification, or expectations. Innovation: Ability to change over time within processes or operations, and Innovation: Ability to change over time within processes or operations, and products/services offered in the ducts/services offered in the market. Quality of Wo

13、rk Life: Reflecting on how people feel toward their workplace. Quality of Work Life: Reflecting on how people feel toward their workplace. Feeling in driven by factors such as pay, safety, culture, relationships with Feeling in driven by factors such as pay, safety, culture, relationships with co-wo

14、rkers and supervisors, flexibility, autonomy, etcco-workers and supervisors, flexibility, autonomy, etc If the organization is Effective and Efficient. Each critical point within the organization is well managed and has well-designed processes in place. Quality The organization will likely be Produc

15、tive. To maintain the desirable level of productivity, the organization has to pay attention to its human resources. Quality of work life To survive the anticipated level of competition, and to become proactive in responding to customer needs, the organization must be become Innovative. The organiza

16、tion will be very Profitable or Budgetable. Sink Performance Criteria InterrelationshipsVirginia Quality and Productivity Center at Virginia TechVirginia Quality and Productivity Center at Virginia TechMore on Sinks Unit of Analysis LevelValue-addedProcessesInputsOutputsUpstreamSystemsDownstreamSyst

17、emsQuality Quality checkpoint checkpoint 1 1Quality Quality checkpoint checkpoint 2 2Quality Quality checkpoint checkpoint 3 3Quality Quality checkpoint checkpoint 4 4TQM = Management of Quality at 5 CheckpointsQuality Quality checkpoint checkpoint 5 5More on Sinks Organizational SystemValue-addedPr

18、ocessesInputsOutputsUpstreamSystemsDownstreamSystemsProductivityEffectivenessEfficiencyInnovationand Qualityof Work LifeQualityProfitabilityMore on MeasurementMore on MeasurementUniversity of California University of California FrameworkFrameworkSafetySafetyProductivityProductivityTimelinessTimeline

19、ssQualityQualityEffectivenessEffectivenessEfficienEfficiencycyDefinitions: Definitions: Effectiveness: A process characteristic indicating the degree to which the process Effectiveness: A process characteristic indicating the degree to which the process output (work product) conforms to requirements

20、 (Are we doing the right things?)output (work product) conforms to requirements (Are we doing the right things?)Efficiency: A process characteristic indicating the degree to which the process Efficiency: A process characteristic indicating the degree to which the process produces the required output

21、 at minimum resource cost. (Are we doing the things produces the required output at minimum resource cost. (Are we doing the things right?)right?)Quality: Degree to which a product or service meets customer requirements and Quality: Degree to which a product or service meets customer requirements an

22、d expectations.expectations.Timeliness: Degree to which a unit of work was done correctly and on time. 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 Criteria must be established to define what

23、 constitutes timeliness for a given unit of work. The criterion is usually based on customer requirements.unit of work. The criterion is usually based on customer requirements.Productivity: Reflecting the value added by the process divided by the value of Productivity: Reflecting the value added by

24、the process divided by the value of the labor and capital consumed.the labor and capital consumed.Safety: Degree to which the overall health of the organization and the working Safety: Degree to which the overall health of the organization and the working environment of its employees. environment of

25、 its employees. More on MeasurementMore on MeasurementFamily of Measures FrameworkFamily of Measures FrameworkProfitabilitProfitability yProductivitProductivity yExternal External QualityQualityInternal Internal QualityQualityOther Other QualityQualityDefinitions:Definitions: Profitability: Relation

26、ships between Outputs Generated and Resources Consumed Profitability: Relationships between Outputs Generated and Resources Consumed for output generationfor output generation Productivity: The value added by the process divided by the value of the labor Productivity: The value added by the process

27、divided by the value of the labor and capital consumed.and capital consumed. External Quality: Measures whether a unit of work was done correctly and on External Quality: Measures whether a unit of work was done correctly and on time also meets customer requirements and expectations.time also meets

28、customer requirements and expectations. Internal Quality: A process characteristic indicating the degree to which the Internal Quality: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost. (Are we doing the process produces the re

29、quired output at minimum resource cost. (Are we doing the things right?)things right?) Other Quality: Measures the overall health of the organization and the working Other Quality: Measures the overall health of the organization and the working environment if its employees. Ability to change over ti

30、me within processes or environment if its employees. Ability to change over time within processes or operations, and products/ services offered in the marketoperations, and products/ services offered in the marketTransformation Decisions Actions Information Perception Data Information Measurement Po

31、rtrayal Who manages? What is managed? What is used to manage? Kurstedth, 1990 (Management Systems Laboratory at Virginia Tech)TransformationSink and Tuttle, 1989Sink and Tuttle, 1989I/O AnalysisI/O AnalysisVision/StrategyVision/StrategyReport DesignReport DesignData Collection DesignData Collection

32、DesignData Analysis TechniquesData Analysis TechniquesNormal Direction Manager Management Team EmployeesMeasurement And EvaluationSystemsOutput/VisibilityMeasurement And EvaluationTools and Techniques:Data Massaging ProcessOrganizationalSystemImprovementInterventionAnd TechniquesMeasurementTechnique

33、s andSystems: Data Collection ProcessUpstreamSystemsDownstreamSystemsActionMeasurementDataPortrayalOther Audiences:Upper Management,GAO, OMB,Boss, Etc.“ControlLoopPerceptionDecisionTransformationABCAdminister theAdminister theManagementManagementProcessProcessBuild theBuild theBusinessBusiness(impro

34、vement(improvement) )Cater to Cater to crisescrisesCurrent Current Situation Situation Suggests a Suggests a Lack of Lack of Continuous Continuous Improvement Improvement in Operation in Operation and Work and Work ProcessesProcessesSource: Hoehn Source: Hoehn (2002)(2002)TransformationABCAdminister

35、 theAdminister theManagementManagementProcessProcess(visibility &(visibility & Control) Control)Build theBuild theBusinessBusiness(improvement)(improvement)Cater to crisesCater to crisesBalance in Balance in Time Time Management Management Requires Requires Performance Performance Measurement Measur

36、ement and Its and Its Integration Integration with with Management Management Systems and Systems and ProcessesProcessesSource: Hoehn Source: Hoehn (2002)(2002)Transformation: Common Misuse of Performance Measurement?Measuring A while hoping for B. We measure the Measuring A while hoping for B. We m

37、easure the easy things, the most pressing things, the wrong easy things, the most pressing things, the wrong things; we hope for quality while measuring and things; we hope for quality while measuring and controlling only production schedules.controlling only production schedules.Measuring to contro

38、l in such a way as to make Measuring to control in such a way as to make improvement more difficult. We focus on control of improvement more difficult. We focus on control of excess, creating a compliance mentality rather than excess, creating a compliance mentality rather than an improvement orient

39、ation.an improvement orientation.Measuring to find those who have performed poorly Measuring to find those who have performed poorly in order to punish them while ignoring the good in order to punish them while ignoring the good performers.performers.Source: Sink and Tuttle, 1989Source: Sink and Tut

40、tle, 1989Transformation: Common Misuse of Performance Measurement?Behavior is influenced by measuresBehavior is influenced by measures“You get what you measure because that is what you “You get what you measure because that is what you reveal as what you think is important.reveal as what you think i

41、s important. (Sink and (Sink and Tuttle, 1989)Tuttle, 1989)But, are we measuring the right things?But, are we measuring the right things?How do we know the measure accurately reflects How do we know the measure accurately reflects system performance?system performance?How do we know that the measure

42、 is under the control How do we know that the measure is under the control of those its attributed to?of those its attributed to?Are we measuring to control or to improve, or both?Are we measuring to control or to improve, or both?2-1績效管理工具與技術(shù)的演化 評價內(nèi)容范圍在橫向不斷拓展表現(xiàn)性評價目的管理標桿管理關(guān)鍵績效目的平衡計分卡關(guān)注運營功能在縱向不斷提升表現(xiàn)性

43、評價目的管理標桿管理關(guān)鍵績效目的平衡計分卡表：績效管理工具的比較稱號稱號表現(xiàn)性評價表現(xiàn)性評價目的管理目的管理關(guān)鍵績效目的關(guān)鍵績效目的平衡計分卡平衡計分卡產(chǎn)生時代50年代以前5070年代80年代90年代以后性質(zhì)簡一方式管理思想任務(wù)與人的結(jié)合分解目的的工具/方法實際體系關(guān)注考核管理、考核關(guān)注過程考核、管理關(guān)注結(jié)果管理、考核關(guān)注過程和結(jié)果特點個人總體/相對個人參與組織、群體、個人根據(jù)戰(zhàn)略自上而下層層分解目的之間根本上獨立彼此之間沒有聯(lián)絡(luò)無領(lǐng)先目的和滯后目的之分客觀目的組織、群體、個人根據(jù)愿景戰(zhàn)略目的分層分別制定四個層面目的之間有關(guān)聯(lián)性經(jīng)過目的銜接目的有領(lǐng)先和滯后之分客觀判別目的表現(xiàn)任務(wù)的數(shù)量任務(wù)的質(zhì)

44、量任務(wù)的態(tài)度我想做我要做戰(zhàn)略關(guān)鍵勝利領(lǐng)域關(guān)鍵績效目的目的目的目的值行動方案第三節(jié)績效評價方法的選擇績效評價方法的分類績效評價方法絕對評價- 相對評價-比較法人與人相比較描畫法 量表法人與客觀規(guī)范相比較目的管理法人與目的相比較圖圖5-7 5-7 績效評價方法的分類績效評價方法的分類一、相對評價比較法常見的比較法主要有以下四種：排序法配對比較法人物比較法強迫分配法1.排序法1直接排序法2交替排序法順序順序等級等級員工姓名員工姓名1最好王2較好錢3普通趙4較差張5最差李順序順序等級等級員工姓名員工姓名1最好王2較好錢3普通趙3差張2較差李1最差胡2.配對比較法A AB B 趙趙錢錢孫孫李李王王趙0+

45、錢0孫+0+李+0+王+0評價結(jié)果：錢的評價等級最高表5-6 評價要素_3.人物比較法這種方法的評價規(guī)范與前兩種比較法不同：前面兩種比較法都是人與人相互比較，而這種比較法那么是一切的人與某一個特定的人即所謂的“規(guī)范人物進展比較，在一定程度上可以使評價的根據(jù)更客觀。被評價員工姓名被評價員工姓名A A非常優(yōu)秀非常優(yōu)秀B B比較優(yōu)秀比較優(yōu)秀CC一樣一樣D D比較差比較差E E非常差非常差趙錢李王表5-7評價工程：業(yè)務(wù)知識 規(guī)范人物：孫4.強迫分配法強迫分配法就是按事先確定的比例，將評價對象分別分配在各個績效等級上，有時我們還將強迫分配法稱為硬性分布法。部門績效評部門績效評價分數(shù)價分數(shù)部門內(nèi)員工績效評

46、價分數(shù)部門內(nèi)員工績效評價分數(shù)543215515%40%不限不限不限410%35%不限不限不限35%30%65%不限不限20%20560%不限不限10%10%45%20%不限二、量表法量表法就是將一定的分數(shù)或比重分配到各個績效評價目的上，使每項評價目的都有一個權(quán)重，然后由評價者根據(jù)評價對象在各個評價目的上的表現(xiàn)情況，對照標度的規(guī)范對評價對象作出判別并打分，最后匯總計算出總分，得到最終的績效評價結(jié)果。是一種絕對評價法，假設(shè)對評價目的的解釋不一致，會出現(xiàn)客觀誤差?？冃гu價目的有四個構(gòu)成要素：目的的稱號、定義、標志和標度。2.等級擇一法評價目的評價目的評價尺度評價尺度優(yōu)秀良好稱心尚可不稱心專業(yè)知識54

47、321溝通才干54321判別才干54321管理技藝54321任務(wù)質(zhì)量54321團隊協(xié)作才干54321人際關(guān)系才干54321自動性54321發(fā)明性54321處理問題才干543213.行為錨定量表法評價目的：關(guān)懷學生評價目的：關(guān)懷學生目的定義：積極結(jié)識住宿學生，發(fā)現(xiàn)他們的需求，真誠地對待他們的需求并做出反響1最好當學生面有難色時，上前訊問能否有問題需求一同商量2較好為住宿學生提供一些關(guān)于所修課程的學習方法上的建議3普通看到住宿學生時上前打招呼4較差友好地對待住宿學生，與他們討論困難，但隨后不能跟蹤處理困難5最差批判住宿學生不能處理本人遇到的困難評價結(jié)果：評價目的：關(guān)懷學生評價等級表513 行為錨定

48、量表法：對宿舍教師的評價員工姓名： 任務(wù)部門： 評價者： 評價日期：4.混合規(guī)范量表法例二一被評價的三個維度被評價的三個維度績效等級闡明績效等級闡明自動性；智力；與他人的關(guān)系高；中；低闡明：請在每一項陳說后面標明雇員的績效是高于陳說程度的填“+、相當于陳說程度的填“0，還是低于陳說程度填“-的。自動性高1.該雇員確實是一個任務(wù)自動的人，一向積極自動地做事，因此從來不需求上級來督促。+智力中2.雖然這位雇員能夠不是一個天才，但是他確實比我認識的許多人更聰明。+與他人的關(guān)系低3.這位雇員有與他人發(fā)生不用要沖突的傾向。0自動性中4.雖然通常來說該雇員的任務(wù)還是積極自動的，但是有時候也需求由上級來督促

49、其完成任務(wù)。+智力低5.雖然這位雇員在了解問題的速度方面比某些人要慢一些，在學習新東西方面也比他人要花更長的時間，但是他還是具有普通的智力程度。+與他人的關(guān)系高6.這位雇員與每一個人的關(guān)系都不錯，即使在與他人意見相左的時候，他也可以與其他人友好相處。-自動性低7.這位雇員有點坐等指揮的傾向。+智力高8這位雇員非常聰明，他學東西的速度非?？?。0智力高8 .這位雇員非常聰明，他學東西的速度非?？?與他人的關(guān)系中9.這位雇員與大多數(shù)人相處得都比較好。只是在少數(shù)情況下偶爾會與他人在任務(wù)上產(chǎn)生沖突，這些沖突很能夠是要遭到監(jiān)視的。-賦分規(guī)范：賦分規(guī)范：陳說得分高中低+70+6+5+0+4+3021根據(jù)上述評價等級確定分數(shù)的過程舉例根據(jù)上述評價等級確定分數(shù)的過程舉例自動性+7智力0+6與他人的關(guān)系024.混合規(guī)范量表法例二二7.行為察看量表法例一評價工程：任務(wù)的可靠性1有效地管理任務(wù)時間。幾乎沒有 1 2 3 4 5 幾乎總是2可以及時地符合工程的截止期限要求。幾乎沒有 1 2 3 4 5 幾乎總是3必要時協(xié)助其他員工任務(wù)，以符合工程的期限要求。幾乎沒有 1 2 3 4 5 幾乎總是4必要時情