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
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1、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-
2、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
3、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
4、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 ac
5、curate 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 r
6、equire 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 a
7、nd 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
8、)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 he
9、reRole 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
10、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 eff
11、ectiveness 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
12、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 Signatur
13、e 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
14、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
15、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 i
16、nformation;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 ectivesCas
17、e 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 exc
18、ellence 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 c
19、o 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 untabi
20、lity 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 Na
21、me_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 an
22、d 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
23、 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/p
24、o 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
25、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 accordanc
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- 台湾 科技大学 企管 人力资源 管理 课程 绩效 评估 繁体
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