企业如何建立360度回馈信息系统

本文在介绍360度回馈概念的基础上,分析企业导入该系统需要的条件和注意事项,及如何建立一个专门小组进行实施。最后设计了一个360度回馈与企业计算机内部网相结合的信息系统,并解释了模块之间的关系和运作流程。     

360度绩效考核的障碍与清除

360度绩效考核主要是对一个组织的成员进行自上而下、自下而上、本人的、平级的以及来自企业外部的顾客的全方位的考核。相较于传统上对下的绩效评估制度,360度绩效评估制度兼具全面性与客观性,更能真实反映员工整体的工作表现。此外,由于员工参与整个考核的过程,考核结果容易取得员工的信任,而员工接受到这些回馈时,心中也会愿意接受评估的结果,进而改善自己的工作表现。     

如何使360绩效考核制度在高校管理中更有效

360度绩效考核制度由于其具有多维度评估,全面客观准确的特点,应用范围越来越广泛。本文首先介绍了360度绩效考核制度的含义,然后从其实施的原则和在高校管理中实施该考核制度应注意的问题两个方面分析了360度绩效考核制度实施原则在高校管理中的应用。其中360度绩效考核制度实施的原则涵盖了准确性、参与性、客观性、畅通性、保密性和回馈性六个方面的内容。在其实施的过程中要注意理念的引导、高校文化的匹配度、目标明确、评估内容的侧重、参与者的选择和考核结果的回馈等不同方面的因素。     

走出360度反馈问卷设计的误区

越来越多的企业开始接受和使用360度反馈的方法,尤其是在对员工进行个人发展辅导时,可是令人力资源经理又爱又恨的是,这样一个被世界500强企业广泛使用的"最佳实践",在自己的企业实施时却总是出现这样或那样的问题,最终导致所有参与360度反馈的人都叫苦连连、怨声载道.其实,360度反馈法是一个系统工程,从问卷设计到实施、应用,每个步骤都包括了诸多需要考量的因素.     

提高企业360度绩效考核有效性的策略

在全球经济一体化的背景下,我国企业的发展面临着巨大的冲击和挑战.如何提升企业生产质量和绩效管理水平,是企业生存和发展的永恒主题.本文结合企业的实际,对企业实施360度缋效考核的目的进行了阐述,对企业实施360度缋效考核中存在的问题进行了剖析,并进一步指出提高企业360度绩效考核有效性的措施与建议.     

360度考核在互联网企业中的应用分析

本文对360度考核在互联网企业中的应用方法进行了分析和研究,从客户、上级、下级、平级等多个维度探索考核管理方法的科学性,将360度考核管理方法实施前后的绩效进行对比,验证企业实施360度考核管理办法对组织绩效的意义与价值。     

如何应用360度考核改善员工绩效

360度考核是20世纪90年代末最能引起人们关注的管理创新方式之一。最近几年，国内越来越多的企业将其作为员工考核的重要手段，似乎360度绩效考核成了企业管理的法宝。但是从实际情况来看，相当一部分企业在推行过程中却遇到了很大的阻力，并且效果也不佳，甚至造成了公司的人际关系紧张，给公司带来了不利的影响。主要是因为长期以来，人们对360度反馈的研究大多是有关于什么是360度反馈，如何实施360度反馈，     

谈我国传统文化背景下的360度绩效评估法

许多西方企业都使用360度绩效评估法进行企业绩效考评，并取得了较好的效果。近年来，我国企业也纷纷引用这种绩效评估方法，但是效果却不是很理想。本文在对360度绩效评估法进行了概述后，重点从五方面介绍了我国传统文化对360度绩效评估法的消极影响，最后提出了四点对策和建议。     

360度评估不是水土不服

360度评估在西方很多企业里是对员工进行业绩评估的非常有效的工具。最近几年,这个工具在我国也逐渐开始使用,但是有些企业在实施过程中不能达到预期的效果,有的业内人士指出:360度评估在国内受到众多因素的制约,在中国企业中不适用。而我们也看到,360度评估在一些国内高新技术企业里(尤其是IT行业)迅是得到了较好的运用。由此可见,360度评估并不是水土不服,而是要因地制宜。     

物流企业人力资源准备度评价指标体系的构建

通过对物流企业人员流失和人力资源准备度进行分析,基于平衡计分卡和360度考核方法构建了物流企业人力资源准备度的关键绩效考核指标,通过对指标的量化考核,不断完善企业人力资源准备度相关流程,最终提高物流企业人力资源准备度的有效性。     

360 degree feedback: how many raters are needed for reliable ratings on the capacity to develop competences,with personal qualities as developmental goals?

360 degree feedback is a widely used technique in the area of strategic human resource management (SHRM) and strategic human resource development (SHRD). The reliability of 360 degree feedback on the capacity to develop personal qualities has been investigated. This study shows to what extent the number of raters is related to an increasing reliability and an enhancement of correlation between supervisor and peer ratings. Ten raters are needed to reach a satisfying reliability level of 0.7 for the rating of the capacity to develop personal qualities, while six raters are needed for a reliability level of 0.7 with regard to the rating of motivation to develop these qualities. The use of two or three peer raters, as is common in the daily HRM/HRD practice, results in low reliability levels and in low agreement between supervisor and peer ratings. These results imply that 360 degree feedback is more useful in a personal growth system than in an administrative system, where the outcomes of the feedback are considered to be objective representations of work behaviour. Further implications for the SHRM/SHRD practice, especially concerning the development of competences, with personal qualities as developmental goals, are discussed.     

北京某公办养老机构人员绩效管理现状分析及对策研究

我国公办养老机构担负着政府养老工作的示范、辐射职能,是政府机构服务的延伸。本文通过对北京某公办养老机构人员绩效管理现状分析,提出公办养老机构应完善人员绩效管理运行系统。引入平衡计分卡,全面科学分解养老机构的组织目标。引入360度反馈评价,增强服务对象对公办养老机构的评价功能。实现绩效评估结果应用多样化。科学构架组织结构,合理进行岗位设置,明确职责,完善岗位说明书。完善人才管理体制,创造良好用人环境。     

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

Wanted: High‐performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360‐degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self‐awareness and behavioral management. In a small manufacturer, this feedback‐coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm's performance. This feedback‐coaching may be a winning combination to help in the competitive battles in today's global economy. © 2004 Wiley Periodicals, Inc.     

Closing the circle: participant views of a 360 degree feedback programme

The use of 360 degree feedback is becoming increasingly commonplace in organisations. It is claimed that this programme offers a more rounded diagnosis of development needs resulting in more effective development plans for individuals and more strategically focused investment in training for the organisation as a whole. These claims are tested in a qualitative and quantitative field study of participants in a 360 degree programme for middle and senior managers at a UK university. Some elements of the programme are found to work better than others, but participants rate their experience of almost all aspects of training and development as significantly better than a matched sample of non‐participants, and this leads to more positive global evaluations of the employer. The implications for the use of 360 degree programmes are discussed with regard to the critical HRM literature.     

基于360度绩效考核体系的机关绩效考核设计——以SDNY集团为例

本文以SDNY集团为例,以360度绩效考核理论为基础,研究探索如何对机关工作人员的绩效进行客观、公平的评价和考核,从而不断提高员工绩效水平,增强公司在市场中的竞争力,促进在公司内形成积极向上的氛围。     

Multisource feedback: Lessons learned and implications for practice

Organizations around the world are using multisource, or 360‐degree, feed‐back. Although many HR practitioners embrace it as an important mecha‐nism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three‐year investigation of an MSF implementation in two organizations. © 2007 Wiley Periodicals, Inc.     

中小型制造企业生产异常事件的诊断与处理

本文对中小型制造企业生产异常情况的成因、分类及影响进行了探究分析,并针对中小型制造企业生产中的异常不能及时反馈和处理,以及生产效率和交货期等难以管控的现状,研究设计了一套对中小型制造企业生产过程异常的诊断流程与处理方法,为中小型制造企业解决此类问题提供了有益参考。     

The Global Leadership Life Inventory: development and psychometric properties of a 360-degree feedback instrument

The purpose of this paper is to describe the design of Global Leadership Life Inventory (GlobeInvent), a 360-degree leadership feedback instrument. This instrument is presently used in executive programmes to help identify the operational mode of individual executives. Proper use of this instrument enables the user to determinate those areas of leadership behaviour where improvement is needed.

Because most studies pay attention only to the surface manifestations of leadership, most leadership feedback instruments, in turn, are not concerned with the psychodynamic processes that underlie leaders' character and behaviour. To address this gap, the GlobeInvent is based on a clinical orientation to the study of leadership. This approach provides a more complete analysis of the ‘inner theatre’ of leaders?–?that is, what makes them tick?–?as well as measuring the dynamic, two-way relationship between leaders and followers.

The first step in designing the instrument was to pinpoint significant themes pertaining to exemplary leadership. To that end, semi-structured interviews with senior executives were held. The leadership dimensions that emerged from that process were then tested on an international sample of senior executives. Analysis of the data from the testing confirmed the existence of twelve robust dimensions with a high reliability and internal consistency.

Because the GlobeInvent is a 360-degree feedback instrument, this article addresses differences between ‘Self’ scores and scores given by others (‘Observers’), gender differences in scoring and the influence of nationality, management experience and age on test results. The implications of using such an instrument as a 360-degree feedback tool are reviewed, and suggestions for future research are offered.     

可持续性融资的系统动力学分析

针对目前房地产行业存在的一系列问题,从企业自身利益入手,把可持续性融资理念应用于房地产开发企业,并依据系统动力学原理,对可持续性融资体系进行系统性、动态性分析,建立了一个基于系统动力学的可持续性融资体系模型.同时,分别对可持续性融资体系中的预警机制和反馈机制作简要分析,阐述其作用原理.     

校企合作战略联盟反馈控制机制研究

校企合作是经济发展和技术创新的必然要求。本文在对校企合作战略联盟内涵界定的基础上,构建了校企合作战略联盟反馈控制模式,高校和企业之间建立起密切的战略伙伴关系,通过实现资源共享,实现利益均沾"、互惠双赢"的目的。校企合作战略联盟系统是复杂反馈系统,通过反馈机制,不断调整系统,促进合作的顺利实施。校企合作战略联盟反馈控制机制需要强化控制意识、控制机制实施和构建信息系统三方面开展。