Differences and relations between performance management and performance appraisal

Differences and relations between performance management and performance appraisal

Performance management and performance appraisal are very similar. Do you know the difference and connection between performance management and performance appraisal? The following is my knowledge about the differences and connections between performance management and performance appraisal. Welcome to reading.

First, the meaning of performance, performance appraisal and performance management

(A) the meaning of performance

Performance has rich connotations. Bates and Holden pointed out that "performance is a multi-dimensional construction, and different factors will produce different results". Therefore, in order to measure and manage performance, we must first define its concept.

Campbell, mcilroy and Opler define job performance as behaviors related to organizational goals controlled by employees. This definition has three meanings: first, performance is a multi-dimensional concept. In other words, there is no single performance variable, and in most cases, the behaviors related to organizational goals are diverse. Second, the performance is that the behavior does not necessarily point to the result. Third, this kind of behavior can be controlled by employees. A correct understanding of performance is the basis for further performance appraisal and performance management, and it is also the premise for enterprises to establish an efficient performance system.

(B) the meaning of performance appraisal and performance management

Performance evaluation refers to the process of organizing and evaluating employees' performance of their duties and their potential to hold higher positions as objectively as possible. Because the appraiser and the examinee are separated in performance appraisal, the two sides have not formed a unified understanding of the appraisal items, standards and purposes, which is not conducive to the development of the organization and the improvement of performance. Therefore, the development from performance appraisal to performance management is an inevitable change of human resource management. Robert Buckworth, an American scholar, believes that performance management refers to the management idea of developing the potential of teams and individuals through continuous and open supervision and communication, so as to achieve the expected benefits and outputs of organizational goals, as well as strategic and integrated management processes and methods. We can see three characteristics of performance management:

First of all, performance management focuses on the overall strategy of the enterprise.

Second, performance management is a two-way interactive behavior.

Thirdly, performance management is a continuous dynamic circulation system.

Second, the difference between performance appraisal and performance management

Compared with the traditional performance appraisal, performance management is mainly different in the following four aspects:

(A) the two processes have different views on human nature.

The starting point of traditional performance appraisal is to regard people as a means to achieve enterprise goals, and its basic human nature assumption is the theory of evil nature, which holds that only through continuous appraisal can employees be motivated and prevented from being lazy and slack. The human nature view of performance management is a modern human nature view based on people. The so-called people-oriented is to believe that everyone has the potential for self-improvement and self-realization. As long as enough trust and encouragement are given, every employee can consciously exert his enthusiasm and creativity.

(b) The focus of the two processes is different.

Performance appraisal focuses on the implementation of the assessment process and the judgment of the assessment results, and the assessment process is often one-way imperative. Modern performance management pays attention to continuous communication and feedback of result information, especially to two-way interactive communication. On the one hand, managers need to know the progress of employees' work, communicate the problems in the implementation process in time and get feedback information; On the other hand, employees also need to know performance information in time in order to better improve work efficiency.

(c) The two processes have different modes of participation.

In the traditional performance appraisal, employees think that the appraisal is only the work of the human resources management department, and they are only passive participants in the process-employees are not responsible for the set goals, do not know the expectations of the competent authorities, and do not know how their work process and work results are evaluated. In the process of modern performance management, employees can personally participate in all the processes of performance management-indicator setting, performance communication and information feedback, which fully embodies the initiative of employees and is of great significance to their short-term and long-term development.

(d) The main purposes of these two processes are different.

The purpose of performance appraisal is to draw a conclusion about employees' work situation and work effect through appraisal, which is mainly used to reward and punish employees' salary level. In modern performance management, the main purpose of assessment is not rewards and punishments, but the most important purpose is to be used for employees' performance improvement plans.

Third, the relationship between performance appraisal and performance management

Performance appraisal and performance management are two closely related concepts. The concept of performance management itself originated from the one-sidedness and isolation of performance appraisal, and developed from an isolated means to a systematic management process. Therefore, performance appraisal is always a very important link in the process of performance management, and it is also the core technology representing the level of performance management. Of course, the success of performance appraisal depends not only on the evaluation itself, but also on the whole performance management process related to evaluation to a great extent. Therefore, the two are interdependent and complementary.

Fourthly, some suggestions on performance management process.

(A) closely follow the corporate strategy, in line with corporate culture

Performance management is not only related to the effectiveness of enterprise strategy implementation, but also provides the best opportunity for unifying employees' values. That is to say, in performance management, corporate strategy is the indicator light that leads its course, and corporate culture is the adhesive that condenses its operation. The two complement each other and complement each other. Therefore, performance management can not lack strategic guidance and cultural support. Without these two foundations, performance management, which should be closely linked, will become fragmented because of the lack of necessary cohesion and centripetal force.

(B) a clear job analysis, the evaluation process will be institutionalized

A good performance management system can not only promote the overall performance of enterprises, but also help employees improve their personal skills. The key is that performance management can not be separated from job analysis and employee competency analysis. If the position analysis is not in place, the performance appraisal just follows the "feeling", which will inevitably lead to the deviation of evaluation and lay a curse for the enterprise.

(c) Choose appropriate evaluation methods to avoid blind pursuit of quantitative indicators.

With the diversification of performance appraisal methods and the constant renovation of assessment tools, some examiners believe that fair and just performance appraisal can be achieved through various forms of "scoring" and "calculating points". But in fact, enterprise managers should focus on the current situation of enterprises and choose the most appropriate assessment method. Split and one-sided pursuit of quantitative procedures of performance management will only make performance management deviate from its main purpose and hinder the development of enterprise management.

(D) Improve the feedback system and play psychological songs.

The key difference between performance management and general simple evaluation is that it introduces a two-way communication mechanism. Therefore, in performance management, we should pay attention to the timely feedback of assessment results, give full play to the active participation of employees, arouse their spiritual voices, and increase their enthusiasm and confidence in participating in performance assessment.

Extended content: performance characteristics

1. It is clear that the purpose of performance management is to improve the work performance of individuals or teams and promote the development and growth of personnel or teams.

2. Help low performers find the problems that really affect their performance and improve them.

3. Win-win situation between enterprises and employees, and enhance the enthusiasm of employees.

4. Establish a continuous improvement performance system, with performance analysis and improvement as the main body and performance appraisal as the supplement.

5. The direction of performance appraisal is consistent with the strategic direction of the enterprise, guiding employees to move towards the goal.

6. Promote the overall management of the enterprise through performance management.

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