SY公司员工绩效考评方案设计
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摘要
本论文通过对绩效考评相关理论的分析研究，对SY公司员工绩效考评体系进行了比较全面的分析，总结了SY公司在绩效考评过程中的经验和不足，并针对存在的问题提出了绩效考评的改进方案。
SY公司绩效考评值得借鉴的方面有：对考评的目的进行了明确的定位、绩效考评过程中强调沟通、明确绩效考评是各部门管理者的工作、重视绩效目标的管理、实行员工的自我评价以及采用了比较科学的考评等级确定方式。
同时，SY公司在绩效考评过程中存在以下问题：考评覆盖面较窄、考评手段欠科学、绩效目标制定不合理、沟通不当、考评中存在偏差以及考评结果的反馈和运用不当。
针对考评中存在的问题，作者提出了SY公司的绩效考评改进方案，其主要思想为建立分层分类的绩效考评体系，实现对员工的个性化考评。该考评方案的具体内容包括：明确划分员工的职层、职类；确定合理的考评内容；确定适宜的考评周期；选择恰当的考评形式；合理安排考评的组织机构及考评程序；有效确定考评成绩；合理运用考评结果。
After study the employee appraisal system comprehensively, guided by the related theory, the author summarized the strengths and weaknesses of company SY, and put forward another appraisal scheme for it.
The current evaluation program has following experiences for reference, such as orientated the practical aims for performance evaluation, emphasis communication through the evaluation process, clarify the appraisal responsibility to all managers, value the management of objectives, adopt self-rating and made the performance ratings reasonably.
While the following issues should be paid much attention to, only partly included ratees, unpractical appraisal measures, irrational objectives, improper communication, rating errors, unsuitable feedback and inappropriate usage of ratings.
In accordance with these weaknesses, the new program is based on the division of layer and category of position; contend to an individualized appraisal method. The new plan include the following parts, differentiate the layer and category of the position clearly, set appropriate performance goals, determine suitable rating cycle, choose right appraisal form, arrange the exact raters and session, confirm performance ratings and rationally apply the ratings.
SY公司绩效考评值得借鉴的方面有：对考评的目的进行了明确的定位、绩效考评过程中强调沟通、明确绩效考评是各部门管理者的工作、重视绩效目标的管理、实行员工的自我评价以及采用了比较科学的考评等级确定方式。
同时，SY公司在绩效考评过程中存在以下问题：考评覆盖面较窄、考评手段欠科学、绩效目标制定不合理、沟通不当、考评中存在偏差以及考评结果的反馈和运用不当。
针对考评中存在的问题，作者提出了SY公司的绩效考评改进方案，其主要思想为建立分层分类的绩效考评体系，实现对员工的个性化考评。该考评方案的具体内容包括：明确划分员工的职层、职类；确定合理的考评内容；确定适宜的考评周期；选择恰当的考评形式；合理安排考评的组织机构及考评程序；有效确定考评成绩；合理运用考评结果。
After study the employee appraisal system comprehensively, guided by the related theory, the author summarized the strengths and weaknesses of company SY, and put forward another appraisal scheme for it.
The current evaluation program has following experiences for reference, such as orientated the practical aims for performance evaluation, emphasis communication through the evaluation process, clarify the appraisal responsibility to all managers, value the management of objectives, adopt self-rating and made the performance ratings reasonably.
While the following issues should be paid much attention to, only partly included ratees, unpractical appraisal measures, irrational objectives, improper communication, rating errors, unsuitable feedback and inappropriate usage of ratings.
In accordance with these weaknesses, the new program is based on the division of layer and category of position; contend to an individualized appraisal method. The new plan include the following parts, differentiate the layer and category of the position clearly, set appropriate performance goals, determine suitable rating cycle, choose right appraisal form, arrange the exact raters and session, confirm performance ratings and rationally apply the ratings.
引文
[1] 张建国，徐伟．绩效体系设计．北京：北京工业大学出版社，2003
[2] 余凯成．人力资源开发与管理．北京：企业管理出版社，1997
[3] Ian Carvton, Martyn Sloman. Performance Appraisal in Practice. Human Resource Management Journal, 1992, (2): 80-94
[4] Jarson, J. R., Callahan. Performnce Monitoring: How it affects work productivity. Journal of Applied Psychology, 1990,75:530-538
[5] Martin Levy. Almost-Perfect Performance Appraisals. Personnel Journal, 1995, (6): 76-83
[6] John Ivancevich. A Longitudinal Study of Behavioral Expectation Scales. Journal of Applied Psychology, 1996, (4): 139-146
[7] 劳伦斯·S·克雷曼著，孙非等译．人力资源管理-获取竞争优势的工具(第二版)．北京：机械工业出版社，2003
[8] Gary P. Latham, Kenneth N. Wexley. Behavioral Observation Scales for Performance Appraisal Purposes. Personnel Psychology,1997, (4): 255-268
[9] 赵曙明，吴慈生．中国企业集团人力资源管理现状调查研究．人力资源开发与管理，2003，(7)：27-35
[10] 方振邦，叶向峰．员工个性化绩效评价．人力资源开发与管理，2002，(10)：28-30
[11] 陆斌．光明乳业是如何实施平衡计分卡管理的．人力资源开发与管理，2003，(8)：9-11
[12] 张小文．企业绩效管理中的现实问题与解决方案．中国人力资源开发，2002，(8)：55-57
[13] 洛斯特著，孙健敏等译．人力资源管理．北京：中国人民大学出版社，1998
[14] John M．Ivancevich．人力资源管理(第七版)．北京：机械工业出版社，1998
[15] 周文霞．以战略为导向的绩效考评系统．中国人力资源开发，2001，(5)：7-8
[16] Bob Havard．绩效评估．长春：长春出版社和贝塔斯曼亚洲出版社，2000
[17] W. Edwards. Leadership for Quality. Executive Excellence,1994, (6): 3-5
[18] Williams, J. R., Levy. The effects of perceived system knowledge on the agreement between self-ratings and supervisor ratings. Personnel Psychology, 1992, 45: 835-848
[19] Jiayaun Yu, Kevin Murphy. Modest Bias in Self-Rating of Performance. Personnel Psychology, 1993, (5): 357-363
[20] 饶征，孙波．以KPI为核心的绩效管理．北京：中国人民大学出版社，2002
[21] 课题组．跨国公司人才资源开发研究．人力资源开发与管理，2002，(2)：24-27
[22] 加里·得斯勒．人力资源管理(第六版)．北京：中国人民大学出版社，1999
[23] Thomas E. Decarlo, Thomas W. Leigh. Impact of Attraction on Scales Managers'Attributions and feedback. Journal of Marketing, 1996, (4): 47-66
[24] 孙健．海尔的人力资源管理．北京：企业管理出版社，2002
[25] 北京工业发展咨询有限公司．考评出业绩?管理出业绩?．人力资源开发与管理，2002，(9)：38-39
[26] 钱树刚．国企绩效考评误区．中国人力资源开发，2001，(4)：64-65
[27] 郝忠胜，李虹．人力资源主管绩效管理方法．北京：中国经济出版社，2003
[28] 叶向峰，黄杰，张玲等．员工考评与薪酬管理．北京：企业管理出版社，1999
[29] 徐芳．团队绩效测评技术与实践．北京：中国人民大学出版社，2002
[30] Bobko p. Colella A. Employee reactions to performance standard. Personnel Psychology, 1994, 47: 1-30
[31] 姜定维，蔡巍．奔跑的蜈蚣—如何以考评促进成长．北京：京华出版社，2002
[32] 企业员工考评方法研究组编著。企业员工考评方法．北京：国经济出版社，2002
[33] 涂台良．现代人力资源管理手册．北京：清华大学出版社，2000
[34] 张德，曲庆，王雪莉等．人力资源管理．北京：中国发展出版社，2003
[35] Millman, J. F, Zawacki etc. Companies evaluate employees from all perspectives. Personnel Journal, 1994, (11): 99-103
[36] Herbert H. Meyer. A solution to the Performance Appraisal Feedback Enigma. Academy of Management Executive, 1996, (3): 68-76
[37] William F. Giles, Kevin W.Mossholder. Employees Reactions to Contextual and Session Components of Performance Appraisal. Journal of Applied Psychology., 1990, (8): 317-377
[38] 杨东龙．如何评估和考评员工绩效．北京：中国经济出版社，2001
[39] M. Susan Taylor, Kay B. Tracy, Monika K etc. Due Process in Performance Appraisal. Administrative Science Quarterly, 1995, (9): 495-523
[40] Shimon L. Dolan, Denis Moran. The Effect of Rater-Ratee Relationship on Perceptions of Appraisal Process. International Journal of Management,1995, (9): 337-351
[41] 武欣．绩效管理实务手册．北京：机械工业出版社，2001
[2] 余凯成．人力资源开发与管理．北京：企业管理出版社，1997
[3] Ian Carvton, Martyn Sloman. Performance Appraisal in Practice. Human Resource Management Journal, 1992, (2): 80-94
[4] Jarson, J. R., Callahan. Performnce Monitoring: How it affects work productivity. Journal of Applied Psychology, 1990,75:530-538
[5] Martin Levy. Almost-Perfect Performance Appraisals. Personnel Journal, 1995, (6): 76-83
[6] John Ivancevich. A Longitudinal Study of Behavioral Expectation Scales. Journal of Applied Psychology, 1996, (4): 139-146
[7] 劳伦斯·S·克雷曼著，孙非等译．人力资源管理-获取竞争优势的工具(第二版)．北京：机械工业出版社，2003
[8] Gary P. Latham, Kenneth N. Wexley. Behavioral Observation Scales for Performance Appraisal Purposes. Personnel Psychology,1997, (4): 255-268
[9] 赵曙明，吴慈生．中国企业集团人力资源管理现状调查研究．人力资源开发与管理，2003，(7)：27-35
[10] 方振邦，叶向峰．员工个性化绩效评价．人力资源开发与管理，2002，(10)：28-30
[11] 陆斌．光明乳业是如何实施平衡计分卡管理的．人力资源开发与管理，2003，(8)：9-11
[12] 张小文．企业绩效管理中的现实问题与解决方案．中国人力资源开发，2002，(8)：55-57
[13] 洛斯特著，孙健敏等译．人力资源管理．北京：中国人民大学出版社，1998
[14] John M．Ivancevich．人力资源管理(第七版)．北京：机械工业出版社，1998
[15] 周文霞．以战略为导向的绩效考评系统．中国人力资源开发，2001，(5)：7-8
[16] Bob Havard．绩效评估．长春：长春出版社和贝塔斯曼亚洲出版社，2000
[17] W. Edwards. Leadership for Quality. Executive Excellence,1994, (6): 3-5
[18] Williams, J. R., Levy. The effects of perceived system knowledge on the agreement between self-ratings and supervisor ratings. Personnel Psychology, 1992, 45: 835-848
[19] Jiayaun Yu, Kevin Murphy. Modest Bias in Self-Rating of Performance. Personnel Psychology, 1993, (5): 357-363
[20] 饶征，孙波．以KPI为核心的绩效管理．北京：中国人民大学出版社，2002
[21] 课题组．跨国公司人才资源开发研究．人力资源开发与管理，2002，(2)：24-27
[22] 加里·得斯勒．人力资源管理(第六版)．北京：中国人民大学出版社，1999
[23] Thomas E. Decarlo, Thomas W. Leigh. Impact of Attraction on Scales Managers'Attributions and feedback. Journal of Marketing, 1996, (4): 47-66
[24] 孙健．海尔的人力资源管理．北京：企业管理出版社，2002
[25] 北京工业发展咨询有限公司．考评出业绩?管理出业绩?．人力资源开发与管理，2002，(9)：38-39
[26] 钱树刚．国企绩效考评误区．中国人力资源开发，2001，(4)：64-65
[27] 郝忠胜，李虹．人力资源主管绩效管理方法．北京：中国经济出版社，2003
[28] 叶向峰，黄杰，张玲等．员工考评与薪酬管理．北京：企业管理出版社，1999
[29] 徐芳．团队绩效测评技术与实践．北京：中国人民大学出版社，2002
[30] Bobko p. Colella A. Employee reactions to performance standard. Personnel Psychology, 1994, 47: 1-30
[31] 姜定维，蔡巍．奔跑的蜈蚣—如何以考评促进成长．北京：京华出版社，2002
[32] 企业员工考评方法研究组编著。企业员工考评方法．北京：国经济出版社，2002
[33] 涂台良．现代人力资源管理手册．北京：清华大学出版社，2000
[34] 张德，曲庆，王雪莉等．人力资源管理．北京：中国发展出版社，2003
[35] Millman, J. F, Zawacki etc. Companies evaluate employees from all perspectives. Personnel Journal, 1994, (11): 99-103
[36] Herbert H. Meyer. A solution to the Performance Appraisal Feedback Enigma. Academy of Management Executive, 1996, (3): 68-76
[37] William F. Giles, Kevin W.Mossholder. Employees Reactions to Contextual and Session Components of Performance Appraisal. Journal of Applied Psychology., 1990, (8): 317-377
[38] 杨东龙．如何评估和考评员工绩效．北京：中国经济出版社，2001
[39] M. Susan Taylor, Kay B. Tracy, Monika K etc. Due Process in Performance Appraisal. Administrative Science Quarterly, 1995, (9): 495-523
[40] Shimon L. Dolan, Denis Moran. The Effect of Rater-Ratee Relationship on Perceptions of Appraisal Process. International Journal of Management,1995, (9): 337-351
[41] 武欣．绩效管理实务手册．北京：机械工业出版社，2001