不同部门员工绩效评价结果的协调和比较

本文针对不同部门员工绩效考核结果难以比较的问题,首先分析其产生的原因,进一步提出了解决方案——将部门绩效考核体系纳入公司绩效评价体系中,形成"公司对部门,部门对员工个人"的考核系统。     

企业绩效考核存在的误区及对策

<正> 如何对员工的绩效进行考核,是企业管理者面临的一个重大问题,也是人力资源管理的核心内容之一。很多企业已经认识到绩效考核的重要性,并且在绩效考核工作中投入了较大的精力。但目前许多企业的绩效考核工作仍然存在—些明显的误区。 误区之一:绩效考核定位的模糊与偏差 有的企业往往不是将绩效考核简单化,就是给绩效考核赋予太多的内涵。我们经常会看到这样的情景,每当到了季度末或年末的时候,单位或部门就会要求员工对自己过去一段时间的工作进行回顾与总结,主管根据员工的总结和平时     

绩效考核改革对企业人力资源管理的影响

在企业的各个组成部门中,人力资源管理是重要组成部分,绩效考核作为人力资源管理的有效手段,能够为人力资源管理提供管理高层决策是否正确有效、员工工作积极性、企业发展方向正确与否等准确信息。换句话说,没有适合企业的绩效考核,就不能及时发现企业存在的问题并予以纠正。本文阐述企业人力资源管理中的绩效考核地位和作用,就绩效考核中存在的问题,提出了相应的改革措施。     

国有企业人力资源绩效考核问题及对策

国有企业可以通过合理的绩效考核加强对员工的管理,从而提升国有企业人力资源的有效利用率。现阶段,部分国有企业内部存在人力资源绩效考核不合理的问题,会影响员工的工作积极性,从而使绩效考核难以发挥原本的作用。因此,国有企业需要针对其人力资源管理存在的问题,制定相应的对策,从国有企业人力资源绩效考核存在的问题出发,针对国有企业人力资源绩效考核问题,找出相应的解决对策。     

集团企业人力资源绩效考核体系的完善策略研究

<正>集团企业由于其业务具有复杂性和规模性，使得其的人力资源绩效考核显得尤为重要。制定科学和完善人力资源绩效考核体系有助于企业员工明确自己的工作目标、企业更加准确地了解员工的工作能力和工作态度、企业内部管理更加规范化和科学化以及推动员工行为与企业发展目标一致。但是，在实际运用人力资源绩效考核过程中，很多集团企业的绩效考核体系还存在一些问题，例如，绩效考核体系不健全、绩效考核体系与企业发展目标脱节、员工绩效薪酬的结构比较单一、员工对绩效考核的认识不到位、绩效考核结果应用不充分，这些问题导致集团企业的绩效考核的作用并没有得到充分发挥。基于此，本文首先阐述了人力资源绩效考核体系的意义以及人力资源绩效考核体系的制定原则；接着总结了目前集团企业人力资源绩效考核体系的不足；最后详细分析了集团企业人力资源绩效考核体系的完善策略，以期可以为相关集团企业的工作人员提供一定的借鉴和参考，推动人力资源管理工作水平不断提高。     

浅谈绩效考核在企业人力资源管理中的作用

国有大中型企业的管理考核问题一直是困扰企业人力资源部门的难题,笔者从事多年的企业人力资源管理工作,结合自己在国有企业中的员工绩效考核工作,从绩效考核概念、原则、目的等方面谈一点认识.     

国有企业绩效考核体系优化的路径

<正>国有企业在人力资源管理发展过程中,最主要的管理内容之一就是对员工的绩效考核。本文通过对当前国有企业绩效考核体系中存在的问题、优化的基本原则要求进行阐述,从而提出优化的路径探索,以促进国有企业整体的高质量、可持续发展。绩效管理理念不强绩效考核体系是国有企业人力资源管理的核心部分,但是相关的绩效考核体系建立和对绩效的管理工作等并不完全由人力资源管理部门自主进行,这就需要企业成立绩效考核工作领导小组,     

浅析人力资源管理部门绩效考核工作的开展与实施

绩效考核是现代人力资源管理部门的重要工作之一,其在我国的企业中也得到了广泛的应用。但是我国企业的绩效考核工作开展却不尽如人意。这也使得如何能够根据企业的实际情况可学有效的进行绩效考核工作成为了现代企业人力资源管理部门面临的首要问题。本文就人力资源管理部门绩效考核工作的开展与实施进行了简要论述。     

提升企业员工绩效考核满意度的对策

绩效考核,是一种正式的员工评估制度,它是人力资源管理的核心业务环节,在企业人力资源管理工作中起到举足轻重的作用。企业员工绩效考核满意度是指员工在所在组织中接受绩效考核后产生的一种总体的、带有个人色彩的真实感受,它具有很强的个性特征,员工的满意度越高,其工作绩效也越高。本文在对绩效考核满意度相关理论介绍的基础上,具体分析了影响我国企业员工绩效考核满意度的影响因素,为提升企业员工绩效考核满意度提出了解决对策。     

从实际案例看企业绩效考核的实施前提

一.绩效考核概述现代人力资源管理是一套完整的体系,目前对其所包含的内容有多种划分方法,有学者提出了"人力资源管理4P环节";也有认为人力资源管理就是选人、育人、用人、留人的有机结合。笔者根据多年来在企业从事人力资源策划的经验,认为人力资源管理从职能上来划分可以简化为5P模型,即Position、People、Performance Appraisal、Payment和Positive attitude: Position:主要指岗位设置,包括岗位职责、岗位技能要求、岗位考核指标等。 People:主要指人员测评,包括对岗位的定员、人员测评等。 Performance Appraisal:绩效管理,包括对部门和员工的绩效考核、绩效考核的反馈、绩效考核结果的运用等。 Payment:薪酬管理,包括员工工资、福利、奖金及股票期权等的管理。 Positive attitude:主要是指企业文化,如何培养员工对企业的认同感,保持员工的积极工作态度。 5P的相互关系如下图所示:     

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. © 2014 Wiley Periodicals, Inc.     

医院护理人力资源配置现状及优化对策

当前护理人员配置不足的现象在各医院较为普遍。人力资源部门应与护理部门配合,共同分析医院护理人力资源现状,从把好招聘关、优化人力资源配置、合理绩效激励机制、护理人员培训及管理者更新管理观念等几方面制定有效应对措施,逐步改善护理人力不足状况,满足临床护理工作需要。     

基于团队的人力资源绩效考核与管理策略

当今人力资源管理理论正在不断地发展,而绩效考核与管理作为人力资源管理中的核心事宜,其当前更是得到了较为广泛的关注。通过对部分企事业单位人力资源绩效考核与管理状况进行分析可以发现,绩效考核与管理进程存在着一些明显不足,在其相关因素的影响和作用下,一系列不足也演变为了具体的绩效考核与管理问题。基于团队的人力资源绩效考核与管理带有一定特殊性,论文对相应问题进行分析,并就如何在团队视角下进行人力资源绩效考核与管理提出合理建议。     

Doing it for themselves? Performance appraisal in project‐based organisations,the role of employees,and challenges to theory

We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.     

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Supervisor's human resources (HR) decisions have a significant impact on the employees they manage but have been found to be subject to bias. The upward influence tactics use by subordinates can play a role in this. We investigated the effects of seven upward influence tactics on supervisor job‐performance ratings and the extent of subordinate flexible working arrangements (FWAs). Supervisors are often responsible for determining whether employees are granted FWAs. We posit an alternative theoretical mechanism by which upward influence tactics bring about their effects, mediated through two distinct types of respect, mutual appraisal respect and mutual recognition respect. We collected data from 389 matched supervisor–subordinate dyads, and found that both mutual appraisal respect and mutual recognition respect mediated relationships between several upward influence tactics and both job‐performance ratings and FWAs. Our findings show that upward influence tactics affect the quality of the relationship between employees and their supervisors, specifically, these two forms of mutual respect. Further, both mutual appraisal respect and mutual recognition respect may explain why supervisors show favoritism to some subordinates over others, in reaching HR decisions in these areas.     

Quality of appraisal practices in Indian PSUs: a case study

The main aim of the study is to assess the level of expectation and experience regarding the consideration of the skills relating to internal marketing in performance appraisal report while evaluating performance of human resources in Indian Oil Corporation Limited (IOCL) (AOD; Assam Oil Division), Digboi. This study also attempts to assess the level of expectation and experience regarding ideal ‘post-performance-appraisal-scenario’ in IOCL (AOD), Digboi. Furthermore, the study ventures to assess the level of overall satisfaction with performance appraisal system of the company as perceived by the employees, i.e. the internal customers. The study has looked into performance appraisal as a tool of human resource management through the lenses of internal marketing skills in the context of Central Public Sector Undertakings, which have very narrow base of internal Customers. This new approach has the potential to orient the Public Sector Undertakings to the market-driven economy.     

基于合作博弈模型的企业内劳动力市场运行效率探究

企业内劳动力市场是研究企业内部人力资源配置方式的。这一理论将人力资源的开发、配置、管理的市场分析触角探伸到企业内部,从而在很大程度上避免了古典经济学框架下的"企业质点"的局限。企业内劳动力市场为雇佣双方建立一种合作博弈关系提供了可能,从而在很大程度上避免了短期雇佣中各自的机会主义行为,产生合作双赢的效果。     

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system1

While performance appraisal research has a rich history, we sought to address a long‐noted void in the human resource management (HRM) literature, namely an investigation of employees' reactions to a newly introduced performance appraisal. Specifically, we examined the reaction of 408 unionised employees to a newly introduced performance appraisal system. Reactions examined included appraisal satisfaction, job satisfaction, appraisal fairness, goal setting and the perceived purpose of the system. Satisfaction with the appraisal system was higher when (a) employees perceived it as being fair, (b) it was used primarily for developmental purposes and (c) it allowed them to participate in goal setting. Of additional importance, perception of a developmental focus in the appraisal partially mediated the relationship between appraisal satisfaction, and each of job satisfaction, appraisal fairness and goal setting.     

事业单位人力资源管理中的薪酬对策剖析

在经济快速发展的过程中,事业单位人力资源管理工作的重要性日益凸显,受到了社会各界的重视,事业单位人力资源管理制度也逐渐完善,通过有效的人力资源管理,充分调动员工工作积极性,在事业单位内部形成良好的竞争氛围。事业单位人力资源管理工作中,薪酬管理是最为重要和关键的一项工作内容,通过制定合理的薪酬激励制度以及奖惩制度,能够使员工的工作积极性得到充分调动。论文就当前事业单位人力资源管理中薪酬管理工作存在的问题以及相应对策进行探讨。