绩效管理英文文章及翻译 第4页
Many practitioners have a "program" orientation. Specific programs are designed and implemented to deal with a fixed set of challenges or to afford control over the way the organization's resources are expended. These programs are administered within an organizational framework and in accordance with administrative policies. Stability and consistency are sought and 本文来自辣*文~论-文^网by considerable research. Unfortunately, the research assumes a deterministic, Newtonian world, thereby suggesting that results can be used to establish causation linkages, which enable the organization to plan rigid, long-term courses of action. Regrettably, research results from a deterministic system cannot be assumed to be applicable to an open system.
Many organizations continue to use direct-pay programs which purport to pay level and pay increases to individual performance, even though they have shifted to production teams which require cooperative, often self-effacing behaviors.
Assume you are on one of those teams, behaving in a cooperative manner to support team goals. At the end of the year, you receive a small pay increase because the budget is limited and your supervisor feels several others performed better as individuals. How will you be motivated to behave during the next performance period? Look out for #1 and upstage others whenever possible? Isn't that the message sent during the performance review? After all, supervisors talk team goals but reward individuals based on how well they feel they have done. (Or perhaps on how well they like them?).
Organizations want to provide high-quality timely service which will produce high levels of customer satisfaction and the economic success which goes with it, all at a reasonable cost. Yet when one looks at the factors which determine an employee's pay one typically finds: size of budget available, individual performance appraisal (based on quantity of work, quality of work and dependability), how many skills the employee has command of and the average direct labor cost for the period. One finds almost everything BUT customer satisfaction, number of new customers, number of existing customers lost, market perception of product/service, and so forth. Promotions are also based on how brightly the individual shines and for what successes that person has been given, or has taken credit.
Performance models论文网
http://www.751com.cnThe key issues are as follows:
How to determine what is needed at each level within an organization to produce organizational performance.
How to measure and reward performance at each level.
How to refocus individuals and units on satisfying customers rather than on pleasing those higher in the organizational hierarchy.
The first step is to identify the appropriate organizational level at which performance can be reliably recognized and measured and to reward it at that level.(2) Once the appropriate level is identified, the criteria to use in measuring and rewarding performance become clear. Exhibit 1, Performance Model, illustrates how an organization can identify each of its performance units (individual, group or unit which has an identifiable output impacting organizational performance). Each employee is a participant in one or more performance units and by identifying them, the organization can clarify for each individual what is 本文来自辣*文~论-文^网performance unit. A research scientist may also be a one-person unit, or may at times be a member of a project team and/or research organization.
The real value in having a defined performance model is that it organizes and clarifies roles and focuses on objectives, rather than emphasizing the formal hierarchical structure as defined in an organizational chart.
Once a performance model has been created by an organization, it can be used as the basis for establishing effective strategies for staffing, development and rewards. When a unit's mission and objectives are clear, the criteria for measuring performance become easier to define. The alternative approaches to staffing and human resource development (select for the job; train for the job; design the job to fit the people) can be evaluated. An appropriate
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