江財(cái)績(jī)效雙語(yǔ)重點(diǎn)

1、績(jī)效管理復(fù)習(xí)重點(diǎn)（全卷中文答題不超過(guò)20分）一、True or false statements (10題， 15 points )二、Multiple choices ( 10題，20 points )三、Key concepts interpretation ( 5題，20 points )Performance measurement：（指采用科學(xué)的考評(píng)方法，對(duì)已實(shí)施行為的效率或效力進(jìn)行量化，對(duì)其成績(jī)效果進(jìn)行科學(xué)的測(cè)評(píng)的過(guò)程）Personal development plans ：a structured and supported process undertaken by an in

2、dividual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development. 另：績(jī)效管理目的的含義、薪酬主要形式的含義、強(qiáng)制分布法與圖等級(jí)分布法的含義四、Essay questions ( 3題，20 points )五、Case study ( 25 points ) 1、Differences between performance management and performan

3、ce appraisal （績(jī)效管理與績(jī)效考核的區(qū)別） 績(jī)效考核是績(jī)效管理過(guò)程的一部分。 performance appraisal does not usually include strategic business considerations. performance appraisal systems usually do not include extensive and ongoing feedback that an employee can use to improve his or her performance in the future. performance app

4、raisal is typically a once-a-year event whereas performance management is a year-round way of managing business 2、Correlation（關(guān)聯(lián)）between performance and compensationExpectation Theory effortsperformance：個(gè)人相信通過(guò)一定努力會(huì)帶來(lái)一定績(jī)效的可能性。 performancemotivation：個(gè)人相信一定水平的績(jī)效會(huì)帶來(lái)所希望的報(bào)酬。 motivationgoal：報(bào)酬滿足個(gè)人目標(biāo)或需要的程度，

5、以及這些潛在的報(bào)酬對(duì)個(gè)人的吸引力。Equity Theory frames of reference：others, institution and self 他人包括統(tǒng)一組織從事相似工作的其他個(gè)體, 還包括朋友、鄰居及同行。 “制度” 是指組織中的薪金政策與程序以及這種制度的運(yùn)作。 “自我”是指員工自己在工作中付出與所得的比率。它反映了員工個(gè)人的過(guò)去經(jīng)歷及交往活動(dòng), 受到員工過(guò)去的工作標(biāo)準(zhǔn)及家庭負(fù)擔(dān)程度的影響。3、Reward System （報(bào)酬的主要形式） P9A reward system is the set of mechanisms for distributing both t

6、angible and intangible returns as part of an employment relationship. 用來(lái)分配各種有形報(bào)酬和無(wú)形報(bào)酬的一套機(jī)制，是雇傭關(guān)系的一個(gè)組成部分。 Tangible returns Cash compensation Base pay基本薪資 cost-of-living and merit pay生活成本調(diào)薪和績(jī)效加薪 Short-term incentives短期獎(jiǎng)勵(lì) Long-term incentives長(zhǎng)期獎(jiǎng)勵(lì) benefits Income of protection收入保障 Work/life focus工作和生活的平

7、衡 Tuition reimbursement and allowances 學(xué)費(fèi)報(bào)銷(xiāo)及各種補(bǔ)貼 Intangible / relational returnso Recognition 領(lǐng)導(dǎo)的賞識(shí)和認(rèn)可 o Status 在組織中的地位o Employment security 就業(yè)保障 o Challenging work 富有挑戰(zhàn)性的工作 o Learning opportunities 學(xué)習(xí)機(jī)會(huì) 4、Contributions of performance management to organization P45、Purposes of a Performance manageme

8、nt system P136、The process of Performance management (績(jī)效管理的過(guò)程)直接主管、員工、人力部在計(jì)劃、反饋、評(píng)價(jià)過(guò)程中各自的角色承擔(dān)Stage 1: Pre-requisitesv (1) knowledge of the organizations mission and strategic goals v (2) knowledge of the job in question Stage 2: Performance PlanningThis performance planning discussion includes a cons

9、ideration of (1) resultsv key accountabilities broad areas of a job for which the employee is responsible for producing results v Specific objectivesstatements of important and measurable outcomes v Performance standardsa yardstick used to evaluate how well employees have achieved each objective (2)

10、 behaviorsv for some jobs it may be difficult to establish precise objectives and standards. v For other jobs, employees may have control over how they do their jobs but not over the results of their behaviors. (3) development planv identifying areas that need improvement 、setting goals to be achiev

11、ed in each areaStage 3: Performance execution（1）employees responsibilities§ Commitment to goal achievement§ Ongoing performance feedback and coaching§ Communication with supervisor§ Collecting and sharing performance data§ Preparing for performance reviews（2） supervisors res

12、ponsibilitiesv Observation and documentation、Updates、Feedback、Resources、reinforcement（3） Communication：為員工提供心理支持 、提供工作指導(dǎo) 、提供工作反饋 Measurement team 人力資源部門(mén) 執(zhí)行績(jī)效評(píng)價(jià)的日常工作、收集分析績(jī)效的有關(guān)數(shù)據(jù)、協(xié)助核心團(tuán)隊(duì)工作HR manager：面向人、面向生產(chǎn)流程、面向日常操作、面向未來(lái)及戰(zhàn)略Stage 4: Performance assessmentStage 5: Performance reviewAppraisal meeting: me

13、eting between the employee and the manager to review their assessments Providing feedback in an effective manner is extremely important because it leads not only to performance improvement but also to employee satisfaction with the system.Avoiding giving negative feedback is very dangerous because i

14、t conveys the message that mediocrity is acceptable and damages the morale of the top performers.v A review of the past：Behaviors and resultsv A discussion of the present：what compensation is received or denied as a resultv A discussion of the future：New goal and development plans six recommendation

15、s for conducting effective performance reviewsv 1. Identify what the employee has done well and poorly by citing specific positive and negative behaviors.v 2. Solicit feedback from your employee about these behaviors. Listen for reactions and explanations.v 3. Discuss the implications of changing, o

16、r not changing, the behaviors. Positive feedback is best, but an employee must be made aware of what will happen if any poor performance continues.v 4. Explain to the employee how skills used in past achievements can help him overcome any current performance problems.v 5. Agree on an action plan. En

17、courage the employee to invest in improving his performance by asking questions such as “what ideas do you have for?” and “what suggestions do you have for ?”v 6. Set up a meeting to follow up and agree on the behaviors, actions, and attitudes to be evaluated.Stage 6: Performance Renewal and Recontr

18、actingv It is identical to the performance planning componentv It is different from stage 1 in: using the insights and information gained from the other phases、Beginning a new cycle7、績(jī)效的決定因素 P76Performance = Declarative Knowledge X Procedure Knowledge X MotivationTypes of performance standardv Quant

19、ity standard 數(shù)量標(biāo)準(zhǔn)、Ratio standard 比率標(biāo)準(zhǔn)、Increase or decrease rate standard增減率標(biāo)準(zhǔn)、Behavior standard行為標(biāo)準(zhǔn)8、績(jī)效計(jì)劃書(shū)的主要內(nèi)容v job description；v KSAs；v performance objectives；v managers action plan；v development plan；v other evaluations；v signature9、績(jī)效評(píng)價(jià)表格 P114 10、Performance dimensions (績(jī)效評(píng)價(jià)的兩個(gè)維度) P79 11、Approac

20、hes to measuring Performance (績(jī)效測(cè)量的方法) P82Measuring Behaviors:（1） Identify competenciesv Measurable clusters of KSAs （Knowledge、Skills、Abilities）v That are critical in determining how results will be achievedv Differentiating(區(qū)別性勝任能力) :Distinguish between superior and average performance (區(qū)分優(yōu)秀績(jī)效和一般績(jī)

21、效)v Threshold(臨界性勝任能力):Needed to perform to minimum standard(達(dá)到最低績(jī)效標(biāo)準(zhǔn)的必備條件) （2） Identify indicatorsv Observable behaviorsv Used to measure extent to which competencies are present or not（3）Choose measurement system12、Measurement System（1）Comparative Systems（相對(duì)評(píng)價(jià)體系）v 簡(jiǎn)單排序法 Simple rank orderv 交替排序法 Al

22、ternation rank orderv 配對(duì)比較法 Paired comparisonsv 強(qiáng)制分布法 Forced distribution （含義、適用情況）考核結(jié)果并不完全依據(jù)績(jī)效考核得分，而是按事物“兩頭小、中間大”的正態(tài)分布規(guī)律，先確定好各等級(jí)在總數(shù)中所占的比例，然后按照每人績(jī)效的相對(duì)優(yōu)劣程度，強(qiáng)制列入其中的一定等級(jí)，然后再根據(jù)員工所在的不同等級(jí)進(jìn)行賞罰。Advantages of Comparative Systemsv Easy to explainv Straightforwardv Better control for biases and errors found in

23、 absolute systems§ Leniency、Severity、Central tendencyDisadvantages of Comparative Systemsv Rankings may not be specific enough for§ Useful feedback、Protection from legal challengev No information on relative distance between employeesv Specific issues with forced distribution method（2）Abso

24、lute Systems（絕對(duì)評(píng)價(jià)體系）圖等級(jí)評(píng)價(jià)法，即行為錨定等級(jí)評(píng)價(jià)法（Behaviorally Anchored Rating Scales, BARS)（含義、適用情況）v 每一種行為評(píng)價(jià)等級(jí)都有明確的定義、外部人員能清楚理解評(píng)價(jià)尺度、上級(jí)和員工對(duì)尺度的理解一致 v 把關(guān)鍵事件作為錨定標(biāo)桿 v 多組員工參與 找出重要的工作要素、描述各個(gè)層次績(jī)效的關(guān)鍵事件、檢查評(píng)分者信度建立行為錨定式的評(píng)定量表的步驟v 一組員工找出一種工作中比較重要的所有維度v 另外一組員工找出一些關(guān)鍵事件，用這些關(guān)鍵事件來(lái)描述員工在每個(gè)維度上的實(shí)施技能屬于低等、中等還是高等。v 第三組員工和管理人員拿到兩份材料，一是

25、每一個(gè)重要的工作維度及其相關(guān)定義，二是隨機(jī)排列的關(guān)鍵事件清單。他們要把所有的關(guān)鍵事件和正確的維度匹配起來(lái)。v 由一組評(píng)判人員根據(jù)判斷賦予每個(gè)關(guān)鍵事件一個(gè)數(shù)值。 13、Personal development plans （PDP）P172a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and car

26、eer development. （1）PDP can be said to comprise the following（內(nèi)容、構(gòu)成）v A mechanism that allows the individual and his or her line manager to identify learning needs, set objectives to meet those needs and pinpoint the resources necessary in order to achieve them. v A process that can identify and mea

27、sure the individuals learning needs against the objectives of the organisation. v An open and transparent approach to development. v A form of self-managed learning. （2）the personal development plans are needed whenv Employees lack some competencies necessary for their current job;v Employees have a

28、ll the competencies necessary for their current job and can be promoted if improving one or more than one competency.v The difference between the job specification and status quo. （3）Content of personal development plans（4）Factors to be consideredv Based on the needs of organization and employeesv C

29、hosen by employees and their direct supervisorsv Employees learning preference v Development goalv Organizations available resources14、 coachingCoaching is a collaborative, ongoing process in which the manager interacts with his or her employees and takes an active role and interest in their perform

30、ance.（1） Coaching styles（2）Coaching processesv Observation and documentation of developmental behavior and outcomesv Giving feedback ：Praise、Negative feedbackv Disciplinary process and termination（3）Director supervisors role in employee development v (1) Explain what would be required for the employ

31、ee to achieve the desired performance levelv (2) Refer the employee to appropriate developmental activities that can assist the employee in achieving her goalsv Select a mentorv (3) Reviews and makes suggestions about the developmental objectivesv (4) Check on employees progress toward achieving the

32、 developmental goalsv (5) Provide reinforcements （4）motivate people and improve their performance by:（應(yīng)對(duì)員工抵觸情緒）v Agreeing what is expected of them.v Discussing how their work has been going.v Identifying their strengths and weaknesses.v Giving them praise and constructive criticism.v Sorting out the

33、ir relationships with those whose cooperation they need to do their jobsv Providing them with the support they need, including development and training.（5）Performance review meetingsv Six formal meetings within performance management systems (between the subordinate and the supervisor): System inaug

34、uration、Self-appraisal、Classical performance review、Merit/salary review、Development plan 、Objective settingSteps of Performance review meetingsv Explain the purpose of the meetingv Self-appraisal v Share ratings and explain rationalev Developmental discussionv Employee summaryv Rewards discussionv F

35、ollow-up meetingv Approval and appeals process discussionv Final recap 15、 Differences between KPIs and KRIsKey result indicators (KRIs) tell you how you have done in a perspective or critical success factor. Key Performance Indicators tell you what to do to increase performance dramatically. 16、 Ke

36、y Performance Indicators （KPI關(guān)鍵績(jī)效指標(biāo)）They focus on the aspects or areas of our organisations performance that are critical or vital for our ongoing and future success. They measure our success in key areas and processes that affect our customers, our employees, our shareholders or other stakeholders.

37、提取KPI的過(guò)程與步驟：v Proceduresv A 12-step process ：Critical success factorv An 8-step process for SMEs v Method: Pareto chart v reporting 17、 Balanced Scorecards（平衡計(jì)分卡）：戰(zhàn)略描述、分解Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and

38、 build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial).The BSC is based on the theory that an organizations measurement system should enable its managers to answer four fundamental questions:v How do we look to our shareholders (the financial perspective)v How do our customers see us? (customer persp