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在绩效考核中,企业管理者常常被这样三个问题困扰:一是公司实际经营绩效与各部室考核得分不一致,部室实际绩效与部室内员工考核得分不一致;二是各部门的员工考核得分相对比较集中,没有根据真正绩效拉开差距,即使绩效较差部门员工的得分,彼此相差也不过几分;三是不同部室员工之间对彼此考核结果的认同度不高,因为个别部室领导为了不让本部门员工“吃亏”,而放宽考核标准。这三大问题导致绩效考核不真实、不合理、没成效。那么怎样才能让绩效考核更有效呢?本文将通过H公司绩效考核处理技术的改进案例,为HR工作者提供一种解决思路。
In the performance appraisal, enterprise managers are often confused by three problems: First, the actual performance of the company and the Ministry of assessment scores are inconsistent, the actual performance of ministries and departments of internal staff assessment scores inconsistent; Second, the various departments of staff assessment scores relatively Concentration, there is no gap according to the actual performance of the gap, even if the performance of poor staff scores, but also a bit different from each other; Third, different departments and staff between the assessment results of each other is not high, because the leadership of individual departments in order to prevent The department staff “suffer”, and relax the assessment criteria. These three problems led to the performance appraisal is not true, unreasonable, not effective. So how to make the performance appraisal more effective? This article will be through the H company performance appraisal processing technology to improve the case for HR workers to provide a solution.