對績效管理系統(tǒng)的分析研究

對績效管理系統(tǒng)的分析研究英國啟航論文績效管理對于一個企業(yè)來說，是一種很有效率的管理方式，不僅可以提高企業(yè)整體效率，還可以增強員工凝聚力，讓他們更好地完成企業(yè)的使命和目標(biāo)。對于企業(yè)來說，績效管理系統(tǒng)是運用計劃而非碰巧來保證企業(yè)績效的一種管理手段，也稱PMS。從附錄1中可以看到，績效管理系統(tǒng)所涉及到的區(qū)域，其中有四個功能模塊與績效管理系統(tǒng)是密不可分的：戰(zhàn)略選擇、戰(zhàn)略分析、關(guān)鍵績效指標(biāo)管理、企業(yè)預(yù)算計劃與編制、統(tǒng)一的財政報表(伊薩耶夫，2011)?？冃Ч芾硐到y(tǒng)的優(yōu)勢在于，所有員工為了企業(yè)的目標(biāo)和宗旨所作出了自己的貢獻，并且感受到自己在企業(yè)中的重要作用。如果每個員工都愿意主動承擔(dān)自己的義務(wù)，企業(yè)的整體效率也會隨之提升(MSG2012)。企業(yè)績效與員工績效管理相結(jié)合的管理方式已經(jīng)成為現(xiàn)今績效管理系統(tǒng)發(fā)展的新趨勢。越來越多的公司都會注重“戰(zhàn)略人力資源”，利用企業(yè)的使命和目標(biāo)來增強員工的積極性，提高企業(yè)貿(mào)易成功的效率(易珊拉，2012)。績效管理系統(tǒng)所定義的范圍是用來鑒定員工的工作表現(xiàn)和工作狀態(tài)的。PerformanceManagementSystem,alsoknownasPMS,iswherecompaniesimplementtoensuretheperformancesofthecompanyhappensbyplansanddesignsandnotbychanceorluck.Itsasystematicprocessforcompanytoinvolveemployeestosupportandimprovethecompany’seffectivenessbyfocusingandeducatingthemtoachievethecompany’smissionandgoals.Appendix1showstheradialdiagramofPMS.TherearefourfunctionalblocksthatareassociatedasthePMSconcept;therearestrategicchoiceandstrategicanalysis,managementbykeyperformanceindicators,corporatebudgetingandplanning,andfinallyconsolidatedfinancialreporting(Isaev,2011).ThecurrenttrendinPMSisthelinkbetweentheorganizationalperformanceandemployeeperformancemanagement.Lotsofcompaniesarefocusingon‘strategicHR’,toalignhumanresourcesinitiativeswiththemissionandgoalsofthecompanytoimprovebusinesssuccess(Insala,2012).ThebenefitofPMSisemployeesofthecompanyabletounderstandtheimportanceoftheircontributionstothecompany’sobjectivesandgoals.Iftheemployeesareabletocommit,thecompany’sperformancewillalsoimprove,andwithgoodsystemandcommunicationgoingon,employeesmayalsobeloyalandmoreproductivitywillbeimproved(MSG,2012).ThescopeofPMSistoidentifytheperformanceandstatesallofitclearly.Besidesthat,itisimportanttosetperformancestandard,toidentifycompetenciesandcompetencygapsthathindertoperformance,andtopromoteandrecognizeperformanceculture(Mohan,2009).MainBodyDellDellIncisoneofthemostfamouscomputertechnologycompaniesintheworld.TheyarelocatedinTexas,UnitedStates.ThecompanywasfoundedbyMichaelDell.Currently,therearemorethan100,000peopleemployedinDellworldwide.Dellisranked44inthefortune500.TheyarethethirdbiggestcomputervendorintheworldbehindHPandLenovo(Dell,2012).TheperformancemanagementsystemofDellisthecompanyreliesontheiropportunityandteamworkfromtheiremployees.Everyemployee’sindividualgoalsarelinkedtoorganizationalperformance(Asim,2011).Dellcontinuouslyinvestsinsystemsandprocesstoselecttherighttalentintherightroles.Theyhadtheirowntalentplanningwhichwascreatedbythecompany’sExecutiveLeadershipTeam.Duringtheprocesses,thereareseveraltypesofplanswheretheExecutiveLeadershipTeammaylookto;therearedevelopingtalentimperatives,forecasttalentneeds,assessandcalibratetalent,identifythedevelopmentactionsforbesttalents,andprogressionreporttoreview.ThissystemwasmadetodevelopandcreatethenextleaderofDellfromyearstoyears(Dell,2012).Everyyearthemanagersprovide360-degreefeedback.Theiremployeeswillreceivetraining,feedback,andon-the-jobdevelopment.Thereforethemanagersandemployeesmutuallyhadcreatedtheemployeedevelopmentplan.WithgoodandeffectivePMSfromDell,itallowedthecompanytohavehugemarketshareaswellasgainemployee’sloyalty,whichiscrucialintoday’sworld(Asim,2011).AdidasAdidaswasfoundedin1948byAdolfDassler.TheyareaGermanmultinationalcompanythatmanufactureanddesigntheirownsportsaccessoriesandclothingbasedinHerzogenaurach,Germany.Rightnow,AdidasiscurrentlythelargestmanufacturerforsportswearinEuropeandsecondbiggestintheworld(Adidas,2012).Adidasofferedvarietyoftrainingsandopportunitiesofdevelopment.ThedevelopmentactivitiesaresetbyAdidasalongwithaframework(appendix2).Itistoensureconsistentperformanceandmanagementbythecompany.Otherthanthat,AdidasapplyPerformanceEvaluationandPlanning(PEP)astheirperformancemanagement.Everyemployee’sperformanceisbasebytheirbusinesstargetsandjobtasksandtheywillreceivefeedbackatleastonceinayear(AdidasGroup,2012).Adidasalsodesigntheirowntalentmanagementtoidentifyemployeesthenextleaderofthecompany.Theyidentifytheirmostpotentialemployeesbypreparingthemtoparticipateincertaindevelopmentprograms(appendix3).Moreover,AdidasalsohaveaSuccessionmanagementinthecompany.Thisapproachismadetoensurebusinesscontinuity.Thepositionsandsuccessorswillbediscussedbyseniormanagement.Tomotivatetheiremployees,Adidashastheirownperformance-drivenremunerationsystem.Thisistorewardtheiremployeeswithremunerationsandbenefitstotheemployeesthatachievehisorhertarget(AdidasGroup,2012).SimilaritiesBothAdidasandDellfocusalotondevelopingtheiremployees.Today,manycompanieswillhiresomeonewithwideexperiencetobeatopmanager.However,AdidasandDellprefertheirownemployeestobetrainedanddevelopedtobethecompany’spotentialtopmanager.Theywanttheirownemployeestoimprovetheirskillsandknowledge,andtoretainthemtoensureconsistentperformanceforpresentandfuture.Inbothcompanies,toensuretheiremployeesimprove,theyalwaysgivefeedbackaswell.Dellused360-degreefeedbackwhileAdidasapplyPEPastheirevaluationforemployeestoimprovethemselvesandachievetheirbusinesstarget.Otherthanthat,bothcompaniesalsohavetalentmanagementtosearchfortheirfutureandpotentialleaderforthecompany.DifferencesWhileDellfocusesmoreonteamworkandorganizationalgoals,Adidasfocusmoreonindividual’sperformancetoachievetheirbusinesstarget.Adidashadtheirsystemcalledperformance-drivenremunerationsystem,whereasbenefitsfocusmoreonperformance,whichmeansgoodperformancefromtheemployeewillreceivemorerewards.AsforDell,theylookmoreonemployeeskillandcareerdevelopmentasmotivationfortheiremployees.Besidesthat,Adidas’sPMSisusedasatacticforemployeestoworkasperstandardofthecompanytoimproveperformancewhereasDell’smanagersandemployeesmutuallycreateemployeedevelopmentplan.Lastly,AdidasalsohastheirownsuccessionmanagementtochoosethemostpotentialemployeebutDellmainlyonlyfocusontalentmanagementand360-degreefeedback.RationaleforSimilarities&DifferencesAlthoughbothDellandAdidasarefromdifferentindustry,buttheirtargetisthesame,whichistobethetopmarketshareintheirrespectiveindustry.Bothcompaniesareconsiderasfamousbrandsintheworld,thereforetocontinueasoneoftheleaderinthemarket,theybelievethattrainingandretainingtheirbestworkercangivepositiveinfluencetothefutureofthecompany.Bothwouldwanttoovercometheircompetitors,likeAdidaswouldwanttoovercomeNikeandDelltoovercomeHP.TobeGlobalizationCompany,AdidasandDellarealwaysalertontheirmissionandgoals.Dellused360-degreefeedbackwhileAdidasapplyPEPastheirevaluationforemployeestoimprovethemselvesandachievetheirbusinesstarget.Feedbackandevaluationispartontheirtactictokeepontrackastheleadersoftheirindustry.ThedifferencesofAdidasandDellarepracticallybecausetheyhavedifferentamountofworkforcesizeandorganizationmission.Dellhasroughlymorethan110,000employeesintheircompany;thereforethiscouldbethereasonwhytheyfocusmoreonteamworkbecausetheyhavetoomanyemployeesandeveryemployee’sindividualgoalsarelinkedtoorganizationalperformance.UnlikeAdidaswhichonlyhasaround46,000workers,theyaremoreflexibletohaveteamgoalsaswellasindividualgoals.Otherthanthat,manyofAdidasproductsischeaperthanDell’sproducts,sotherewillbemoreindividualtargetinAdidascomparetoDell.WeaknessofPerformanceManagementSystemInternalCompetitionWhenacompanyhasagoodperformancemanagementsystem,everyemployeemaybecomecompetitorsandcompeteforpositionandstatus.Thereisaveryhighchanceofbackstabbingaswellasstrongemployeerivalrywhichcanleadtoconflict.Ifthereisconflict,thenitmaybringbadinfluencetotheteamordepartmentandmayendupwithbadperformance(Brainware,n.d).DiscouragementIftheprocessofPMSisnotpleasant,itmayleadtodiscouragementtoemployees.Intheprocess,thecompanyshouldalwaysgiveencouragementandcelebrationonwhattheemployeeachieve.Iftheemployeehadachievesomethingandnorecognitionwastakenbythecompany,thiscanleadtodiscouragementandde-motivation(Lotich,2012).LackofRewardsRewardisthemainmotivationtoemployees.Ifthereisatotallackofrewarding,theemployee’sperformancewillnotbeeffective.Theywillnotbemotivatedbecausetheydon’twanttoworkhardforsomethingnotworthtothem(Brainware,2012).Manager’sDilemmaWhenmostthetimearespentonsupervisingandevaluatingtheemployees,themanagersmaynotbeabletoperformonhisjobefficiently.Itwillbetoughforthemtodecideperformanceandvalueindicatorsformeasurement.Besidesthatit’sveryhardtohavesameindicatorsbecausedifferentjobhastheirownjobrequirements(Brainware,2012).PotentialFutureProblemsLackofLeadershipSupportMoreandmoreleaderscaremoreabouttheirpositionandignoretheiremployee’sdevelopments.TheimplementationofPMShastobesupportedbytopmanagementorleaders.Iftheleadersfailtoencouragetheiremployees,notonlytheiremployeeswillhaveweakperformancebutthecompany’sperformanceaswellmayfaceweakresults(eHow,2012).Managersnotwell-trainedNowadaysmanymanagersarehiredbaseonexperience.Howevernotallmanagerscomefromthesamebackground.Forexample,managerwithexperiencefrommobileindustryisnowworkingatafoodindustry.Ifmanagersarenottrainedonhowtoassessinthecompany,itwillbehardforthemtoenhancethecareerpathfortheiremployees.LackofMonitoringAPMSimplementationmustalwaysbemonitored.Issuesthataredetectedshouldcorrectitbeforeitistoolate.Companyshoulddevelopthemonitoringsystemtosystematicallycollectinfo,analyzethesituationaswellasinterpretit,thenfinallytodecisionmaking(Brainware,n.d).ConclusionInconclusion,itcanbeconcludedthataPMSisagreatsystemandstrategyforcompaniesingettingtheiremployeestoperformbettertoachievetargetgoals.Iftherearemoreandmoreemployeesthatweretaughtwellbytheiremployers,thiscaninfluencetheorganizationtogreaterperformanceandapotentialtosucceedinthecurrentandfuturemarket.DellandAdidasareknowntodayasoneoftheworld’sbestbrandintheirrespectiveindustry.Theperformancemanagemen