4绩效评估.pptVIP

The Objectives of the Performance Review Program 績效評估的目標 -To Provide Information for Salary Administration 提供薪資管理的訊息 -To Provide Information for Promotion 提供陞遷決定的訊息 -To Improve Performance on the Present Job 提供改進現職績效的訊息 討論 就您心目中理想狀況而言: A) 將績效評估對做為管理的工具,可發揮哪些功能? B) 績效評估可分為”人員管理”與”發展”兩個方向, 您認為應合併或分別舉行嗎 ?各有什麼利弊? C) 您認為要發展出成功而且有效績效評估的制度, 需要有哪些人或單位的參與? D) 推動績效評估制度成功與否與評估者/被評估者的心態與互動息息相關 ,請問就您的角度應如何促成績效評估制度的完滿? 交叉配對法 說明 Consider all those on your list in terms of their (quality). Cross out the names of any you cannot rate on this quality. Then select the one you would regard as having most of the quality. Put his name in Column I, below, on the first line, numbered 1. Cross out on your list. Consult the list again and pick out the person having least of this quality. Put his name at the bottom of ColumnⅡ, on the line numbered 20. Cross out his name Now, from the remaining names on your list select the one having most of the quality. Put his name in the first column on line 2. Keep up this process until all names have been placed in the scale. 討論 方才我們已經討論過一些評估的方法, 但是沒有一個方法可說是十全十美的, 但是確有一些是較切合實用價值的 ,請評述您對每種績效評估工具的優略點與可行及不可行之處 其實最佳的績效評估方式應該是指最適用的績效評估方式 就此而言 您可否告訴我們您心中最理想的績效評估管理方式為何? 為什麼? 360度績效評估 平衡計分卡 Balanced Score Card 平衡計分卡 誠如Tower Perrin 的David Gates所言: A　Balanced Scored Card “Allows companies to focus on building future . economic Value, rather than be driven solely by short-term financial results Yardsticks cline to measure things like customer satisfaction, the abilities to innovate , product or service leadership. 平衡計分卡基本定義 整合策略下的「產物」，是衡量績效的新架構 除財務績效外，另外發展出顧客、內部流程、學習與成長三層面 每個層面均可分為目標、量度Measure、指標Standard Index 以及行動四個因子作為衡量的依據 必須以願景與策略整合觀點來思考 平衡計分卡 平衡績效卡是一種極為實用的管理技術，用來結合企業遠景及營運的關鍵成功因素、主要績效衡量指標和目標 實施BSC的基本步驟 Organizational Learning, Growth, Innovation Customer Flow and Process 創新→ 行銷→營運→售後服務/品質保證 Customer needs→ Marketing Identity →Operations → Service →Customer Satisfaction B. 提供附加價值、專業、高服務品質 Finance 營收成長的組合 成本下降，生產力提升 資產利用程度 投資策略 不同階段的考量