基于胜任力模型的SD公司中层干部绩效评价体系优化
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摘要
随着统一坚强智能电网规划的逐步实施,电力行业技术更新的速度越来越快,电力企业对人才和人力资源管理都提出了新的要求。在新的历史时期,人力资源的重要性愈加凸显,特别是高素质管理人才对企业的兴衰起着至关重要的作用。努力培育思想素质高、统揽全局能力强、团结一致干事业的中层干部队伍,是电力企业发展的重中之重。
以胜任力为基础的绩效评价方法一改传统绩效评估只注重组织目标达成的做法,将中层干部的胜任力表现作为绩效而纳入评估体系中,确保了在完成任务和怎样完成之间的平衡,同时将中层干部过去的表现和再现任或将来岗位上的表现并重,鼓励中层干部不断提升自己的胜任力,从而可以最终使组织获取持续性竞争优势。
本文首先在胜任力、胜任力模型和绩效评价体系的相关理论基础上,深入分析了SD公司绩效评价体系和中层干部队伍的现状；通过对于目前胜任力模型发展、运用原则与方法的深入分析,根据胜任力模型构建方法,采用行为事件访谈法和问卷调查法确定了SD公司中层干部胜任力特征,构建了该公司中层干部胜任力模型；根据胜任力特征确定了绩效考评指标,运用层次分析法确定了绩效指标的权重,运用行为锚定等级评价法对每项绩效考评标准进行了解释和量化,最终构建出SD公司基于胜任力模型的中层干部绩效评价体系；最后,本文介绍了SD公司基于胜任力模型的中层干部绩效评价体系运行的组织机构和程序,探讨了能够有效促进该绩效评价体系运行的管理办法和配套措施。该评价体系的构建和运行,可以使中层干部评价从工作结果的考评转化为对工作过程的评价,从考评结果中看出中层干部的哪些行为属于绩效优秀,哪些素质需要提高,以便于企业有针对性地对中层干部进行培养和选拔。
With the strong unity of the gradual implementation of smart grid planning, power industry, technology updates faster and faster, the power of business professionals and human resource management have put forward new demands. In the new historical period, the importance of human resources become more prominent, especially in high-quality management personnel of the company plays a vital role in the rise and fall. Efforts to foster high-quality thinking, the overall situation and strong, united to pursue their careers mid-level team, is the power of enterprise development a top priority.
To competency-based performance evaluation method of performance evaluation has changed the traditional focus only on practices to achieve organizational goals, the performance of mid-level competency and included as a performance evaluation system to ensure the completion of the task and how the balance between while middle-level cadres and re-present past performance or future performance of both positions, to encourage mid-level upgrade their competence, which can ultimately make the organization for sustainable competitive advantage.
In this paper, competence, competency model and performance evaluation system based on the theory, in-depth analysis of the SD's performance evaluation system and the status of middle-level cadres. By the current competency model development, application of the principles and methods of in-depth analysis, based on competency model building method, using behavioral event interviews and questionnaires to determine the SD's mid-level competency characteristics, building the company's mid-level competency the model. Determine the competency model, based on characteristics identified competency performance evaluation indicators. AHP to determine the weight of performance indicators, the use of behavioral anchored rating of performance evaluation criteria for each method are explained and quantified, and ultimately build a competency model based on SD's middle-level cadres in the performance evaluation system. Finally, the article describes the SD's competency-based model of mid-level performance evaluation system to run the organization and procedures of the ability to effectively contribute to the performance evaluation system operation management practices and supporting measures. The evaluation system and running, you can make the mid-level evaluation of the results from the evaluation into the work process of evaluation, the results from the evaluation to see what acts are mid-level of performance excellence, and which need to improve the quality, so that enterprises targeted to middle-level cadres training and selection.
以胜任力为基础的绩效评价方法一改传统绩效评估只注重组织目标达成的做法,将中层干部的胜任力表现作为绩效而纳入评估体系中,确保了在完成任务和怎样完成之间的平衡,同时将中层干部过去的表现和再现任或将来岗位上的表现并重,鼓励中层干部不断提升自己的胜任力,从而可以最终使组织获取持续性竞争优势。
本文首先在胜任力、胜任力模型和绩效评价体系的相关理论基础上,深入分析了SD公司绩效评价体系和中层干部队伍的现状；通过对于目前胜任力模型发展、运用原则与方法的深入分析,根据胜任力模型构建方法,采用行为事件访谈法和问卷调查法确定了SD公司中层干部胜任力特征,构建了该公司中层干部胜任力模型；根据胜任力特征确定了绩效考评指标,运用层次分析法确定了绩效指标的权重,运用行为锚定等级评价法对每项绩效考评标准进行了解释和量化,最终构建出SD公司基于胜任力模型的中层干部绩效评价体系；最后,本文介绍了SD公司基于胜任力模型的中层干部绩效评价体系运行的组织机构和程序,探讨了能够有效促进该绩效评价体系运行的管理办法和配套措施。该评价体系的构建和运行,可以使中层干部评价从工作结果的考评转化为对工作过程的评价,从考评结果中看出中层干部的哪些行为属于绩效优秀,哪些素质需要提高,以便于企业有针对性地对中层干部进行培养和选拔。
With the strong unity of the gradual implementation of smart grid planning, power industry, technology updates faster and faster, the power of business professionals and human resource management have put forward new demands. In the new historical period, the importance of human resources become more prominent, especially in high-quality management personnel of the company plays a vital role in the rise and fall. Efforts to foster high-quality thinking, the overall situation and strong, united to pursue their careers mid-level team, is the power of enterprise development a top priority.
To competency-based performance evaluation method of performance evaluation has changed the traditional focus only on practices to achieve organizational goals, the performance of mid-level competency and included as a performance evaluation system to ensure the completion of the task and how the balance between while middle-level cadres and re-present past performance or future performance of both positions, to encourage mid-level upgrade their competence, which can ultimately make the organization for sustainable competitive advantage.
In this paper, competence, competency model and performance evaluation system based on the theory, in-depth analysis of the SD's performance evaluation system and the status of middle-level cadres. By the current competency model development, application of the principles and methods of in-depth analysis, based on competency model building method, using behavioral event interviews and questionnaires to determine the SD's mid-level competency characteristics, building the company's mid-level competency the model. Determine the competency model, based on characteristics identified competency performance evaluation indicators. AHP to determine the weight of performance indicators, the use of behavioral anchored rating of performance evaluation criteria for each method are explained and quantified, and ultimately build a competency model based on SD's middle-level cadres in the performance evaluation system. Finally, the article describes the SD's competency-based model of mid-level performance evaluation system to run the organization and procedures of the ability to effectively contribute to the performance evaluation system operation management practices and supporting measures. The evaluation system and running, you can make the mid-level evaluation of the results from the evaluation into the work process of evaluation, the results from the evaluation to see what acts are mid-level of performance excellence, and which need to improve the quality, so that enterprises targeted to middle-level cadres training and selection.
引文
[1]McClelland D C. Testing for competence rather than for intelligence.American Ps-ychologist, 1973,28:1-14
[2]McLagan PA. Competency model.Training&Development Journal,1980,34(12):22-26
[3]Boyatzis R E.The Competent Manager:A model for Effective Performance. New Yor-k:Wiley, 1982
[4]Spencer L M,Spencer S M.Competetence at Work:Models for Superior Performanc-e.New York: John Wiley & Sons, Inc.,1993,51:73-77
[5]Mirabile R J.Everything you wanted to know about competency modeling.Journal of Training and Development,1997,51:73-77
[6]Sandberg J.Understanding human competence at work:an interpretative approach.Academy of Management Journal,2001,43 (1):9-25
[7]王重鸣.管理心理学.北京：人民教育出版社,2000::83-120
[8]Woodruffe C.Competent by any other name.Personnel Management,1991,23:30-33
[9]Mansfield R S.Building competency models:approaches for HR professionals.Human Resoruce Management,1996,35(1):7-18
[10]Green p c.Building Robust Competencies:Linking Human Resource Systems to Organizational Strategies.San Francisco:Jossey-Basskk,1999
[11]仲理峰,时勘.胜任特征研究的新进展.南开管理评论,2003,2:4-8
[12]Fleishman E A.Wetrogen L I,Uhlman C E,et al.Abilities.In:Peterson N QMumford M D, Borman W C.Development of Prototype Occupational Information Network Content Model.Utah:Utah Department of Employment Security,1995
[13]Ledford G E.Paying for the skill,knowledge,and competencies of knowledge work-ers.Compensation and Benefits Review,1995,27(4):55-62
[14]Byham W C,Moyer R P.Using Competencies to Build a Sueessful Organization. P-ittsburgh: Development Dimensions International,Inc.,1996
[15]Homburg C,Grozdanovic M,Klarmann M.Responsiveness to customers and compet-itors:the role of affective and cognitive organizational systems.Journal of Marketing,2007,71(3):18-38
[16]Bredrup H.Developing a Performance Management System,Performance Managem-ent:A Business Process Bench-marking Approach.London:Chapman & Hall,1995:84-87
[17]Walters M.Developing Organizational Measures,the Performance Management Han-dbook. London:Institute of Personnel and Development,1995
[18]McAfee R B,Champagne P J.Performance management:a strategy for improving employee performance and productivity.Journal of Managerial Psychology,1993,8(5):24-32
[19]戴海崎,张锋,陈雪枫.心理与教育测量.广州：暨南大学出版社,2007
[20]李明斐,卢小君.胜任力与胜任力模型构建方法研究.大连理工大学学报,2004,3:28-32
[2]McLagan PA. Competency model.Training&Development Journal,1980,34(12):22-26
[3]Boyatzis R E.The Competent Manager:A model for Effective Performance. New Yor-k:Wiley, 1982
[4]Spencer L M,Spencer S M.Competetence at Work:Models for Superior Performanc-e.New York: John Wiley & Sons, Inc.,1993,51:73-77
[5]Mirabile R J.Everything you wanted to know about competency modeling.Journal of Training and Development,1997,51:73-77
[6]Sandberg J.Understanding human competence at work:an interpretative approach.Academy of Management Journal,2001,43 (1):9-25
[7]王重鸣.管理心理学.北京：人民教育出版社,2000::83-120
[8]Woodruffe C.Competent by any other name.Personnel Management,1991,23:30-33
[9]Mansfield R S.Building competency models:approaches for HR professionals.Human Resoruce Management,1996,35(1):7-18
[10]Green p c.Building Robust Competencies:Linking Human Resource Systems to Organizational Strategies.San Francisco:Jossey-Basskk,1999
[11]仲理峰,时勘.胜任特征研究的新进展.南开管理评论,2003,2:4-8
[12]Fleishman E A.Wetrogen L I,Uhlman C E,et al.Abilities.In:Peterson N QMumford M D, Borman W C.Development of Prototype Occupational Information Network Content Model.Utah:Utah Department of Employment Security,1995
[13]Ledford G E.Paying for the skill,knowledge,and competencies of knowledge work-ers.Compensation and Benefits Review,1995,27(4):55-62
[14]Byham W C,Moyer R P.Using Competencies to Build a Sueessful Organization. P-ittsburgh: Development Dimensions International,Inc.,1996
[15]Homburg C,Grozdanovic M,Klarmann M.Responsiveness to customers and compet-itors:the role of affective and cognitive organizational systems.Journal of Marketing,2007,71(3):18-38
[16]Bredrup H.Developing a Performance Management System,Performance Managem-ent:A Business Process Bench-marking Approach.London:Chapman & Hall,1995:84-87
[17]Walters M.Developing Organizational Measures,the Performance Management Han-dbook. London:Institute of Personnel and Development,1995
[18]McAfee R B,Champagne P J.Performance management:a strategy for improving employee performance and productivity.Journal of Managerial Psychology,1993,8(5):24-32
[19]戴海崎,张锋,陈雪枫.心理与教育测量.广州：暨南大学出版社,2007
[20]李明斐,卢小君.胜任力与胜任力模型构建方法研究.大连理工大学学报,2004,3:28-32