绩效管理赫尔曼·阿吉斯.docx
1-绩效管理读书笔记
《绩效管理》①读书笔记赫尔曼·阿吉斯的《绩效管理》这本书条理清晰，框架明了，内容全面，关于绩效管理的知识基本有所涉及，但我觉得关于绩效管理更多细节没有提到，比如我也比较感兴趣的KPI，平衡记分卡，是不是因为这几大块不是他所提出，所以没有涉及？看完这本书后，将知识以提问的形式进行梳理。
一、什么是绩效管理？它与绩效评价是什么关系？在书中的定义：绩效管理是指识别、衡量以及开发个人和团队，并且使这些与组织战略目标保持一致的一个持续性过程。
根据定义，可以发现绩效管理有两个关键词需要注意，第一个是持续性过程，这说明绩效管理在企业的不是阶段性的，而是循环反复，从前期的前提条件，到绩效计划，到绩效实施，到绩效评价，到绩效反馈，最后到绩效的更新与重新制定，在一个成功的企业中此绩效管理过程是一个永不停止的过程；第二是与战略目标保持一致，企业里面的任何管理都是与企业的战略目标为基础的，绩效管理也不例外，绩效管理体系的建立必须以组织战略目标为基础，以完成组织战略目标为目的。
一个好的绩效管理体系会将组织的战略目标层层分解到员工层面，通过将组织战略目标分解成部门目标，再将部门目标分解成岗位目标，这样就在员工绩效与组织目标之间建立起了一个直接的联系。
由此可见绩效管理不是时间点上的静态过程，而是动态永不停止的过程，同时绩效管理的实施需要将高层意图与员工岗位职责联系起来，绩效管理不只是人力资源部门一个部门的事，百是企业全员人的事。
绩效管理是一个持续的过程，①《绩效管理》赫尔曼·阿吉斯著，刘昕，曹仰锋译﹒中国人民大学出版社，2008。
是持续提升个人、部门和组织绩效，完成战略目标，与绩效评价是不一样的，绩效评价是绩效管理中的一个环节，是绩效管理的一种手段，它的目的是绩效考评的成绩或者结果。
如果一个企业一年对员工绩效只进行一次评价，而不进行后续的反馈和辅导来帮助员工改进绩效，则这个组织中没有绩效管理体系，只有绩效评价体系，一个完整的绩效管理体系，不仅仅是绩效评价，也包括后续的绩效反馈与绩效更新和重新制定，帮助员工取得个人发展，从而实现组织战略目标。
绩效管理理论方法与案例教案
课题：第一章概论第一节绩效课时：2 周次：授课日期：授课地点：授课方式及手段：讲授、讨论教学目标：了解绩效的内涵及其主要影响因素教学重难点：关于个人绩效的不同观点划分、及不同层次、不同领域、不同阶段下的绩效内容影响绩效的四大因素之间的关系教学过程与内容：新课导入——导引案例：英国电信环球服务公司的绩效管理体系1．英国电信环球服务公司的绩效管理体系都包括哪些内容？2．英国电信环球服务公司采取了哪些行动推广绩效管理体系？第一节绩效一、绩效的内涵1．绩效一词来源于英文单词performance，其一般意义是指工作的效果和效率。
2．对绩效概念的探索起源于对员工绩效的界定上。
3．准确理解个人绩效的内涵还需要了解工作态度、工作能力与工作结果的关系。
图1-1 工作态度、工作能力与工作结果的关系4．本书认为绩效是指组织及个人的履职表现和工作任务完成的情况，是组织期望的为实现其目标而展现在组织不同层面上的工作行为及其结果，它是组织的使命、核心价值观、愿景及战略的重要表现形式。
（1）绩效必须与组织战略的要求保持一致（2）第二，绩效是有层次的图1-2绩效的三个层次：组织绩效、群体绩效和个人绩效（3）绩效的最终表现形式是工作行为与结果案例1-1职场新人的绩效变化小王是名牌大学毕业生，毕业后进入某单位工作。
由于种种原因，该单位很久没有招聘新人，小王的同事们基本比小王要年长很多。
刚刚参加工作的小王认为自己要好好打拼，努力工作，经营好自己的事业。
于是，小王虚心向前辈学习，积极主动参与各项工作，经常自发加班，一个人能完成几个人的工作量。
领导看了非常满意。
渐渐地，小王发现单位在为员工升职加薪时首先考虑的是资历，其次才是工作业绩，加上同事们劝小王“注意身体，不要太拼”，因此小王的绩效呈现出下滑趋势。
领导对此表示不解，打算找小王了解情况。
想一想：是什么影响了小王的工作绩效？在现实生活中，影响绩效的因素有哪些？请结合具体事例进行说明。
阿吉斯 绩效管理(英文版·第4版)题库 Chapter 01 - Test Bank
Chapter 1—Performance Management and Reward Systems in Context True/False Questions1.1 A performance management system is the systematic description of an employee’sstrengths and weaknesses.(Suggested points: 2, [1.1]); Pg. 4LO: 1 Answer:False. Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligningperformance with the strategic goals of the organization1.2Linking the organization’s goals to individual and team goals helps reinforcebehaviors that will help with organizational goal achievement and communicates the most crucial business initiatives.(Suggested points: 2, [1.2]); Pg. 6LO: 2 Answer:True1.3Feedback can increase motivation to perform when it points out how an employeeis performing and acknowledges past successes.(Suggested points: 2, [1.3]); Pg. 11LO: 3 Answer:True1.4Dangers of a poorly implemented performance management system includewasted time and money, lack of standardized employee ratings, and confusion on how ratings are obtained.(Suggested points: 2, [1.4]); Pg. 14-15LO: 4 Answer:True1.5 A performance management system helps encourage employees to speak up andoffer innovative ideas.(Suggested points: 2, [1.3]); Pg. 11LO: 3 Answer:True1.6Unfair performance ratings are the main problem with performance managementsystems.(Suggested points: 2, [1.4]); Pg. 16LO: 5 Answer:False. Performance ratings are the “canary in the coal mine” and indicators ofproblems with the PM system1.7Reliability and validity of performance management systems refer to the samething.(Suggested points: 2, [1.5]); Pg. 20LO: 6 Answer:False. Reliability refers to consistency and freedom from error, while Validityrefers to the fact that the measures include all relevant performance facets and do not include irrelevant information.1.8The strategic purpose of PM systems involves constructing the strategic vision forthe organization.(Suggested points: 2, [1.5]); Pg. 6LO: 2 Answer:False. The strategic purpose of PM systems is to link an organization’s goals with individuals’ goals.1.9 A reliable performance management system includes all relevant performancefacets and does not include irrelevant performance facets.(Suggested points: 2, [1.5]); Pg. 20LO: 6 Answer:False. This describes a system’s validity, not reliability. A reliable performancemanagement system is consistent. For example, if two supervisors provided ratings of the same employee, or if one supervisor rated the same employee twice over ashort period of time during which nothing noticeable occurs, then the ratingsshould be similar or identical.1.10Distributive justice is the perception that the performance evaluation received isfair relative to the work performed.(Suggested points: 2, [1.5]); Pg. 20LO: 6 Answer:True1.11Performance management systems in foreign subsidiaries often differ from thosein home country headquarters as differences in the power distance (i.e., the degree to which a society accepts unequal distribution of power) increase between/among countries.(Suggested points: 2, [1.5]); Pg. 19LO: 6 Answer:True1.12The current consensus amongst most employees (as reported by the CEB) is thatperformance review systems are helpful in improving their productivity.(Suggested points: 2, [1.1]); Pg. 6LO: 1 Answer:False. 66% of employees feel that the performance review process interferes with their productivity.1.13Poorly implemented performance management systems have little to no negativelegal ramifications for the organization.(Suggested points: 2, [1.4]); Pg. 15LO: 4 Answer:False. Poorly implemented performance management systems are likely to result in negative legal ramifications such as possible discrimination lawsuits.1.14Many large companies such as General Electric, Deloitte, and Adobe no longer useperformance ratings at all.(Suggested points: 2, [1.4]); Pg. 16-17LO: 1 Answer:False. Many large companies who tried to eliminate performance ratings are now using ratings again—but they are using more than one system and emphasizingdevelopmental feedback.Multiple-Choice Questions1.15________________ is a continuous process of identifying, measuring, anddeveloping the performance of individuals and teams and aligning performancewith the strategic goals of the organization.A.Strategic planningB.Performance managementC.Reward systemD.Performance appraisal(Suggested points: 2, [1.1]); Pg. 4LO: 1 Answer: B1.16Dangers of a poorly implemented performance management system include all ofthe following EXCEPT:A.Increased emphasis on behaviors rather than resultswsuits/internal complaints of discriminationC.Biased performance ratingsD.Decreased employee motivation(Suggested points: 2, [1.4]); Pg. 14-15LO: 4 Answer: A1.17When employees of an organization do not see the PM system as fair, theorganization may witness from its employees all of the following EXCEPT:A.Job burnoutB.Lowered self-esteemC.Increased engagementwsuits(Suggested points: 2, [1.4]); Pg. 16LO: 4 Answer: C1.18The meaningfulness characteristic of performance management systems includesall the following EXCEPT:A.Standards and evaluations are important and relevantB.All functions that an employee performs are evaluatedC.System should evaluate performance regularlyD.Evaluator skill should be developed continuouslyE.Results should be used for administrative purposes(Suggested points: 2, [1.5]); Pg. 19LO: 6 Answer: B1.19The ___________ purpose of PM systems is to furnish valid and usefulinformation for making employment decisions including salary adjustments,promotions, and terminations.A.strategicrmationalC.administrativeD.developmental(Suggested points: 2, [1.2]); Pg. 6LO: 2 Answer: C1.20Information gained from the organizational maintenance purpose of a PM systemis used for all of the following EXCEPT:A.Workforce planningB.Evaluating the effectiveness of job descriptionsC.Evaluating the effectiveness of HR programsD.Creating talent inventories(Suggested points: 2, [1.2]); Pg. 8LO: 2Answer: C1.21 Performance management systems should be thorough, meaning that:A.All employees should be evaluatedB.An employee’s flaws should be discussed at lengthC.The review should cover the entire review periodD.A and C(Suggested points: 2, [1.5]); Pg. 19LO: 6 Answer: D1.22An ideal PM system is __________, which means that performance is evaluatedand feedback is given on an ongoing basis, the appraisal meeting consists of two-way communication, and performance standards are clear.A.openB.standardizedC.ethicalD.specific(Suggested points: 2, [1.5]); Pg. 21LO: 6 Answer: A1.23PM system information is important for the effective implementation of which ofthe following HR function(s)?A.Workforce planningB.TrainingC.Recruitment and selectionD.All of the above(Suggested points: 2, [1.6]); Pg. 23LO: 7 Answer: D1.24All of the following are possible benefits of a performance management systemEXCEPT:A.Protection from lawsuitsB.Employees become more ethicalC.Employees become more competentD.The definitions of job and criteria are clarified(Suggested points: 2, [1.3]); Pg. 10-13LO: 3 Answer: B1.25Which of the following does the text identify as a possible danger of a poorlyimplemented performance management system?A.Salaries must be increased.B.Poorly performing employees will always stay at the organization.C.No time or money is spent on the system.D.Motivation to perform is decreased.(Suggested points: 2, [1.4]); Pg. 14-15LO: 4 Answer: D1.26The ____________ characteristic allows employees to receive concrete guidanceabout what is expected of them and how they can meet those expectations:A.StandardizationB.SpecificityC.Strategic congruenceD.Correctability(Suggested points: 2, [1.5]); Pg. 20LO: 6 Answer: B1.27All of the following are characteristics of an ideal performance managementsystem EXCEPT:A.ReliabilityB.MeaningfulnessC.InexpensiveD.Thorough(Suggested points: 2, [1.5]); Pg. 18-22LO: 6 Answer: C1.28All of the following are purposes of a performance management system EXCEPT:A.Make decisions about retention and terminationB.Provide documentationC.Increase profitsD.Give the HR department something to do(Suggested points: 2, [1.2]); Pg. 6-10LO: 2 Answer: D1.29An ideal performance management system is correctable. What does this mean?A.If an employee is dissatisfied with a rating, it will be changed.B.If an employee is dissatisfied with a rating, there is a process to appeal therating decision.C.An ideal performance management system is not correctable.D.None of the above is correct.(Suggested points: 2, [1.5]); Pg. 21LO: 6 Answer: B1.30In which country should performance management be adapted to the country’sunique culture?A.South KoreaB.South AfricaC.AustraliaD.All of the above(Suggested points: 2, [1.5]); Pg. 18-19LO: 6 Answer: D1.31In what manner is performance management typically similar around the world?A.Standardization of performance measurementB.Emphasis on behavior versus results of employee performanceC.Interpersonal aspectsD.None of the above(Suggested points: 2, [1.5]); Pg. 19-20LO: 6 Answer: A1.32All of the following are related to the changing nature of performancemanagement EXCEPT:A.Cloud computingB.Big DataC.Technological advancements and virtual teamsD.Changing workforce demographicsE.Rising costs(Suggested points: 2, [1.7]); Pg. 24-26LO: 8 Answer: E1.33The performance management system should link to other human resources anddevelopment activities EXCEPT:A.TrainingB.Workforce planningC.Recruitment and hiringD.Financial accounting(Suggested points: 2, [1.6]); Pg. 23-24LO: 7 Answer: D1.34Current factors that are bringing about changes to the performance managementprocess include all of the following EXCEPT:A.Big DataB.Demographic changes in the workforceC.Equal pay legislationD.Electronic performance monitoring(Suggested points: 2, [1.7]); Pg. 24-26LO: 8 Answer: CShort-Answer and Essay-Type Questions1.35You want to transition your organization’s performance appraisal system into aperformance management system. Write a one-page memo to your supervisordescribing the advantages of having a well-designed, properly implementedperformance management system.(Suggested points: 2, [1.3]); Pg. 10-14LO: 3 Answer:Memos will vary, but they should all include the following benefits of a well-designed and implemented PM system:Performance appraisal is the systematic description of an employee’s strengths and weaknesses, whereas performance management is a continuous process ofidentifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.o Increased motivation to perform. If given correctly, feedback can increase the motivation to improve future performance.o Increased self-esteem. Receiving feedback about one’s performance fulfills a basic need to be appreciated and valued at work. Feeling appreciated and valuedwill increase an employee’s self-esteem.o Managers gain insight about subordinates. Direct supervisors and other managers in charge of the appraisal gain new insights into the person beingappraised.o Clarification and definition of job and criteria. The job of the person being appraised may be clarified and better defined; thus, employees gain a betterunderstanding of what it takes to be a successful performer.o Self-insight and development. Participants in the system also gain a better understanding of their strengths and weaknesses, which can help them betterdefine future career paths.o Fair and appropriate administrative actions. Performance management systems provide valid information about performance that can be used for administrativeactions such as merit increases, promotions, transfers, and terminations.o Organizational goals made clear. The goals of the unit and organization are made clear.o More competent employees. Performance of employees is improved, especially when developmental plans are put in place.o Protections from lawsuits. Data collected through performance management systems can help document compliance with regulations.o Differentiates between good and poor performers. Performance management systems allow for a quicker identification of good and poor performers.o Communicates supervisor’s view of performance. Good systems force managers to communicate to their subordinates their judgments and expectationsregarding performance.1.36Identify the two main components of the definition of Performance Managementand write one sentence describing each(Suggested points: 2, [1.1]); Pg. 4LO: 1 Answer:Two main components are:o Continuous process: Performance management is ongoing. It involves an ongoing process of setting goals and objectives, observing performance,talking about performance, and giving and receiving ongoing coaching andfeedbacko Alignment with strategic goals. Performance management requires that managers ensure that employees’ activities and outputs are congruent with theo rganization’s goals, and consequently, help the organization gain acompetitive advantage. Performance management therefore creates a directlink between employee and team performance and organizational goals, andmakes the employees’ contribution to the o rganization explicit1.37There are several characteristics of an ideal performance management system.Please discuss five characteristics of an ideal system and explain how anorganization can achieve each characteristic. (For example, one characteristic of an ideal PM system is that it is reliable. An organization can make its system reliable by ensuring that performance measures are consistent across equally or similarlyqualified judges and free of error.)(Suggested points: 5, [1.5]); Pg. 18-22LO: 6 Answer:The answer may involve any five of these characteristics:o Congruent with strategy. The system should be congruent with the unit’s and organization’s strategy. Organizations need to ensure that individual goals arealigned with unit and organizational goals.o Congruent with context. The system should be congruent with theorganization’s culture as well as the broader cultural context of the region orcountry.o Thorough. All employees should be evaluated, all major job responsibilities should be evaluated, the evaluation should include performance spanning theentire review period, and feedback should be given on positive performanceaspects as well as those that are in need of improvement. Organizations shouldtrain managers on how to give thorough reviews.o Practical. Good systems are available, easy to use, and acceptable to those who want to use them to make decisions, and the benefits of using the systemoutweigh the costs. Organizations need to get employee and manager inputwhen designing the PM system to ensure that both parties are able to use the system and trust its results.o Meaningful. The standards and evaluations conducted for each job function must be considered important and relevant, the system must emphasize those functions that are under the control of the employee only, evaluations must take place at regular intervals and at appropriate moments, the system should provide for continuing skill development of evaluators, and the results should be used for important administrative decisions. Again, organizations must involveemployees and managers in the development of the system and train them on how to use the system effectively in order for it to be meaningful.o Specific. A good system provides detailed and concrete guidance to employees about what is expected of them and how they can meet these expectations.Supervisors must clearly communicate to employees what is expected of them. o Identifies effective and ineffective performance. The system discriminates between effective and ineffective performance. Organizations designperformance criteria in a way that distinguishes between good and badperformance.o Reliable. The system uses performance measures that are consistent, free of error, and high in inter-rater reliability.o Valid. The measures of performance are relevant (i.e., include important performance facets), they are not deficient (i.e., do not include unimportantperformance facets), and they are not contaminated (because they measure only what the employee can control). Organizations identify through job analysis what are essential for the job and only measure those results and behaviors.o Acceptable and Fair. A good system is acceptable and perceived as fair by all participants. Organizations can set clear rules that are applied consistently by all supervisors.o Inclusive. Good systems include input from multiple sources on an ongoing basis. Organizations should encourage employees to conduct self-appraisals, and employees must participate in the process of creating the system byproviding input regarding what should be measured and how it should bemeasured.o Open. Performance is evaluated frequently, performance feedback is provided on an ongoing basis, the appraisal meeting consists of a two-waycommunication, and standards are clear and communicated continually.Organizations should train managers on how to effectively give feedback and communicate expectations to their employees.o Correctable. When employees perceive an error has been made, there should bea mechanism through which this can be corrected. Organizations shouldestablish an appeals process, through which employees can challenge what may be unjust decisions. This is an important aspect of a good performancemanagement system.o Standardized. As noted previously, good systems are standardized. This means that performance is evaluated consistently across people and time.Organizations must train individuals in charge of appraisals.Chapter 1 o Ethical. Good systems comply with ethical standards. Organizations should train managers to suppress personal self-interest when providing evaluations, toonly evaluate performance dimensions for which they have sufficientinformation, and to respect the employee.1.38According to the text, performance management is …(Suggested points: 2, [1.1]); Pg. 4LO: 1 Answer:A continuous process of identifying, measuring, and developing the performanceof individuals and teams and aligning performance with the strategic goals of theorganization.1.39Performance management systems serve many purposes. Describe thedevelopmental purpose.(Suggested points: 2, [1.2]); Pg. 7-8LO: 2 Answer:A performance management system serves a developmental purpose by usingperformance feedback to allow individuals to learn about their strengths andweaknesses, by identifying training needs, and by helping management andemployees to make better decisions regarding job assignments.1.40Describe the strategic purpose of performance management.(Suggested points: 2, [1.2]); Pg. 6LO: 2 Answer:A performance management system serves a strategic purpose by linking theorganization’s goals with individual employee goals; in this way, the performance management system reinforces behaviors consistent with organizational goals.1.41What is meant when we say that an ideal performance management system mustbe practical?(Suggested points: 2, [1.5]); Pg. 19LO: 6 Answer:When we say that an ideal performance management system is practical, we mean that it is available, easy to use, and acceptable to those who want to use it fordecisions, and the benefits of using the system outweigh the costs.1.42What is meant when we say that an ideal performance management system mustbe valid?(Suggested points: 2, [1.5]); Pg. 20LO: 6 Answer:Part I: Strategic and General Considerations___________________________________________________ When we say that an ideal performance management system is valid, we mean that the measures of performance are relevant (i.e., include important performancefacets), they are not deficient (i.e., do not include unimportant performance facets), and they are not contaminated (because they measure only what the employee can control).1.43What is meant when we say that an ideal performance management system mustbe reliable?(Suggested points: 2, [1.5]); Pg. 20LO: 6 Answer:When we say that an ideal performance management system is reliable, we mean that the system uses performance measures that are consistent across judges ofequal or similar qualification and free of error.1.44List four possible dangers of a poorly implemented performance managementsystem.(Suggested points: 2, [1.4]); Pg. 14-15LO: 4 Answer:Possible dangers of a poorly-implemented performance management systeminclude the following:o Lowered self-esteemo Increased turnoveo Damaged relationshipso Decreased motivation to performo Employee burnout and job dissatisfactiono Use of misleading informationo Wasted time and moneyo Emerging biaseso Unclear ratings systemo Varying and unfair standards and ratingso Unjustified demands on managers’ and employees’ resourceso Increased risk of litigation1.45List four possible contributions of a good performance management system.(Suggested points: 2, [1.3]); Pg. 10-13LO: 3 Answer:Possible contributions of a good performance management system include thefollowing:o Self-insight and development are enhanced.o Self-esteem of employees is increased.o Motivation to perform is increased.o Employee engagement is enhanced.o Employees become more competent.Chapter 1 o Voice behavior is encouraged.o Definition of job and criteria are clarified.o Employee misconduct is minimized.o Declines in performance can be addressed early on.o Motivation, commitment, and intentions to stay in the organization are enhanced.o Managers gain insight about direct reports.o There is better and more timely differentiation between good and poor performers.o Supervisor’s views of performance are communicated more clearly.o Administrative actions are more fair and appropriate.o Organizational goals are made clear.o There is better protection from lawsuits.o Organizational change is facilitated.1.46Identify two ways in which PM systems in the United States might differ fromthose in South Korea?(Suggested points: 2, [1.5]); Pg. 18LO: 6 Answer:Possible differences between the United States and South Korea might include:o Espouses collectivist values over individual performanceo Male-dominatedo Respect for hierarch in terms of political and administrative leaderso Sociocultural norms have a clear influence on organizational decision making and practices。
绩效管理论文 理论基础论文
绩效管理论文理论基础论文绩效管理的理论基础研究:回顾与展望摘要：注重应用性是当前绩效管理研究的显著特征。
加强绩效管理理论研究对提高绩效管理实践和教学的有效性具有重要意义。
对当前相关探索的回顾表明，管理控制理论和组织行为相关理论被认为构成了绩效管理的理论基础。
文章最后对未来绩效管理理论基础研究应注意的问题及基本思路进行了探讨。
文章对绩效管理教学和研究人员具有一定参考意义。
关键词：绩效管理；理论基础；研究绩效是组织一切管理实践的指向所在。
在这个意义上，广义的“绩效管理”即管理。
从狭义的特别是从人力资源管理的视角来看，绩效管理观念在传统人事绩效评估的基础上发展而来，形成于20世纪70年代。
20世纪80年代、90年代，随着战略人力资源管理理念开始产生并迅速发展，战略性绩效管理也随即成为学术研究的主题。
与早期绩效管理相比，战略性绩效管理的区别在于更多地从战略实施和实现战略目标的角度来考虑绩效管理问题。
作为学术研究的主题，绩效管理吸引了人力资源管理、战略管理、财务等多个学科领域学者的广泛关注，然而与一般的管理研究模式不同，迄今为止，绩效管理研究的基本特征是注重应用性。
本文的目的是指出加强绩效管理理论研究的意义，并对当前有关绩效管理理论基础的认识进行回顾和思考。
一、绩效管理研究的基本特征管理理论和实践之间具有密切联系。
如麦格雷戈（1960）所言，“任何管理都是建立在设想、假设与归纳的基础之上的，也就是说，是以一定的理论为基础的”。
“我们有可能做出不够充分的理论假设，但绝不可能在没有假设的前提下，制定出管理决策及措施”。
然而就绩效管理而言，当前绩效管理文献的基本特征是从管理者的视角出发、以“应当怎样”的知识形式出现，而对绩效管理观念、原则所依赖的理论和实证基础的研究则非常少见。
从绩效管理研究的情况来看，研究者指出“大量的研究往往都涉及某一特定的绩效管理工具或技术的运用，以案例来进行相关研究的现象也非常普遍”。
更深入的分析表明，绩效管理研究的模式与一般的管理研究模式存在系统性的差异。
绩效管理教材
绩效管理的目的
3.开发目的 通过绩效辅导和绩效反馈提高员工工作 能力和效率（干中学） 运用绩效信息作出关于员工培训开发的 决策
绩效管理的不同目的
直线经理、人力资源经理和员工 在绩效管理中的职责
绩效管理中两个关键位置的角色分工
绩效计划实施中经理的职责
绩效管理流程(PM Process)
6. Applying performance results Improve performance Compensation Training & development Personnel decision HRM research
绩效管理目的
绩效管理的目的
绩效管理
Performance Management
绩效管理
课程内容 课程教材及参考书目 课程学习要求 课程考核
课程教材
绩效管理
赫尔曼·阿吉斯(Herman Aguinis)
刘昕、曹仰锋译 中国人民大学出版社，2008
参考书目
理查德 A·斯旺森.绩效分析与改进（第 二版）.孙仪、杨生斌译.中国人民大学 出版社，2010 李宝元.绩效管理：原理·方法·实践 [M]. 机械工业出版社,2009 理查德·威廉姆斯.组织绩效管理[M].蓝 天星翻译公司译.清华大学出版社，2002
绩效管理概念的关键点
持续性过程（continuous process） 与组织战略目标保持一致（alignment with strategic goals)
绩效管理的持续性过程
组织目标分解
绩效反馈 行动：主管就评 估结果与员工 讨论 时间：结束时
绩效计划 行动：与员工一起确定 绩效目标、行动计划 时间：新绩效期间开始
阿吉斯 绩效管理(英文版·第4版)教师手册 (1)
Using t he Instructor’s ManualThis manual includes resources that we sincerely hope will make your teaching of performance management easier and more enjoyable. We have “beta-tested” the majority of the content of this manual in our own performance management courses over the past decade. We have received very positive feedback from undergraduate, graduate, and executive students, and we hope you and your students will find these materials useful as well.In writing this manual, we thought about the challenges we have faced in teaching performance management over the years and how to address these challenges, including the need to have thorough PowerPoint slides that would make lecturing easier. Accordingly, the manual includes slides, which you can download from Chicago Business Press’ website athttps:///new-instructor-request, a listing of learning objectives for each chapter, outlines for each chapter that will help you organize your lectures, solutions to the cases included at the end of each chapter in the book, and additional cases and solutions for each chapter.Another challenge we faced as we taught this course is the need to allow students to practice the skills they learn throughout the book. Therefore, we have included a number of in- classroom case discussions and hands-on/role-play activities. We have used these cases and role-plays in our own examinations as well as for in-class exercises and discussions. They will be helpful in applying the knowledge learned in the book and allowing students to become more comfortable with the materials learned. Also, it will make your experience of teaching the course more enjoyable and interactive. In fact, because each chapter includes two case studies and two hands-on exercises (and more cases ar e also included in the instructor’s manual), the course could potentially be taught entirely using a case-based approach or an experiential learning approach depending on your preference and teaching style.Finally, we have included updated teaching strategies and multimedia resources in each chapter. The strategies will increase student interaction and engagement by providing thought-provoking questions that require students to integrate course material. The multimedia resources, which are also included in the PowerPoint files, consist of videos that have been selected to illustrate course concepts in a fun and engaging manner. These resources can be used to facilitate different learning styles by students.Taken together, we hope the PowerPoint slides, learning objectives, chapter outlines, cases and role-plays, and teaching strategies and multimedia resources will allow you to save time in delivering this course. We also hope these materials will allow your students to acquire knowledge and skills more effectively.Using the Test BankIn today’s world of accreditation standards and outcomes assessment, student testing has become an important issue. This test bank includes material that we hope will allow you to assess and document student learning effectively.The test bank includes three types of questions: (1) true/false, (2) multiple-choice, and (3) essay-type. The Instructor’s Manual includes the learning objectives for each chapter. The scoring suggested in this Test Bank uses these learning objectives and weighs them according to whether the student is required to demonstrate knowledge, understanding, and/or application of the concepts learned. Knowledge includes the use of correct terminology as well as the ability to list and describe concepts. Understanding goes beyond knowledge in that students are asked to explain the concept. Application requires students to describe how implementation of the concept would take place; this might include anticipation and resolution of problems in the given environment. The majority of application questions are included as part of the cases, which are part of the Instructor’s Manual and can be used for examinations as well as in-class discussions.The suggested scoring, in the event you wish to use the cases as part of your examinations, was created as follows. Each learning objective is assigned 2, 3, or 5 points depending on the complexity of the learning objective:Knowledge = 2Understanding = 3Application = 5Knowledge includes the use of correct terminology as well as the ability to list and describe concepts. Understanding goes beyond knowledge in that students are asked to explain the concept. Application requires students to describe how implementation of the concept would take place; this might include anticipation and resolution of problems in the given environment.A given answer might refer to a single, relatively simple learning objective and require the use of proper terminology (knowledge). Alternatively, an answer may require that the students explain a concept (understanding) or describe how to implement it (application). If a particular objective includes a knowledge, an understanding, and an application component, the scoring would be 1 X (2 + 3 + 5) = 10 points. If more than one learning objective is met in an answer, it would be possible to get more points. For example, if a question addresses three learning objectives requiring knowledge and understanding, then the resulting score would be 3 X (2 + 3) = 15 points.Each question has a code next to it noting (1) the recommended score assigned to the question, (2) the section of the chapter from which content is drawn, (3) the page numbers where the answers can be found, and (4) the specific learning objective(s) assessed with the question. For example, the code (Suggested points: 2, [9.1]); Pg. 260 LO: 1 means that the recommended number of points is 2 (i.e., the question is assessing mainly knowledge), the answer is found in section 1 of Chapter 9 on page 260, and that the question refers to learning objective 1. Suchlow-scoring questions are primarily true/false and multiple-choice questions. Similarly, the code (Suggested points: 10, .2[7.1], .2[7.2], .2[7.3], .2[7.4], .2[7.5]) LO: 2, 3, 4, 6, 7, 8 indicates a recommended score of 10 points, the question refers to sections 1, 2, 3, 4, and 5 in Chapter 7, and to learning objectives 2, 3, 4, 6, 7, and 8. The weights before the section numbers indicate that the question assesses content from each of the sections equally (i.e., a weight of .2 each). Such high-scoring questions are primarily essay-type questions.New to this Fourth EditionThis manual’s fourth edition includes many revisions and additions to the third edition. Overall, this fourth edition includes revisions to improve readability throughout all 11 chapters. More substantively, the fourth edition is vastly expanded and includes 52 cases and over 500 true/false, multiple-choice, and essay-type questions. So, this fourth edition of instructor’s manual includes an additional four to five cases per chapter. This expansion will be helpful to instructors who desire to teach the entire course using a case-based approach, which may be particularly useful for MBA-level as well as executive-level courses. The expansion of the test bank, which can be used for in-class exams or discussion, will also provide instructors greater flexibility. Finally, all PowerPoint files have also been revised to reflect revisions (e.g., inclusion of cases and multimedia resources) and updates in the book itself.Please do not hesitate to contact us if you have any suggestions on how to improve the materials in this Instructor’s Manual and Test Bank. We will be delighted to hear from you!Herman Aguinis, Ravi S. Ramani, and Nawaf AlabduljaderWashington, D. C.。
阿吉斯绩效管理第4版中文PPT第1章
• 重新修订员工的职责和目标。 • 鼓励领导者与员工之间进行沟通。 • 用绩效管理识别未来领导者。
1-12
管理目的
为企业作出员工管理决策提供有效的和有价 值的信息:
• 薪酬调整。 • 晋升。 • 留用员工或者解除劳动合同。 • 认可个人绩效优秀的员工。 • 解雇。
1-13
信息传递目的
性质。
1-54
1.伤害员工的自尊心。 2.增加人员流动。 3.破坏人际关系。 4.削弱完成工作任务的动力。 5.员工产生工作倦怠感，工作满意度下降。 6.使用错误的或者带有误导性的信息。 7.浪费时间和金钱。 8.产生偏见。 9.绩效评价等级体系不清晰。 10.绩效评价标准和评价结果不稳定、不公平。 11.对管理者和员工的资源产生不合理的要求。 12.增加遭遇诉讼的风险。
1-25
实施糟糕的绩效管理体系对员工的危害
伤害员工的自尊心。 员工产生工作倦怠感，工作满意度下降。 破坏人际关系。 使用错误的或者带有误导性的信息。
1-26
实施糟糕的绩效管理体系对管理者的危害
增加人员流动。 削弱完成工作任务的动力。 对管理者和员工的资源产生不合理的要求。 绩效评价标准和评价结果不稳定、不公平。
1-33
完整性
所有的员工（包括管理人员）都应当接受评价。 所有的主要工作职责都应当被评价。 应当对整个绩效周期内的绩效进行全面评价，而不是只
对正式绩效评价前几周或几个月内的绩效进行评价。 对员工的绩效反馈不仅要提供积极的绩效信息，同时也
要提供需要改进的负面绩效信息。
1-34
实用性
可用有效的。 容易使用。 能被管理者用来进行决策。 使用绩效管理体系所产生的收益应当超出它所耗费的
• 员工必须参与创建绩效管理体系的过程并提出意见:
关于A公司的绩效管理方案
————浅探A公司绩效管理方案完成时间：2009.1.12信息管理学院目录Chapter1 A公司背景介绍。
03 Chapter2 A公司绩效管理体系介绍.。
031、绩效管理目的。
032、绩效管理体系设计原则。
043、绩效管理执行原则。
044、绩效分类与考核对象。
045、绩效考核对象、内容、频率。
056、绩效考核实施流程。
057、考核权限。
058、绩效评价。
069、考核结果的应用。
0610、考核申诉程序。
0711、注意考核中的误区。
08 Chapter3 绩效考核实施方案。
091、前提条件。
092、绩效计划。
093、绩效执行。
094、绩效考核与评价。
105、绩效反馈。
15 Chapter4 具体职位的绩效考核。
17一、A公司背景介绍A公司是一家处于成长期的冷饮连锁店，以生产美味优质的产品、提供优雅的环境和优质的服务，创造品牌优势，为顾客带来美味的享受和生活的快乐为自己的战略目标。
近年来，在差异化战略的指导下，公司规模得以迅速扩张，现已拥有3家连锁店。
为实现公司的战略目标，迅速扩大市场份额，获得消费者的支持，绩效管理必须被提升到战略的高度。
组织结构：二、A公司绩效管理体系介绍1、绩效管理目的通过对组织、个人的工作绩效的管理和评估，提高个人的工作能力和工作绩效，从而提高组织整体的工作效能，完善人力资源管理机制，最终实现企业愿景目标。
同时，通过规范化的关键绩效、工作目标设定、沟通、绩效审查与反馈工作，改进和提高管理人员的管理能力和成效，促进被考核者工作方法和绩效的提升，最终实现组织整体工作方法和工作绩效的提升。
最后，正式的综合考核结果作为物质激励（工资调整、奖金分配）和人员调整（人员晋升、降职调职）的依据或阶段的考核结果作为日常精神激励的评判标准。
2、绩效管理体系设计原则⏹强调考核体系的实效和可操作性，以易于执行为基本设计思路⏹不追求精细化，以启动考核实施为目的，在实际过程中逐步完善考核管理体系⏹不以奖惩为考核目的，强调对员工的绩效改进和提升3、绩效管理执行原则⏹公开性原则：让被考核者了解考核的程序、方法及考核结果等事宜，使考核有透明度。
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第一章绩效管理与薪酬体系
一、绩效管理的定义
1、绩效管理的概念
绩效管理是指识别、衡量以及开发个人和团队绩效，并且使这些绩效与组织的战略目标保持一致的持续性过程。
这一定义包含两方面重要含义：
⏹持续性过程：绩效管理是持续性的。
它包括从设定目标和任务，观察绩效，再到提供、
接受指导和反馈这样一个永不停止的过程。
⏹与战略目标保持一致：绩效管理要求管理者确保员工的工作活动和产出与组织的目标
是一致的，并借此帮助组织赢得竞争优势。
因此，绩效管理在员工的绩效和组织的目标之间就建立起了一个直接的联系，从而使员工对组织作出的贡献变得清晰。
2、绩效管理与绩效评价的区别
如果一个组织只是每年对员工的绩效进行一次评价，而并没有通过对员工提供持续性的反馈和辅导来帮助他们改进绩效，在这个组织中就没有真正的绩效管理体系，只不过是一个绩效评价体系而已。
绩效评价是对一位员工的优点和不足所进行的系统性描述。
因此，绩效评价是绩效管理的一个重要组成部分，它只是一个大的整体中的一小部分而已。
二、绩效管理对组织的贡献
1、强化完成工作的动力；
2、增强员工的自尊心；
3、使管理者对下属有更深入的了解；
4、能够更加清晰地界定工作的内容及其需要达到的标准；
5、强化员工的自我认知和自我开发；
6、使管理活动更加公平和适宜；
7、使组织目标更加清晰；
8、使员工更加胜任；
9、使组织能更好地免受法律诉讼；
10、使组织能更快、更及时地区分绩效优良与绩效不佳的员工；
11、上级对员工绩效的看法能够更清晰地传递给员工；
12、使组织变革更加容易推动。
三、糟糕的绩效管理体系给组织带来的不利或危害
1、增加人员流动率；
2、使用错误的或者带有误导性的信息；
3、损伤员工的自尊心；
4、浪费时间和金钱；
5、损害人际关系；
6、削弱完成工作任务的动力；
7、员工产生工作倦怠感，工作满意度下降；
8、增加遭遇诉讼的风险；
9、对管理层资源产生不合理的需求；
10、绩效评价标准和评价结果不稳定、不公平；
11、产生偏见；
12、绩效评价等级体系不清晰。
四、薪酬体系的定义
薪酬体系指用来分配各种有形报酬和无形保持的一套机制，它是雇佣关系的一个组成部分。
1、基本薪资
基本薪资是企业向员工支付的用来与他们所完成的工作进行交换的一种报酬形式。
基本薪资通常包括一个变动范围，它的支付依据主要是岗位以及岗位所履行的职责，而不是个人所做的贡献。
因此，一般情况下，履行类似工作职责的所有员工所得到的基本薪资都是一样的，并不考虑员工与员工之间的个人差异。
不过，基本薪资通常会有一个变动范围，从事类似工作的员工所得到基本薪资可以在这个范围内有所不同，这种差异主要取决于员工个人在工作经验以及绩效等方面的差异。
2、生活成本调薪和绩效加薪
生活成本调薪意味着所有员工都可以得到一个相同百分比的薪资水平上涨，这种调薪不考虑员工个人的绩效，生活成本调薪的目的主要是用来消除通货膨胀对员工的收入造成的不利影响，以保证员工薪资水平的购买力。
浮动薪资，有时又称绩效加薪，是指根据员工过去的绩效表现给予的基本薪资增长待遇。
3、短期奖励
与绩效加薪类似，短期奖励也是以员工过去的绩效为基础的。
不过，这种奖励不会导致基本薪资的增加，它只是根据某个绩效周期（如季度或年度）内的评价结果来计发的临时性薪资调整。
因此，短期奖励是一种一次性的支付，正因为如此，它也常常被称为可变薪酬。
短期奖励与绩效加薪的第二个不同之处在于，短期奖励的标准是事先确定的。
相反，在绩效加薪时，在大多数情况下，加薪的具体数值是事先不知道的。
4、长期奖励
短期奖励通常试图在短期（如季度或年度）通过现金奖励或者特别奖赏（如给予两天的额外带薪假期）的办法来激励员工的绩效，而长期奖励则力图在一个相对较长的时间里影响员工的未来绩效。
典型的长期奖励计划包括允许员工按照预先确定好的、有利可图的价格来购买股票所有权计划或者股票期权计划。
长期奖励的基本原理是，员工个人愿意对组织的未来成功进行投资，而这种投资又有可能转化为一种可持续的高水平绩效。
短期奖励和长期奖励的应用都非常普遍。
5、收入保障
收入保障计划是在一位员工生病、残疾或者丧失工作能力时，组织为其提供的一种薪资补充和支持计划。
有些国家还通过法律强制组织制定收入保障计划。
在收入保障计划之下包括像医疗保险、养老金计划以及储蓄计划等类型的福利计划。
6、生活和工作平衡
与工作和生活的平衡有关的福利计划主要是用来帮助员工在工作活动与非工作活动之间达成更好的平衡。
7、补贴
在有些国家和组织的福利中，还包括像住房补贴和交通补贴等项目。
8、关系报酬
关系报酬在本质上是无形的，它包括上级的认可和在组织中的地位、就业保障、富有挑战性的工作、学习的机会以及在工作中构建私人关系的机会（其中包括友谊和爱情）。
五、绩效管理体系的目的和作用
1、战略目的：帮助高层管理人员实现战略性经营目标；
2、管理目的：为制定员工管理决策提供有效和有用的信息；
3、信息传递目的：告知员工他们的表现如何，并传达组织和管理者对他们的期望；
4、开发目的：使管理人员对他们的下属提供指导；
5、维持组织目的：为人力资源规划和配置提供信息；
6、档案记录目的：收集可以用作各种目的的有用信息（如甄选测试开发工具、管理决策等）。
【①完善管理职能，监控计划、组织、领导和控制四项职能的执行状况；②促成量化管理，使得公司的各层次决策更多的依赖于数据分析或询证；③促成组织内部沟通、监控机制的形成；
④避免不必要的资源浪费。
】
六、理想的绩效管理体系具备的特征
1、战略一致性
⏹个人目标、部门目标和组织目标相一致。
2、完整性
⏹所有的员工都要接受评价；
⏹绩效评价涵盖整个绩效审查周期；
⏹所有的主要工作职责都要接受评价；
⏹无论优良绩效还是不良绩效，都应当提供反馈。
3、实用性
⏹可用性强；
⏹容易使用；
⏹利用其进行决策的人接受这套体系；
⏹这套体系的收益大于成本。
4、有意义性
⏹每一种工作职责的绩效标准和评价内容都是重要的而且是相关的；
⏹只对员工具有控制能力的工作职责进行衡量和评价；
⏹绩效评价定期举行并且时机恰当；
⏹这套体系能够为评价者提供持续性的技能开发；
⏹绩效评价结果被用于重要的管理决策。
5、明确具体性
⏹这套体系能够给员工提供详细的指导，让他们指导组织对他们的期望是什么，同时他
们在多大程度上达到了组织的这些期望。
6、绩效辨别性
⏹这套体系应当能够识别出有效和无效的行为和结果，因此也能够识别出具有各种不同
绩效水平的员工。
7、可靠性
⏹绩效衡量指标是一致的；
⏹绩效衡量指标是没有偏差的。
8、有效性
⏹在绩效衡量指标中包含了所有的关键绩效内容；
⏹绩效衡量指标没有遗漏任何重要的绩效内容；
⏹绩效衡量指标中不能包含员工不可控的因素。
9、可接受性和公平性
⏹员工认为绩效评价结果以及根据绩效评价结果所确定的报酬是公平的（分配公平）；
⏹员工认为决定绩效评价等级以及后来的报酬的程序是公平的（程序公平）。
10、参与性
⏹在举行绩效评价会议之前，首先从员工那里收集他们的个人绩效信息；
⏹员工通常对如何衡量自己的绩效提供建议，以参与到绩效管理体系的创建过程中。
11、开放性
⏹经常对绩效进行评价，同时持续性地提供绩效反馈；
⏹绩效评价会议是一个双向沟通过程，而不是一个管理者直接将信息传递给员工的单向
过程；
⏹绩效标准是清晰的，并且持续性地提供给员工；
⏹绩效沟通是以事实为依据的、公开的、坦诚的。
12、可纠正性
⏹绩效体系中应当有一个申诉程序，以使员工可以通过这个程序对不公平或不正确的决
定提出质疑。
13、标准化
⏹绩效评价对于不同的人以及在不同的时间里具有一致性。
14、伦理化
⏹管理者在进行绩效评价时必须抛开其个人的好恶；
⏹员工的隐私应当得到尊重。
七、绩效管理与其他人力资源管理和开发活动的整合
绩效管理体系是其他人力资源管理和开发活动的一个重要支持者：
1、绩效管理为确定员工的开发需求提供信息；
2、绩效管理为人力资源规划提供了关键性的信息；
3、绩效管理为薪酬管理提供信息。
第二章绩效管理的过程
第三章绩效管理与战略规划。