民营中小企业业绩管理体系研究
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摘要
在现代企业管理理论中，员工的绩效考评已经被上升到一种新的管理理念——业绩管理。它不仅涵盖了绩效考核的所有内容，而且更强调绩效信息的反馈和分析应用。它也成为企业的一种管理方式，即把员工的绩效提升到管理的层面上，更有利于激发员工的潜能和工作积极性，促进组织绩效的提高。
业绩管理是以目标为导向，管理者与员工在确定目标和任务要求以及努力方向达成共识的基础上，形成利益与责任共同体，共同推动并促进组织与个人努力创造高业绩，成功地实现目标的程序和方法。它是一个周而复始的贯穿全年的管理者和员工共同工作的程序，是一套完善的体系，是通过调动员工的积极性和主动性，实现员工个人价值最大化，从而实现企业绩效最大化的过程。本文阐明了业绩管理的原理内容、理论基础，以及设计和实施绩效管理体系的方法和途径。
公司业绩管理体系包括三个组成部份：运作体系、组织体系和制度体系。分别解决业绩管理的运作方法、运作主体和运作规则；其中，运作体系是公司业绩管理体系的核心和实体，也是本文研究的重点。
本文从民营企业的业绩管理体系的现状出发，通过对相关业绩管理理论探讨和各种考核方法的分析和综合，根据企业实际，力图设计出一套简单易行，具有较高公正性和客观性的企业业绩管理体系。本文以H公司为例，为H公司构建了业绩指标体系、绩效考核体系、激励机制，并进行了试点实施及评估。业绩管理体系的有效设计和实施，将为提升企业管理水平，消除业绩管理中的考核偏差，提高员工的积极性等方面具有非常重要的作用；为企业实施有效的人力资源管理，为企业的长远发展打下坚实的基础。同时，其设计思路和采用的考核方法可以成为其它企业的借鉴。
组织体系和制度体系往往是与运作体系相适应的，而且因公司背景不同而不同。正是鉴于这一点，本文对这两部分未单独讨论。
In modern business management theory ,the performance appraisal of employee has already been come up to a sort of new management logos-performance management .It not only covers all content of performance appraisal ,but also stresses feedback and analyses application of the performance information .It also become a sort of management method of enterprises-namely exalt the performance employee to the administrative levels ,helps to excitated the potential and positivity of employee and promotes the organize performance.
Target is regarded as the key role of performance management .On the basis of being consistent with goal and mission requirement as well as effort heading, supervisor and employee form their benefit and duty community .In return, it impulses and promotes organization and individual to create outstanding achievement and successfully achieve the target of procedure and means .It is a rolling procedure and a suit of sophisticated system penetrating the year-round job of supervisor and employee .By inspiring the enthusiasm and activity of employee ,it realizes individual maximal values ,thereby realize enterprise performance maximum course. This context illuminates the principal,theory,rationale,as well as the way and approach to design and implement the framework of performance management.
Generally speaking, performance management system consists of three parts : operation system, organization system and regime system .The first is the essence the performance management system, meanwhile is the emphasis of the article.
This article proceeds from current situation of the performance management system of the enterprise run by the local people, through probesing into the analysis with various kinds of examination methods and synthesizes about the relevant performance management theory, According to enterprise reality, try hard and design one easy, have high fairness and performance management system of enterprise of the objectivity. This article takes H Company as an example, structure performance index system, performance appraisal system, and incentive mechanism for H Company, and has launched a pilot project and implement and assess. The effective design and implementing of the performance management system, in order to promote enterprise's management level, Dispel performance appraisal deviation in performance managing, improve enthusiasm of staff,etc. respect have important function very; Implement effective human resources management for enterprises, lay a solid foundation for the long-term development of enterprises. Besides, its mentality of designing
and examination method adopted can become reference of other enterprises.
Organization system and regime system are always in accordance with the operation system, and vary according to different corporation. Discuss on organization system and oneself does not give regime system.
业绩管理是以目标为导向，管理者与员工在确定目标和任务要求以及努力方向达成共识的基础上，形成利益与责任共同体，共同推动并促进组织与个人努力创造高业绩，成功地实现目标的程序和方法。它是一个周而复始的贯穿全年的管理者和员工共同工作的程序，是一套完善的体系，是通过调动员工的积极性和主动性，实现员工个人价值最大化，从而实现企业绩效最大化的过程。本文阐明了业绩管理的原理内容、理论基础，以及设计和实施绩效管理体系的方法和途径。
公司业绩管理体系包括三个组成部份：运作体系、组织体系和制度体系。分别解决业绩管理的运作方法、运作主体和运作规则；其中，运作体系是公司业绩管理体系的核心和实体，也是本文研究的重点。
本文从民营企业的业绩管理体系的现状出发，通过对相关业绩管理理论探讨和各种考核方法的分析和综合，根据企业实际，力图设计出一套简单易行，具有较高公正性和客观性的企业业绩管理体系。本文以H公司为例，为H公司构建了业绩指标体系、绩效考核体系、激励机制，并进行了试点实施及评估。业绩管理体系的有效设计和实施，将为提升企业管理水平，消除业绩管理中的考核偏差，提高员工的积极性等方面具有非常重要的作用；为企业实施有效的人力资源管理，为企业的长远发展打下坚实的基础。同时，其设计思路和采用的考核方法可以成为其它企业的借鉴。
组织体系和制度体系往往是与运作体系相适应的，而且因公司背景不同而不同。正是鉴于这一点，本文对这两部分未单独讨论。
In modern business management theory ,the performance appraisal of employee has already been come up to a sort of new management logos-performance management .It not only covers all content of performance appraisal ,but also stresses feedback and analyses application of the performance information .It also become a sort of management method of enterprises-namely exalt the performance employee to the administrative levels ,helps to excitated the potential and positivity of employee and promotes the organize performance.
Target is regarded as the key role of performance management .On the basis of being consistent with goal and mission requirement as well as effort heading, supervisor and employee form their benefit and duty community .In return, it impulses and promotes organization and individual to create outstanding achievement and successfully achieve the target of procedure and means .It is a rolling procedure and a suit of sophisticated system penetrating the year-round job of supervisor and employee .By inspiring the enthusiasm and activity of employee ,it realizes individual maximal values ,thereby realize enterprise performance maximum course. This context illuminates the principal,theory,rationale,as well as the way and approach to design and implement the framework of performance management.
Generally speaking, performance management system consists of three parts : operation system, organization system and regime system .The first is the essence the performance management system, meanwhile is the emphasis of the article.
This article proceeds from current situation of the performance management system of the enterprise run by the local people, through probesing into the analysis with various kinds of examination methods and synthesizes about the relevant performance management theory, According to enterprise reality, try hard and design one easy, have high fairness and performance management system of enterprise of the objectivity. This article takes H Company as an example, structure performance index system, performance appraisal system, and incentive mechanism for H Company, and has launched a pilot project and implement and assess. The effective design and implementing of the performance management system, in order to promote enterprise's management level, Dispel performance appraisal deviation in performance managing, improve enthusiasm of staff,etc. respect have important function very; Implement effective human resources management for enterprises, lay a solid foundation for the long-term development of enterprises. Besides, its mentality of designing
and examination method adopted can become reference of other enterprises.
Organization system and regime system are always in accordance with the operation system, and vary according to different corporation. Discuss on organization system and oneself does not give regime system.
引文
[1] Jeck Welch & John A.Byme，曹彦博，孙立明，丁浩译，杰克·韦尔奇自传，第1版，中信出版社，2001．10，P157
[2] Jerry Mariom，穆其峰译，美国和中国最杰出的管理思想对话，第1版，中国工人出版社，2002．6，P106
[3] 2002／国家统计局，中国统计年鉴，中国统计出版社，2002．6，P423-428
[4] Martin DC,Bartoi KM Kehoe PE. "The legal ramifications of performance appraisal:The growing significance",Public Personnel Management 9:(3)379-406,2000
[5] Miller JS,Cardy RL. "Self-monitoring and performance appraisal:rating outcomes In project teams",Journal of organizational Behavior 21 :(6)609-626,2000
[6] Paik Y,Vance C,Stage HD. "A test of assumed cluster homogeneity for performance appraisal management in four Southeast Asian countries" ,International Journal of Human Resource Management 11:(4)736-750,2000
[7] Smith WJ,Harrington KV,Houghton JD. "Predictors of performance appraisal discomfort-A preliminary examination" ,Public Personnel Management 29:(1)21-32,2000
[8] Gorte D. "Performance appraisal reappraised" ,Harvard Business Review 78:(1)21-Jan-Feb 2000
[9] Tziner A,Joanis C,Murphy KR. "A comparison of three mehtods of performance appraisal with regard to goal properties,goal perception,and ratee satisfaction",Group&Organization Management 25:(2)175-190,2000
[10] Flint DH. "The role of organizational jusitice in multi-source performance appraisal:Theory-based applications and dircetions for research" ,Human Resource Management Review 9:(1)1-20,1999
[11] Blau G. "Testing the longitudinal impact of work variales and performance appraisal satisfaction on subsequent overall job satisfaction" Human Relations 52:(8) 1099-1113,1999
[12] Laim SSK,Schaubrock J. "Total quality management and performance appraisal:an experimental study of process versus results and group versus individual approaches" ,Journal of organizational Behavior 20:(4)445—457,1999
[13] Kikoski JF. "Effective communication In the performance appraisal interview:Face-to-face communication for public managers In the culturally diverse workplace", Public Personnel Management 28 :(2)301-322,1999
[14] Langan-Fox J,Waycott J,Morizzi M,McDonald L. "Predictors of participation In performance appraisal:A voluntary system In a blue-collar work environment",International Journal of Selection and Assessment 6:(4)249—260,1998
[15] 张秀芳，刍议企业员工考评中他人考评和自我考评的结合，中国人力资源开发，2000．5
[16] 孙秋红，张素华，多维动态考评，中国人力资源开发，2000．2
[17]李洪涛，360度绩效评价探析，中国人力资源开发，2000．2
[18]张春云，时勘，杨继锋，360度反馈评价模式，工厂管理，2000．2
[19]金键，以目标管理实现绩效考核，中国人力资源开发，2000．6
[20]陶宽，如何建立关键业绩指标体系，中国人力资源开发，2000．2
[21]任千里，测一测目标设置是否合理，中国人力资源开发，2000．2
[22]雷鸣，推销员绩效考核的内容与指标，工厂管理，2000．6
[23]张兵，如何评价企业中层干部的业绩，工厂管理，2000．2
[24]陈莲芳，对员工绩效考核的几点建议，工厂管理，2000．9
[25]Stephen P Robbins，黄卫伟等译，管理学，第1版，中国人民大学出版社，1999．4，P149-157
[26]Stephen P Robbins，黄卫伟等译，管理学，第1版，中国人民大学出版社，1999．4，P389
[27]Stephen P Robbins，黄卫伟等译，管理学，第1版，中国人民大学出版社，1999．4，P397-400
[28]赵西萍等编，组织与人力资源管理，第1版，西安交通大学管理学院MBA系列教材，1997．8，P322-328
[29]加里·德斯勒著，刘昕，吴雯芳等译；人力资源管理，第1版，中国人民大学出版社，1996．6，P331—357
[30]斯蒂芬·P·罗宾斯著，孙建敏，李原等译：组织行为学，第1版，中国人民大学出版社，1997．12，P158-173
[31]周健临，管理学，第1版，上海财经大学出版社，1996．12，P64-82
[32]彼得·F·德鲁克等著，李焰，江娅译，公司绩效测评，第1版，中国人民大学出版社，1999．11，P137-159
[33]吴延兵，贵州财经学院学报，2002年第3期(总98期)
[34]叶向峰，黄杰，张玲，孟庆波，员工考核与薪酬管理，第1版，企业管理出版社，1999．10，P127-135
[35]E.A.Locke, D.B.Feren, V.M.McCaleb, K.N.Shaw, and A.T.Denny, "The Relative Effectiveness of Four Methods of Motivating Employee Performance, "in Changes in Working Life, ed.K.D.Duncan, M.M.Gruenberg, and D.Wallis(New York:Wiley, 1980),P363-388.
[36]R.D.Bretz, G.T.Milkovich, and W.Read, "The Current State of Performance Appraisal Research and Practice, "Journal of Management 18 (1992), P321-352.
[37]E.locke and G.Latham, A Theory of Goal Setting and Task Performance(Englewood Cliffe,NJ:1990).
[38]S.Carrol 1 and H.Tosi,Management by Objectives(New York:Macmillan, 1973).
[39]H.Klein, S.Snell, and K.Wexley, "A Systems Model of the Performance Appraisal Interview Process,"Industial Relations 26(1987), P267-280.
[2] Jerry Mariom，穆其峰译，美国和中国最杰出的管理思想对话，第1版，中国工人出版社，2002．6，P106
[3] 2002／国家统计局，中国统计年鉴，中国统计出版社，2002．6，P423-428
[4] Martin DC,Bartoi KM Kehoe PE. "The legal ramifications of performance appraisal:The growing significance",Public Personnel Management 9:(3)379-406,2000
[5] Miller JS,Cardy RL. "Self-monitoring and performance appraisal:rating outcomes In project teams",Journal of organizational Behavior 21 :(6)609-626,2000
[6] Paik Y,Vance C,Stage HD. "A test of assumed cluster homogeneity for performance appraisal management in four Southeast Asian countries" ,International Journal of Human Resource Management 11:(4)736-750,2000
[7] Smith WJ,Harrington KV,Houghton JD. "Predictors of performance appraisal discomfort-A preliminary examination" ,Public Personnel Management 29:(1)21-32,2000
[8] Gorte D. "Performance appraisal reappraised" ,Harvard Business Review 78:(1)21-Jan-Feb 2000
[9] Tziner A,Joanis C,Murphy KR. "A comparison of three mehtods of performance appraisal with regard to goal properties,goal perception,and ratee satisfaction",Group&Organization Management 25:(2)175-190,2000
[10] Flint DH. "The role of organizational jusitice in multi-source performance appraisal:Theory-based applications and dircetions for research" ,Human Resource Management Review 9:(1)1-20,1999
[11] Blau G. "Testing the longitudinal impact of work variales and performance appraisal satisfaction on subsequent overall job satisfaction" Human Relations 52:(8) 1099-1113,1999
[12] Laim SSK,Schaubrock J. "Total quality management and performance appraisal:an experimental study of process versus results and group versus individual approaches" ,Journal of organizational Behavior 20:(4)445—457,1999
[13] Kikoski JF. "Effective communication In the performance appraisal interview:Face-to-face communication for public managers In the culturally diverse workplace", Public Personnel Management 28 :(2)301-322,1999
[14] Langan-Fox J,Waycott J,Morizzi M,McDonald L. "Predictors of participation In performance appraisal:A voluntary system In a blue-collar work environment",International Journal of Selection and Assessment 6:(4)249—260,1998
[15] 张秀芳，刍议企业员工考评中他人考评和自我考评的结合，中国人力资源开发，2000．5
[16] 孙秋红，张素华，多维动态考评，中国人力资源开发，2000．2
[17]李洪涛，360度绩效评价探析，中国人力资源开发，2000．2
[18]张春云，时勘，杨继锋，360度反馈评价模式，工厂管理，2000．2
[19]金键，以目标管理实现绩效考核，中国人力资源开发，2000．6
[20]陶宽，如何建立关键业绩指标体系，中国人力资源开发，2000．2
[21]任千里，测一测目标设置是否合理，中国人力资源开发，2000．2
[22]雷鸣，推销员绩效考核的内容与指标，工厂管理，2000．6
[23]张兵，如何评价企业中层干部的业绩，工厂管理，2000．2
[24]陈莲芳，对员工绩效考核的几点建议，工厂管理，2000．9
[25]Stephen P Robbins，黄卫伟等译，管理学，第1版，中国人民大学出版社，1999．4，P149-157
[26]Stephen P Robbins，黄卫伟等译，管理学，第1版，中国人民大学出版社，1999．4，P389
[27]Stephen P Robbins，黄卫伟等译，管理学，第1版，中国人民大学出版社，1999．4，P397-400
[28]赵西萍等编，组织与人力资源管理，第1版，西安交通大学管理学院MBA系列教材，1997．8，P322-328
[29]加里·德斯勒著，刘昕，吴雯芳等译；人力资源管理，第1版，中国人民大学出版社，1996．6，P331—357
[30]斯蒂芬·P·罗宾斯著，孙建敏，李原等译：组织行为学，第1版，中国人民大学出版社，1997．12，P158-173
[31]周健临，管理学，第1版，上海财经大学出版社，1996．12，P64-82
[32]彼得·F·德鲁克等著，李焰，江娅译，公司绩效测评，第1版，中国人民大学出版社，1999．11，P137-159
[33]吴延兵，贵州财经学院学报，2002年第3期(总98期)
[34]叶向峰，黄杰，张玲，孟庆波，员工考核与薪酬管理，第1版，企业管理出版社，1999．10，P127-135
[35]E.A.Locke, D.B.Feren, V.M.McCaleb, K.N.Shaw, and A.T.Denny, "The Relative Effectiveness of Four Methods of Motivating Employee Performance, "in Changes in Working Life, ed.K.D.Duncan, M.M.Gruenberg, and D.Wallis(New York:Wiley, 1980),P363-388.
[36]R.D.Bretz, G.T.Milkovich, and W.Read, "The Current State of Performance Appraisal Research and Practice, "Journal of Management 18 (1992), P321-352.
[37]E.locke and G.Latham, A Theory of Goal Setting and Task Performance(Englewood Cliffe,NJ:1990).
[38]S.Carrol 1 and H.Tosi,Management by Objectives(New York:Macmillan, 1973).
[39]H.Klein, S.Snell, and K.Wexley, "A Systems Model of the Performance Appraisal Interview Process,"Industial Relations 26(1987), P267-280.