performance management
performance management
Carrying out
Planning
Types of Learning and Development
◆Off-job methods (e.g. MBA) ◆Learning in the job (e.g. Coaching) ◆E-learning
Evaluating Performance Management
Source from:Michael Armstrong (1994) Performance Management. Kogan Page.London.p181
Performance Management as a process
According to the framework, it's to know which performance management is a top-down affair: Less focus on retrospective performance assessment and more concentration on future performance planning and improvement Identification and recognition of outputs which are defined in qualitative terms and not just quantitative ones A freer, upwardly managed process A more coaching and counseling style of appraisal with less emphasis on criticism
Source from: Armstrong Michael (1994) Performance Management. Kogan Page Limited London, pp.23
performance management system(性能管理系统)
1AMOEBA MANAGEMENT: LESSONS FROM KYOCERA ON HOWTO PROMOTE ORGANIZATION GROWTH, PROFITABILITY, INTEGRATION, AND COORDINATED ACTIONRalph W. Adler and Toshiro HiromotoDepartment of Accountancy, University of Otago, New Zealand and GraduateSchool of Commerce and Management, Hitotsubashi UniversityAbstractThe design and operation of management control systems, what is increasinglybeing referred to as performance management, has occupied the attention of managers and scholars alike for the past 50 years. This paper discusses aJapanese-introduced concept called amoeba management, a concept that hasthe potential to revitalize and reinvigorate stale and stolid organizations. Whilethe amoeba approach looks on the surface to be quite similar to the operation ofprofit centers, in actual fact amoeba management goes well beyondorganizational structuring. Using Simon’s framework, this paper shows howthe amoeba approach embodies all the characteristics of a completeperformance management system. Amoeba management is well supported by Japan’s unique national culture. As a consequence, its transferability to other settings, such as Anglo-American ones, may be far from straightforward andmay require additional, compensating mechanisms.Keywords: performance management, management control, Simons, responsibility centersAmoeba managementAmoeba management seeks to structure a company into small, fast-responding, customerfocused,entrepreneurially-oriented business units operating like independent companies that sha re a united purpose, i.e., the parent organization’s goals and objectives. The amoebas areintended to act in coordinated independence from each other. The goal is to empower eachamoeba to the point that each is akin to an independent company, with each seeking to manage its profitability.The use of the word “amoeba” is meant to capture the concept of an entity at itssmallest,most elemental level, as well as to describe its life-like capability to “multiply and changeshape in response to the environmen t” (Inamori, 1999: 57). In other words, amoeba management is intended to offer a spontaneous, homeostatic response to a business world thatfeatures rapid, dynamic change.Amoebas typically consist of 5-50 employees. Each amoeba is responsible for a meaningfulorganizational activity, an activity that is meant to mirror what currently exists (or could exist) in the outside, competitive environment. The amoeba manager and his/her employeesare encouraged to act like the owner of a small, independent company. Accordingly, the manager is responsible for a wide range of activities, including the regular ongoing daily2activities of purchasing raw materials and hiring and scheduling labor, as well as the morestrategic activities of new product and new market development. Ultimately, the amoebamanager is meant to be responsible for managing his/her unit’s profitability, and in the process becomes not just a valued and respected managerial decision maker but part of a setof de facto business partners.Reliance on a myriad of small, loosely coupled amoebas creates a critical management challenge: how to ensure organization-wide harmony and coordination. For without this harmony and coordination, amoebas could undermine other amoebas' or, ultimately, the entire organization's performance (Inamori, 2007: 79). Accordingly, as Hiromoto (2005) points out, amoeba management features interactively cycling micro-macro loops (MMLs) ofinformation flows between the organization as a whole and its individual amoebas. In particular, as Hiromoto (2007: 98-102) notes, the information flows focus on disseminatingand receiving information related to two main factors: 1. organizational values and management philosophy and 2. organization-wide and amoeba-level performance.The exami nation of amoeba management can be facilitated by applying Simon’sperformancemanagement framework. Accordingly, Simons’ performance management framework is nextintroduced and discussed. Following this discussion, Simon’s framework is applied to understand how an amoeba system operates and what it is expected to achieve. The experiences of Kyocera, a Japanese manufacturer of ceramics and printing-related devices, inusing amoeba management are liberally drawn upon to showcase its features and illustrate itspractices. In the final section, the paper’s conclusions, and implications of these conclusions,are offered.Simon’s performance management frameworkSimon’s performance management framework is characterized by four dimensions: belief,boundary, diagnostic, and interactive systems. Belief systems comprise the inherent values ofan organization. These values are often a product of how senior managers define their particular organization’s mission and view the relationships among its key stakeholders. Anorganization’s values manifest themselves in the folklore, stories, symbols, and attitudes thatare routinely expressed by the organization’s members.Boundary systems are commonly referred to as the “rules of the game.” While Simons suggests that these rules of the game are best expressed in the negative, such as a statementlike “the company will not source its inputs from sweatshops,” these negative expressions canbe readily seen as the flip side of positive expressions. For instance, the above negative expression can be reworded as “the company will only source its inputs from suppliers whosework practices include internationally-deemed acceptable standards of workers’ rights andsafeguards of employee health and safety.” Accordingly, what most matters for boundarysystems, especially if the organization seeks to promote employee initiative andcreativity, isnot whether the boundaries are negatively or positively stated but that only the minimumnumber and most crucial set of boundaries are imposed. To do otherwise will constrain employee action and creativity.Diagnostic systems are the set of measures that an organization routinely collects for the purpose of ensuring that the organization is basically on track for doing what it needs to do.The measures are meant to provide managers a quick assessment of how their organization isperforming, with this performance generally being relative to a set of predetermined3standards or benchmarks. Assuming that the measures indicate performance is near the benchmark or within certain prescribed parameters, then the employee needs to take no further action. It is only when the measures signify some type of abnormal performance thatemployee investigation and action is required.Interactive systems refer to the use of surveillance practices of and the promotion of employee conversation and debate about organizational challenges that are likely to significantly impact the organization’s strategy and/or the implementation of it. As Simon’snotes, interactive systems cover the kinds of challenges that are likely to give managers sleepless nights. Managers and their employees must remain vigilant to these environmentalopportunities and threats. They do so by ensuring that their organizations regularly and frequently gather data about the direction and movement of these key challenges, and subsequently ensuring that the data serves to situate and motivate employee thinking andaction.Amoeba management at KyoceraTable 1 uses Simon’s four dimensions of belief, boundary, diagnostic, and interactive systems to describe and discuss amoeba management at Kyocera. As previously noted, Kyocera is a Japanese manufacturer of ceramics and printing-related devices. It is a pioneerand leading innovator in the use of amoeba management.Amoeba management system features Amoeba outcomesBelief·Purpose of work·Purpose and responsibilities of acompany·High trust·Customer-oriented philosophy·All organizational membersare treated as true businesspartners·Entrepreneurial orientation·Fast, self adjusting subunitrelationships akin to a livingorganism·Amoeba unit success isachieved but not at thesacrifice of corporatesuccess· Organization growth·Organization profitability·Organizational integration·Coordinated actionBoundary·Nothing should be hidden·Diagnostic ·Profit margin chart·Order backlog dataInteractive·Daily meetings involvingmanagement group and amoebaleaders·Daily meetings involving amoebaleaders and amoeba members·Monthly meetings involving businessheadquarters, sectional, divisional,departmental and amoeba leadersTable 1: Amoeba management illustrated using Simon’s performance managementframework4Belief systemsKyocera’s amoeba management system is predicated upon and enabled by a set of powerfulorganizational values. The extensive nature and uniqueness of these organizational values isat the core of why Inamori (1999: 58) views amoeba management “as a management system,not merely a technique.” While some of the values are gene ric to Japanese companies, othersare unique to Kyocera.Amoeba management success can only occur when amoeba managers and employees act likeindependent, profit conscious companies and do so in a way that does not compromise thegreater good of the company. As previously noted, MML information flows, and in particularthe MML comprising organizational values and management philosophy, are used to temperselfish behavior. Kyocera’s organizational values are a product of both Japan’s national culture and its founder, Kazuo Inamori.As noted in the work of Hofstede (1991), Japanese culture is characterized by high collectivity. As such, Japanese people are more willing to put the needs of their collectivegroup ahead of any one person’s individual needs. This manifest itself in such ways as Japanese workers being more likely to agree with such statements as, “I want to live up to theexpectations of my family, friends, and society.” Such an attitude of placing one’s wider society first helps to ensure that the amoebas are working for the greater good of their company, and not just for their own self interest.Japanese workers’ conceptions of what work is serves as a further check on amoebas actingout of selfishness. Whereas it has been noted that Americans see work as a disutility, something that has to be done to acquire leisure, Japanese workers view work as a valued enditself. In particular, as Sullivan (1992: 71) has long pointed out, for the Japanese, “work iswhat one does if one is a good person.” Kazuo Inamori reinforces this idea when he writesthat “work can provide a degree of spiritual satisfaction.” This understanding of Japanesepeople’s views of work gives rise to Akio Morita’s, the founder of Sony, description of workas a useful tool for ensuring that the interests of owners, managers, employees, and even society are achieved.Kyocera is a perfect showcase for how work serves to define workers and produce societalbenefit. The mission statement of Kyocera is stated as:To provide opportunities for the material and intellectual growth of allemployees, and through our joint effort, contribute to the advancement ofsociety and mankind.In addition to the role national culture plays in helping to ensure the unselfish operation ofamoeba management in Japan, Kyocera’s history and, in particular, the background of itsfounder, Inamori, exert a key role. As Inamori (1999: 25) notes, his background as an electrical engineer at Shofu provided scant preparation for his role as founder and CEO ofKyocera. Compounding this problem, a problem which he described as his having “absolutely no experience, no background in management, and no confidence of success”(1999: 25), was the fact that there was no one to mentor him or offer experience, managementadvice, or confidence. Inamori describes the loneliness and isolation he felt during these initial days. It was at this point that he realized the need and benefit that could come fromempowering his employees and letting them share in the responsibility of being an owner.5Such empowerment, or so he felt, would allow him to gain the business partners he so desperately craved.Inamori acutely understood that appointing people to management positions did not changethe fact that his company sorely lacked management expertise. He further understood thatthere was no quick solution to obtaining this management expertise. Accordingly, soon afterassuming his role as Kyocera’s CEO, Inamori came to the conclusion that the best way tooperate his company was to base managem ent decisions on whether they were the “right thing to do as a human being,” which Inamori further defined as the things that your parentsand teachers taught you were right (Inamori, 1999: 31). This, in turn, led him to adopt as thecompany’s corporate mo tto: Kei Ten Ai Jin, which translates into “respect the divine and lovepeople.”Kyocera’s corporate motto is a key factor behind the success of its amoeba management system. First, it helped the company, including the CEO and his amoeba managers to overcome their collective lack of management expertise. More specifically, the corporatemotto provides a clear framework on which management decisions could be based. A secondbenefit of the corporate motto is that it helps to preclude the occurrence of selfish amoebabehavior. In particular, the corporate motto serves to instill in its employees the values ofbeing “unselfish and noble” (Inamori, 1999: 28), and this helps ensure that the looselycoupled,entrepreneurially-inspired amoebas will act for the greater good of the company. There are two further parts to Kyocera’s belief system that promote its amoeba managementsuccess: high trust and a customer-oriented philosophy. The strong Japanese work ethic notedabove and Japan’s commitment to the philosophy of total quality management help underpinand make possible the high trust and customer-oriented philosophy.Unlike a western view that sees employee behavior and motivation as a nexus of quid proquo relationships between the organization and its employees (see, for example, Bass, 1985,and his concept of transactional leadership), amoeba management views worker motivationas the product of a person’s inherent desire to know that he/she has contributed to the good ofthe company and, by so doing, has earned the respect and appreciation of his/her peers (Inamori, 1999: 59). The belief that workers are naturally striving to produce their best andthe organization’s best performance creates an environment of full trust, and helps transformthe view of workers from simply being empowered employees to being the true businesspartners that Inamori so deeply craved when he set out to develop his amoeba managementsystem.Without full trust for the capabilities and motivations of his employees, Inamori’s Kyocerawould never have been successful in creating and implementing an amoeba managementsystem. He had to believe that his employees shared his sense of duty for making high qualityproducts, ones that customers respected and valued. A lack of trust or a misplaced sense oftrust is inimical to the use of an amoeba management system.A customer-oriented philosophy is a further characteristic of Kyocera’s belief system and anintegral part to supporting the operation of its amoeba management. Inamori describes theneed for amoeba employees to be their “customers’ servants” (Inamori, 1999: 41). According to Inamori (1999: 41), this means not accepting the role with reluctance but doingso willingly and graciously. The amoebas are encouraged to produce “crisp” products, orwhat Inamori (1999: 43) refers to as “cutting edge quality that reminds our customers of the6crisp touch of freshly-printed paper money.” By striving to be a customer’s servant, and itmust be remembered that these customers can be either internal or external to the company,amoebas will ensure their coordinated, harmonious, and successful actions.Boundary systemsThe idea of not hiding information, and instead ensuring transparency in all activities, is animportant boundary system for organizations that wish to use amoeba management. As Inamori (cf HBR case, footnote 52) notes, if the goal is to encourage employees to adopt themindset of a business operator, then the organization needs to disclose as much informationas possible about company circumstances. To do otherwise is akin to the mistake of failing toequate authority with responsibility.The desire to share and expose information to the organization’s collective scrutiny is a classic feature of total quality management. The identification of organizational constraints,bottlenecks, or problems, as TQM proponents will commonly point out, typically offers significant opportunities for organizational improvement and competitive success. Due to thefact that amoebas are meant to operate in an organic, homeostatic manner in relation to theirdynamic environment, the receipt of information, especially information about a failing internal process or a changing external environment, are vital to the successful operation ofthe amoebas.It is for these reasons that Inamori requires his amoeba managers to be completely open andcandid about their business performance. He understands that amoeba management will notwork in an environment where people fail to fully disclose information or look forexcuses.Accordingly, he expects his employees to indentify what went wrong and how the problem isgoing to be overcome. As noted above, the fact that trust is a very strong part of Kyocera’sbelief system means that amoeba managers are able to openly and honestly discuss the situation, without fear of retaliative or punitive actions.Diagnostic systemsThe idea behind amoeba management is to empower workers to the point that they becomeindependent owners and ultimately interconnected business partners of the organization. When Inamori conceived his amoeba management idea, he used the model of food stall seller. According to Inamori, there were just a few, basic factors that amoeba managers andtheir employees needed to monitor: revenues and expenses.By subdividing the company into meaningful organizational activities, such as those thatcould realistically exist in an outside company, and assigning a transfer price to transactionsbetween the loosely coupled amoebas, it became readily possible for amoeba managers tomanage their unit’s profitability. As one refinement to the calculation of amoeba unit profitability, the profit of an amoeba is divided by the amoeba’s total number of labor hoursfor the given period of time. This produces an hourly efficiency number that can be used asan index for comparing amoebas with each other. In fact, the hourly efficiency measure isused at all levels the company: amoeba, divisional, and corporate. These hourly efficiencymeasures are captured in what are termed “per-hour profit margin charts,” which are indicative of dashboard indictors and ultimately diagnostic control.7Amoeba management is especially well suited to fast-paced, dynamic markets. As Inamori(2006) notes, under such environments it is essential “to flexibly addr ess these changesand tomake preemptive moves ...” For example, if the market price for the company’s end productfalls, then the amoeba management system is meant to create what the literature defines as a“reflexive,” “spontaneous” reaction to the prices the company’s amoebas charge one another.Of course, the changes in pricing are likely to also be accompanied by an equally “reflexive”and “spontaneous” change to the respective amoebas’ production levels. It is for this reasonthat order backlog data becomes a particularly important indicator of performance and management action. The order backlog data provides essential data for developing futuresales and production plans. Accordingly, the order backlog data becomes another importantdashboard indicator that is used for diagnostic control.Interactive systemsThere is a constant and continual need to ensure the coordinated action of the loosely coupledamoebas. While an organization like Kyocera’s belief system is the primary means by whichthis coordination is achieved, Kyocera takes advantage of other techniques for coordinatingits amoebas’ activities. Face-to-face contact through the use of daily meetings and monthlymeetings forms the primary supplementary vehicle for achieving this coordination. Daily meetings are held within each amoeba. The workers meet to discuss and comment onthe recent (generally the previous day’s) performance of their amoeba. While the hourly efficiency is used to motivate the discussions, it is important to understand that the hourlyefficiency is only the beginning point for the discussions. The meetings are intended to getbehind the numbers and understand why and how the hourly efficiency appears as it does.There is also a daily meeting held between amoeba leaders/managers and the divisional management group. Again, although some of the dashboard indicators of hourly efficiencyand order backlog motivates the meetings, the purpose is to get behind the numbers and engage in a dialogue that discusses and shares ideas for i mproving the amoebas’ and the division’s performance.Once each month there is a meeting involving amoeba leaders, divisional heads, sectionalheads, and participants from headquarters. Similar to the daily meetings, the intention is to gobeyond merely presenting performance data, and to begin indentifying and debating criticalmarket trends and their implications for the company, from the aggregate level all the waydown to its various amoebas.ConclusionDrawing upon Simon’s (1995) framework, the amoeba system, as exemplified by Kyocera,can be seen as a full-bodied performance management system. While the amoeba system wasmodestly championed by Kyocera’s CEO, Inamori, as a way to compensate for his lack ofmanagerial nous, the reality is that the amoeba system represents a very shrewd way to promote fast response to highly competitive and quickly changing external environments.Amoeba management’s kaizen approach to quality and cost might be seen, and rightfully so,as being similar to other Japanese management techniques. But in addition to its emphasis onquality and cost, and what helps set amoeba management apart from such techniques as TQMand JIT, is the additional entrepreneurial dynamism that amoeba management brings to a8company. Amoeba management seeks to develop this entrepreneurial spirit by empoweringall employees and instilling in them the sense and pride of being business partners. The ultimate aim of amoeba management is to inspire an organizational-wide effort to pursueimprovements in product/service cost, quality and innovation.Amoeba management can, as Inamori often promotes it, be a highly successful means forjolting organizations, whose market success has taken them from being small and agile tolarge and lethargic, out of their lethargy and back to being quick, nimble, and customerresponsive.In addition, however, it would appear that amoeba management, especially inregard to its attention to the simultaneous improvement across the three dimensions of cost,quality and innovation, is an especially pertinent technique for organizations operating inhyper competitive settings. As Adler (2006) notes, for these organizations, which are likely tobe pursuing either consciously or unconsciously Cooper’s (1995) idea of confrontation strategy, there is no opportunity to make trade-offs between cost, quality and innovation.Attention to and improvements across all three are necessary just to stay competitive andremain viable.Amoeba management therefore is relevant to many organizations operating across many different settings. Though the need for amoeba management may be great, its successful adoption is unlikely to be easy or straightforward. This is likely to be especially true for Anglo-American organizations, which are unlikely to be able to readily draw upon or developthe kind of belief systems needed to support amoeba management system adoption. As notedabove, the collective/team oriented approach of Japanese workers, combined with their viewsabout work being a valued end itself, are important supporting mechanisms of amoeba management. It may prove difficult for Anglo-American organizations to develop suitablestrategies to overcome their handicapped position on these two factors or come up withalternative means for compensating this disadvantage. There will, however, likely be lessonsto be learned from the previous transplantation of other Japanese management techniques(e.g., TQM) to Anglo-American settings, and these lessons could feature as a guide to theadoption of amoeba management as well.ReferencesAdler, R.W. (2006) “Confrontation strategies and the design of performance managementsystems,” Chartered Accountants Journal, Vol. 85, No. 2, pp. 55-58.Bass, B.M. (1985) Leadership and Performance Beyond Expectations. New York: Free Press.Cooper, R. (1995) When Lean Organizations Collide: Competing Through Confrontation,Cambridge: Harvard Business School Press.Hofstede, G. (1991) Cultures and Organizations. London: McGraw-Hill.Inamori (1999) Respect the Devine and Love People, SanDiego: University of San DiegoPress.Inamori (2007) A Passion for Success, Singapore: McGraw-Hill.Mayo, A.J., Egawa, M. and Yamazaki, M. (2008) Kazuo Inamori, A Japanese Entrepreneur,9Simons, R. (1995) “Control in an Age of Empowerment,” Harvard Business Review, pp. 80-81.Sullivan, J.J. (1992) “Japanese management philosophies: from the vacuous to the brilliant,”California Management Review, Winter, pp. 66-87.。
performance_management and Appraisal绩效管理实务与考评参考PPT
HR’s Role in Performance Management
• Participate in strategic planning. • Conduct job analysis. • Support performance management. • Design appraisal system. • Train and support managers. • Maintain documents. • Provide employee due process. • Ensure integrity of the system. • Ensure compliance with nondiscrimination laws.
Performance Management and Appraisal
Myrna Gusdorf, MBA, SPHR 2009
1
Learning Objectives
• At the end of this module, students will:
> Relate individual performance appraisal to the organizationwide performance management process.
> Identify a variety of appraisal methods. > Explain HR’s role in the performance management
process. > Revise performance appraisal statements. > Practice performance appraisal interviewing techniques. > Have the skills necessary to use the performance
Performance Management Beida Presentation(绩效管理幻灯)93658
A process that ensures that people execute the strategy of the organization
A process for establishing a shared understanding of what is to be achieved and how
High-performance companies define Performance Management in its broadest sense: it is critical to executing and implementing strategy
Performance Management is now widely recognized as delivering more returns and delivering more competitive advantages than other HR investments
0109-9271-HAYG Lemaire
10
Performance Management
Performance Management is about improving business performance by improving team and individual performance, and ensuring that the company’s strategy is executed and implemented. It is—
Thirty-five percent of an institutional investor’s valuation of a company is attributable to nonfinancial information that gauges the ability of the management team to deliver results:
performance 词根
performance 词根performance 词根是 perform，这个词根的中文含义为表演、演出，其进一步含义是“执行、履行、完成某项任务或职责”。
在英语中，performance 一词通常指一种活动、表演或行为的表现和结果。
这个词可以描述个人、公司、组织或者机器的表现和成就。
1. performance review 性能评估：性能评估通常是一种机构或公司对其员工、产品或某项业务的评估，目的是检查哪些方面做得好或做得不好，并确定未来的改进计划。
2. high-performance 高性能：高性能通常是指能够产生卓越结果、超过标准的工具、材料、技术或人才。
3. performance measurement 绩效评估：绩效评估使用各种指标和工具来确定一个人、团队或组织是否达到了既定的标准。
5. performance management 绩效管理：绩效管理是一种过程，通过制定目标和标准，监测和评估表现，并提供反馈和指导，以确保员工在工作中保持高水平的表现。
6. performance improvement 绩效改进：绩效改进是指通过采取特定措施来提高表现和结果。
7. performance art 表演艺术：表演艺术是指通过音乐、舞蹈、戏剧等形式表现艺术，讲述故事或传递信息。
8. performance anxiety 表演焦虑：表演焦虑是指在表演前出现的紧张和焦虑情绪，可能影响表现。
9. performance bond 履约保证金：履约保证金是在一项合同签订时支付的一定金额，作为保证履行合同的承诺。
10. performance testing 性能测试：性能测试是一种过程，通过模拟真实情况来测试软件、硬件或系统的性能。
测试结果可用于改进产品或解决问题。
总之，performance 词根是一个非常常见的词根，在各种行业和领域都有使用，与成功和取得卓越成果有关。
理解和掌握这个词根及其相关的单词和短语对于掌握英语至关重要。
Performance Management 绩效管理
Evaluation Mechanism 評估機制的特色
Reliable 可信賴的 Able to provide accurate information about an individual’s performance
完成績效管理評估表格
Objectives review of last year and set staff’s objectives for coming year.
Schedule & conduct performance discussion with employee
為員工上年度所定的目標作回顧及制定來 年的目標
評估者簽署己完成的績效管理評估表格並 交予人力資源部
P.9
Performance Management – Role 績效管理 – 角色
Appraisee’s Role
Gather relevant data on your performance and prepare discussion with the appraiser
Attend Performance Evaluation meeting with your manager and share your self evaluation of your performance over the year Discuss your key accomplishments and areas would like to improve/develop in If objectives are applicable, please discuss preliminary objectives for the next fiscal year
mbo导向的绩效管理（MBOorientedperformancemanagement）
mbo导向的绩效管理（MBO oriented performance management）The successful implementation of MBO oriented performance management requires the enterprise from the concept, system, organizational environment construction to staff efforts in all aspects of assurance.Management and management are two aspects of mutual influence, interaction, unity of opposites in the process of enterprise development. Business is business oriented to external, external expansion means and to improve economic efficiency as the goal, it is often just a part of the enterprise by the bear, such as marketing personnel; management is for the enterprise, as a means to control and to improve the operation efficiency for the purpose, it is for all people in the enterprise request.The business organizations with different functions in the enterprise have different requirements to the operation and management. The marketing organization which bears the management responsibility is more demanding to maintain the vitality of the business. Too much management and too strict control will make the marketing organization lose its vitality, but the neglect of management will make the marketing staff in an inefficient and out of control state. A lot of marketing organization in dealing with the dilemma of "loose" and "management is too strict, loss of vitality is put, management is too loose, appear out of control, resulting in a" policy continuity and stability is poor, is not conducive to the long-term construction of marketing organization.Four stages of MBO oriented performance managementTarget management (MBO) performance management oriented by key indicators to realize the goal of enterprise selection, evaluation process and management process of unity, based on the implementation of the management and control of the key link, the performance management mechanism to fully mobilize the enthusiasm and creativity of the marketing personnel, stimulate business vitality and marketing organization. To achieve unified management and marketing organization.Planning, guidance, evaluation and incentive are the four stages of MBO oriented performance management are closely related to each other, and the management objectives of the planning, implementation, inspection and feedback four stages combine to continuously motivate marketing team to realize the goal of enterprise direction, promote a person's ability to grow, and in the process of the management become more goal of promoting the means of implementation, not only the control means.The planning stage is the first link of MBO oriented performance management, and it is the goal decomposition process based on the planning stage of the target management. The decomposition of the target requires the decomposition of the enterprise under the premise of ensuring the realization of the target, and in the decomposition process up and down communication, to reach consensus. The goal setting should follow the SMART principle, that is, specific (special), measurable (measurable), accessible (attainable), relevant (relevant) and time limited (time-based).The index of work plan that decomposes to each department andeach salesman, including sales plan, back payment plan, cost plan, promotion plan and personnel training plan, is the evaluation index of the month. This will be the overall goal decomposition layers, and to decompose the target as the evaluation index, can pull marketing staff efforts in accomplishing the goals of the direction, thus unifying each marketing goal and the goal of the entire enterprise.When the target decomposition is completed in communication, we can complete the design of the examination table.You can set a fixed index index, is directly related to the annual sales target, such as sales revenue, payment rate, expense rate, employee satisfaction (for marketing management personnel at all levels) and customer satisfaction (salesman); also can according to the specific circumstances of the monthly index changes, such as setting the promotion effect in the large promotion period evaluation the index, in the large-scale staff training or customer training set during the evaluation of training effect etc..The selection of assessment indicators should meet the requirements of hierarchical classification assessment. The hierarchical evaluation can be made by the same index set different production standards to reflect, because of the different levels of the marketing personnel have different requirements, the higher the level, the higher requirements, as indicated in the table level sales monthly sales revenue reached 2 million to 10 points, while the three salesman monthly sales reached 3 million only to get 10 points;Grading examination refers to the selection of different assessment indicators for different positions. The assessment indicators such as the competent marketing manager may be based on the sales income, payment rate, the rate of cost and customer satisfaction, evaluation index and charge distribution distribution manager may be based on the accurate rate, delivery rate, vehicle maintenance etc..Target decomposition is only the beginning of MBO oriented performance management. In the process of achieving goals, timely tracking of progress and appropriate guidance is an important link to ensure the realization of enterprise goals. First of all, it is the guidance in the process of target decomposition. At the same time, it is necessary to discuss the path and scheme of target completion between the upper and lower level, and fully estimate the possible problems. Through the analysis of the problem, the higher level can be targeted guidance, help marketing personnel to seize the key, enhance confidence.Secondly, in the process of the implementation of the plan, strengthen the control and guidance of key links, find problems and correct them at any time, in order to ensure the realization of the target. The control and guidance of key links can be carried out periodically through daily and weekly meetings, and can be tracked according to the key points of special events, such as the focus of the important customer development process.So, guidance is MBO oriented performance management is an important part of the marketing staff, on the key link oftracking and guidance, can help achieve personal goals, and personal growth in the process; to the enterprise, the key links of the tracking and guidance, can realize the effective management and control, timely discovery the problem is corrected, to avoid runs the risk of unified and effective management so as to realize the organization and control and improve business performance.Evaluation not only control assessment scoring table process, should be combined with the monthly planning meetings, debriefing meeting, the assessment results are discussed, and the lack of experience, and put forward the promotion and improvement measures. The results of the evaluation are completely public so as to form a full and open exchange of information between the business personnel.The evaluation index should use quantitative indicators as much as possible, and the relevant departments should try to absorb the opinions of the relevant departments as far as possible. At least 360 degrees of assessment should be adopted to make the evaluation objective and impartial. For example, the evaluation of the construction indicators of the departmental competent team can absorb the different weights of the relevant departments, such as employees, supervisors, departments and superiors, and the department heads who have the cooperation with the department.The evaluation results can be directly with the measures of staff economic incentives such as wages, bonuses, benefits linked, can also direct and non economic incentive measures such as honor, improvement of working conditions, to providedevelopment opportunities for contact.Combine the result of the appraisal with the economic reward measures such as salary and bonus. First of all, according to the different levels and nature of marketing personnel, design the salary and salary distribution of enterprise marketing organization. That is to say, according to the layered and classified examination plan of the company, to design the salary and salary distribution of the salary.On the basis of scientific design of salary and salary distribution, the result of evaluation is linked with the salary and bonus of employees, so as to realize the purpose of economic incentive. The salary distribution of different levels of marketing personnel, wages are also different, such as business personnel salary system including basic salary, performance salary and annual bonus, performance bonus is mainly decided on the completion rate of sales plan; the regional manager's salary consists of basic salary, monthly bonus, quarterly bonus and annual bonus, monthly bonus and the sales plan completion rate is directly related to business performance, and more quarterly bonus team atmosphere, and the relevant departments of the relevant organizations etc..In addition to economic incentives, enterprises can also take non economic incentives according to the results of the evaluation. For example, for two consecutive months, the assessment scores reached S or three consecutive months, the evaluation results exceeded A, in addition to raising the salary level, but also can be awarded honor, provide more opportunities for challenging positions.The foundation of successful implementationSuccessful implementation of MBO oriented performance management,It is necessary for enterprises to ensure their efforts from various aspects, such as idea, system and organization environment.First of all, enterprises need to get full recognition in terms of value for employees, to realize the goal of enterprise contribution will, on the basis of the establishment of the system of norms and procedures, ensure the continuity and standardization of MBO oriented performance management system from the policy, and on the basis of continuous optimization. In addition, the appraisal index set according to the specific circumstances of the objective and the flexibility to choose, such as the use of fixed index on the sales performance, the special stage of market evaluation of the use of temporary or special promotions, customer development index; on the different nature of different levels and positions have different assessment indicators and choose different weights. Performance management have an objective, fair and targeted.Secondly, create a positive organizational environment, create a good working atmosphere, promote the full and open exchange of information, so that employees understand the results of the assessment, make clear what is employee organization recognized and how hard get recognized MBO oriented performance management to achieve the goal of encouraging through theefforts of the team, pay attention to personal ability to grow in traction the goal, but not advocate personal heroism.Finally, the marketing team's quality is the foundation of MBO oriented performance management to ensure the success of the premise, marketing personnel in the identification of corporate values and business goals, have high personal qualities and learning ability, good team work spirit.In short, MBO oriented performance management is a management mode of performance evaluation and target management process of integration, in the management objectives of the planning, implementation, inspection and feedback of the performance management planning, guidance, evaluation and incentive process, and form a closed loop. On the basis of the control and management of key links, it can give full play to the role of traction and encouragement, improve the vitality of marketing organizations, and realize the unification of management and operation. In addition, the successful implementation of MBO oriented performance management needs systematic assurance, which requires enterprises to improve and improve all aspects of the cultural system construction, organizational environment construction to staff quality training and other aspects.。
人力资源管理 Session_Eight_-_Performance_Management
Performance Management cycle
A cyclical, repeatable process
Corporate Strategic Goals Process Review Monitoring and feedback
Goal setting cascade – Department, team and individual
Solving performance problems
• Sometimes problems will exist that need to be explored and solutions founds; can be through counselling, training and development • Important to involve employee in process • NOTE : Performance issues should be identified and dealt with prior to formal review meeting.
Measurement
• Measurement provides the basis for providing and generating feedback – can form the basis for development • All objectives must be measurable – how do you know if an objective has been satisfactorily achieved?
Objectives
• Can be expressed as targets (eg sales, new business generated by way of accounts, reduction in bad debt, etc..) • May be work related or personal, eg learning • SMART – Specific, Measurable, Achievable, Relevant, Timed • All objectives should be focused on achieving overall organisational goals • Objectives should interlink
新任主管管理能力发展课程绩效管理课程PerformanceManagement
28
工作内容 胜任能力
描述期待的行为
团队合作
•当别人需要帮忙，立即提 供协助。
•当大家遇到问题时，参与 讨论并提供意见。
•所负责项目如果和大家有 关，在做决定前询问大家 的意见。
•… •… •…
杰出表现 管理经验
29
描述期待的行为 – 练习
工作内容 胜任能力
•________________ ________________ •________________ ________________ •________________ ________________ •________________ ________________ •________________ ________________
17 5
13. 你设定目标并且清楚地和你的部属沟通。
20 3
14. 当有任何改变发生且影响到你的部门时，你善加管理，而且你的部 20 3 属知道如何因应。
15. 你定期和你的部属讨论他们的专业成长或生涯发展。
13 10
• 回收 23份 • 若干加总低于23分 – 少数未回答 • 总平均分数 11.52
14
得分在 0 和 5分 之间
▪ 你在管理员工绩效方面表现管理不佳。你的部 属对于公司对他们期望并不清楚，工作上他们 很少甚至没有得到你的回馈，绩效没有定期地 的被检视，而且员工绩效的发展和改进并未列 入高优先级。
▪ 你的单位的战略计划没有落实到员工个人的层 次。员工的士气低落，很可能他们的表现低于 应有的水平。
关于这一点，你有什么看法?
…要能准时完成报表，提早作业是很有效 的办法…
我希望每个月第五个工作天以前将报表交 给我，而且达到零错误率…
毕博-管理咨询工具方法—Performance Management Toolbox-chinese
绩效管理工具THE PERFORMANCE MANAGEMENT TOOLBOX制定并执行结构化与系统化的绩效管理体系是长期有效地管理员工的关键。
To effectively manage your team members on a long term basis, it is essential to implement a structured and systemised Performance Management system.这一结构化的体系使管理人员能够与员工一起分享自己的知识与经验，鼓励员工发展技能，达成其个人目标。
This structured system will enable the Manager to share his/her knowledge and experience with theirteam members, encouraging team members to develop their skills and achieve their personal goals.有效的绩效管理体系的优点在于：Some of the benefits of an effective performance managements system include:✍提供了一个学习与发展的系统程序Provides a systemised process for learning and development;✍使管理人员指导员工达成他们的目标Allows the manager to guide their team members towards his or her goals;✍在共同目标下，相互分享经验与观点The mutual sharing of experiences and opinions creates agreed-upon outcomes;✍创造一个团队间相互支持与鼓励的文化Creates a culture that inspires and supports team members;✍增加工作满意度、激励员工Increased job satisfaction and employee motivation;✍改善经理人员与员工间的工作关系Improved working relationship between manager and direct reports;✍提高员工工作效率More productive teams; and✍更加有效地运用公司资源More effective use of organizational resources.管理人员的一个主要任务就是扮演员工的“导师”。
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How can a firm design and implement a successful Performance Management System?---take an example of MOTOROLAWhat is Performance management ?Performance management is the process that managment use certain methods and system to ensure that the performance results of all staff and departments can be consistent with the the enterprise's strategic goal.Performance management is the centre of the HR management system , and it serves as imortant “feeders” to other human resources management activities. For example,the prerformance management is rooted in job analysis.we should make the key index and stander of performance appraising based on it. Performance management is based on the simple idea—when people know and understand what is expected of then , and have been able to take part in forming these expectations,they can and will perform to meet them .Why designing and implementing a successful Performance Management System is such important to a firm?In the process, on the basis of continuous two-way communication with employees, managers help employees set up performance goals and help employees constantly realize personal performance goals. performance management should eventually enable enterprises to sustainably develop, andemployee's performance can constantly improve.Performance management systems can help managers to be teachers, counselors and friends, as much or more than they are commanders and judges,it can also hepl managers to trust people to use their own methods to achieve the manager’s own ends. And delegate on the basis of a positive will to trust and to enable, and a willingness to be trusted and enabled.By successful performance manage ment ,managers can become ‘post-heroic’ leaders who know that every problem can be solved in such a way as to develop other people’s capacity to handle it .performance management is through the whole process of modern enterprise management, is an extremely important role of improving enterprise competition ability and shaping the core competitiveness of enterprises.How to design and implement a successful Performance Management System?However,problems and difficulties will offen appear when enterprise are in the actual implementation of performance management.Successfully implementing performance management can effectively decompose and achieve the strategic goals of the enterprise step-by-step.To carry out effective performance management system should comply with rules of openness , transparency and fairness in the ewaluation process, and principles of feasibility and practicality. advocating competition and reward motivation is also important.In addiontion, effective performance management system should do the following:1) building clear and reasonable objectives and goalsThese objectives and goals should be in the unity of enterprise overall goal. Performance target system is the beginning of maintainning staff and performance management cycle system.Good performance objective will be a good start for subsequent performance management work.The ultimate goal of performance management is to realize the enterpriseoverall strategic target . The nature of performance management is to make every employee have clear goals and clear responsibility.Enterprise strategic targets and annual business plan are the basises of enterprise management and also the foundation of performance management. To implement multilevel target management system, enterprise should have clear strategic goals and business plan according to their own actual situation and the requirement of the management objectives, and establish index system and assessment standard at all levels of management.Evaluation should focus on the core indicators of performance management at all levels. The value on the index system is consistent with the enterprise's strategic objectives.2) determining the key performance evaluation indicators should combine quantitative index and qualitative index.Key Performance indicators (KPI) means quantitative or qualitative standard system which can sufficiently reflect the characteristics of the nature of the appraisal object and behavior and can be used to communicate and review the performance of evaluators.There is an important principle to determine key performance indicators, namely the SMART principle,⏹S stands for Specific,⏹M represents Measurable,⏹ A represents Attainable,⏹R represents Realistie,⏹T represents Time – bound (with A Time limit)Measurable is particularly important, Measurable performance indicators are either quantitative or qualitative.Evaluation index should be practical and operable, then required data can be available to achieve the target and control the actual fluctuations within a reasonable range.Different levels of management are with different weights of the assessment results. The higher level management employees are,the higher weights they link to enterprise overall results.Enterprise managers must fully understand the specific work content of every employee, and develop work instructions with emloyees, seize the work elements,and determine main point of work.Content of Each evaluation index need to be comprehensive. Evaluation should be from multiple perspectives such as quality of task, work efficiency and work attitude to make the evaluation results reflect the objective reality.Evaluation indicators should not change frequently.However, index weight should be adjusted at different time and environment, then both to ensure the sustainability of assessment index, and the effective guide and constraint role of target system .In daily performance management work, quantitative index and qualitative index should be combined effectively according to each employee's job and work content.As for employees in production, sales department etc, quantitative index can be completely used as a rigid inspection, qualitative indicators can be used as indicators of incentive.For administrative department managers, most need to adopt the qualitative index as evaluation indicators, the quantitative index are just used to reflect performance, but should not be too much for the proportion of the department manager and similar jobs. They are not only responsible for the department's current performance, also responsible for development and planning of the future market .3) Always pay attention to two-way communication.Some current managers often make the mistake of thinking that performance management is only what managers should do to employees, that the employees are completely the assessed, managers are these whol set performance standards and impose on employees.Then employees are easily prone to resist, which makes the implementation of the performance management difficult. Owing to lack of communication between the superior and the subordinate, performance management can’t reach the desired goals, but also seriously affect the enthusiasm of employees.Performance management is a common responsibility of the managers and employees.Employees need to have a deep understanding on the importance and necessity of performance management ,which boosts the the subjective initiative and enthusiasm of employees to participate in the performance management.Social psychologies have an important discoveries that when people are involved in decisions making process, they tend to stand your ground. The essence of communication is to make the employees to participate in, which makes employees from passive recipients to decision makers, and greatly mobilize the enthusiasm and initiative of employees.For example: MOTOROLA——people-oriented performance management Mature performance management system and strong execution, andpeople-oriented performance management of MOTOROLA.From the company CEO, down to every ordinary member of the MOTOROLA over the world to all employees are follow a set of performance management system called "personal commitment".The success of the whole performance management of MOTOROLA is humanized management. this is the embodiment of MOTOROLA ‘s core beliefs-- "people-oriented".Throughout performance objectives, assessment methods, and feedback mechanisms of MOTOROLA, each project, each program, even each step, manifests the culture of respect to people.1) "smart" goals--SMART principle, target opennessIn fact, MOTOROLA's performance management system is designed according to the principle of the balanced scorecard, and refer to development the national quality standards. At the beginning of each year, MOTOROLA will consider the company overall strategic goals, department business objectives, as well as personal and professional development of employees when seting performance targets. When seting goals , principle of SMART usually should be emphasized. From two aspects, when seting specific work target of each employee:a) on the one hand is strategic direction, including long-term strategy and priority goal;b)on the other hand is performance, including finance, customer relations, employee relations and employee leadership, strategic planning, information and analysis ability, human resources development, process management.In MOTOROLA, target seting is transparent and open. Everyone often participates in discussion according to the overall goasl of the company and department goals, then objectives are assigned to each person. After finishing making target, direct communication can be made with higher managers later, sometimes adjustments can be made if necessary.2) multidimensional evaluation--relative performance evaluation, 4 E+ 1 E standardIn addition to the scorecard, MOTOROLA also adopt other methods, and striveto make the performance evaluation with objective comprehensiveness, fairness and justice.MOTOROLA sets up a method called "relative performance evaluation" . ask an employee with who is associated and main work is common overlapping to evaluate the employee. Thus confine out of the narrow longitudinal range, but in a broader range of horizontal evaluation performance results are relatively objective.Meanwhile, when evaluating employees’ behaviors, M OTOROLA uses the “4 E + 1 E“specific evaluation criteria.⏹Envision, including strategic thought, sensitivity of dynamicdevelopment of industry, innovation consciousness;⏹Energize, namely, to establish and maintain relationships, and lead theteam, and to be energetic;⏹Execute, including planning and organization, result oriented, customerfirst;⏹Edge, namely, to be bold, and take risks;⏹Ethics, and also is the respect for others and work ethic.3) communication with skillsAt MOTOROLA, from headquarters, to operational level, there is great respect to talents. The company is not hierarchical and there is no constraint, which create a very friendly working environment, and cultural atmosphere from top to bottom staff is very actively good. Employees can be free to have any ideas, and can communicate easily and comfortably with the management.In order to improve the communication skills of managers, MOTOROLA China compan y has been constantly strengthening training over the year s. One is for the echelon training of managers, also the mount guard and training for new managers. Training includs the company policy propagan da, the behavior of the management staff skills,and how to effectively com municate with employees. At the same time, the company also sets up on -the-job training, which let managers master specific communication skills gradually in the process.Conclusionperformance management is the core content of modern human resources management . Performance management is one of the most important part of enterprise management.There are many difficulties and problems in performance management system through actual operation process. As for these difficulties and problems, there are two reasons:one is the system failure, namely because the way of working procedure such as design and selection is not reasonable;the other is failure of appraiser on the understanding of the system, which makes it dysfunctional so that enterprise managers have to use a variety of techniques and methods and flexible performance management strategy, to ensure the effective operation of performance management system.。