What performance management models are there?

Lead: Performance management refers to the continuous cycle process in which managers and employees at all levels participate in the formulation of performance plans, performance coaching and communication, performance evaluation, application of performance results and improvement of performance objectives in order to achieve organizational goals. The purpose of performance management is to continuously improve the performance of individuals, departments and organizations.

What performance management models are there? Through the investigation and study on the present situation of performance management of domestic enterprises, the performance management of enterprises in China can be summarized as the following typical models.

Virtue and diligence

? Virtue and diligence? Other aspects of assessment have a very long history and have been widely used in year-end assessment by state-owned enterprises and institutions. At present, many enterprises are still using this idea.

? Virtue and diligence? The essential characteristics of the formula are: relative performance evaluation index? De Qin Neng? There are fewer aspects; In most cases, the core elements of assessment indicators are not complete, and there is no evaluation standard, let alone setting performance goals. Borrow this article? Virtue and diligence? The concept is because there is no such assessment essence? Clear definition, accurate measurement and effective evaluation? Key performance evaluation indicators. As can be seen from the performance evaluation table of law enforcement supervisors of a tobacco monopoly bureau (company) in a city, there is no evaluation standard for any index, and there is no evaluation basis for appraisers to score.

? Virtue and diligence? In addition to the above typical characteristics, formulas usually have the following characteristics:

Many enterprises initially try performance management, and the focus of performance management is often on performance appraisal;

There is no concept of department assessment, and the assessment of department heads is equivalent to the assessment of departments, and there is no clear distinction between department assessment and department head assessment;

The assessment content is more like a description of job requirements, which generally comes from the values, rules and regulations, job responsibilities and so on advocated by the company;

Performance appraisal indicators are relatively simple and extensive, and most of them can be applied to posts at the same level, even to all posts, lacking key performance appraisal indicators;

L performance appraisal can not achieve the strategic goal orientation of performance management.

For the newly developed enterprises, the basic management level is usually not very high, and there is not much experience in performance management. In this case, virtue and diligence? Performance management has its positive role. This method plays a positive role in strengthening the management level of basic work, enhancing employees' sense of responsibility and urging employees to complete their post work. But? Virtue and diligence? Performance management is a simple and extensive performance management, which has limited effect on improving the performance of organizations and individuals. Although it seems easy to operate on the surface, in fact, the performance appraisal process is very casual. After the development of the enterprise, with the improvement of the basic management level of the company, the performance management of the company will put forward higher requirements for refinement and scientificity. Virtue and diligence? Performance management does not conform to the actual situation of enterprises.

Inspection and evaluation type

What is the current performance management practice in China? Check and compare? Generally speaking, companies that adopt this performance management model have a relatively high level of basic management, and the decision-making leaders of the company pay more attention to performance management. Performance management has been preliminarily explored and practiced, and some experiences and lessons have been accumulated. However, there are still some problems in the understanding of performance management. The fair goal and incentive function of performance management cannot be fully exerted, and the strategic guiding role of performance management cannot be realized.

? Check and compare? The typical characteristics of the formula are: job requirements and standards are listed in detail according to job responsibilities and workflow, and there are many assessment items, and the weight of individual indicators is very small; The evaluation criteria are mostly deduction items, but less bonus items; There are many assessment items, and the source of assessment information is an important issue. Except for a few quantitative indicators, most of the information of assessment indicators comes from spot checks. In most cases, the company forms an investigation team to supervise and inspect the subordinate units one by one, which has the taste of inspection and appraisal and cannot reflect the assessment of key performance.

? Check and compare? Type evaluation plays a great role in improving work efficiency and quality. Through regular and irregular inspection and assessment, employees will feel pressure, and naturally try to do as much as possible according to the company's requirements in terms of work requirements and standards, which is of positive significance for improving business ability and management level.

There are two major defects in this assessment model: first, the results of performance assessment are invalid, that is to say, good results are not necessarily the greatest contribution to the organization, and low performance levels are not necessarily poor results, which naturally restricts the realization of fair goals and incentives; Second, due to the variety of assessment items and lack of focus, it is impossible to achieve the guiding role of performance management, and employees will feel that they have no development goals and directions and lack a sense of accomplishment.

There are several reasons why the evaluation is invalid and the strategic guidance is not realized:

First, because there are many assessment items, employees cannot feel the development direction and expected behavior of the organization. At the same time, because the weight of each indicator is very small, even if it is important, employees will not care too much.

Secondly, inspection and spot check are widely used in the process of implementing evaluation operation. For the problems found in inspections and spot checks, the examinees often do not look for reasons from their own work, but often think that they are unlucky, insisting that others are lucky because the problems of others' luck have not been discovered, and the examinees will not accept such assessment results from the heart;

Third, the appraiser's knowledge and understanding of the appraisee's work is often biased, which will lead to the appearance of performance appraisal? Unconscious error? ; In addition, the appraisee is often not the direct superior of the appraisee, so he is not responsible for the appraisee's performance, which will lead to the randomness of performance appraisal, which will lead to the appearance of performance appraisal? Consciousness error? In both cases, the fairness and impartiality of performance assessors will be questioned.

* * * Same as participatory.

In the practice of performance management, does * * * participate? Performance management is ubiquitous in state-owned enterprises and institutions. These organizations are characterized by advocating team spirit and lacking the motivation of company reform. Company leaders often look at problems from the perspective of stable development and are unwilling to take too much risks. ? * * * involved? Performance management has three remarkable characteristics: first, the performance appraisal indicators are relatively broad and lack of quantitative hard indicators, leaving a lot of room for examiners; The second is to advocate 360-degree assessment, which should be evaluated by superiors, subordinates, peers and self, and self-evaluation often occupies a relatively large weight; Third, the results of performance appraisal are not closely related to salary payment, and performance appraisal will not be strongly resisted by everyone.

? * * * involved? Performance management plays a positive role in improving the quality of work and cultivating team spirit, which can maintain the stable cooperative relationship of the organization, restrain the bad behavior of individuals, and urge individuals to complete their respective tasks, thus completing the overall work of the team. It is suitable for organizations with performance improvement as the main goal and teamwork as the main feature. However, this kind of performance management has its scope of application. If it is not used properly, it will bring serious negative effects, mainly in:

First, most assessment indicators don't need much assessment information. Generally, the assessed can score according to their own impressions. Casual assessment, serious human feelings, easy to appear? Consciousness error? And then what? Unconscious error? ;

Second, when self-evaluation occupies too much weight, it is determined by human nature. In the case of personal interests, individuals can't evaluate themselves fairly and objectively. Lose money? Often? Really? People;

Third, this evaluation is generally not closely related to salary, and the incentive effect of salary is limited;

Fourth, the seemingly harmonious atmosphere actually stifles the innovation ability, which is very fatal for organizations with high innovation requirements. Usually, the end result is that the employees with the most ideas and potential are either forced to leave the organization or assimilated by the organization and are no longer creative.

Self-management type

? Self-management? Style is a management method that world-class enterprises admire, and this management concept is based on the assumption of human nature? y？ Theory: employees regard work as natural as rest and entertainment; If employees make a commitment to a job, they will conduct self-guidance and self-control to complete the task; Generally speaking, everyone can not only take responsibility, but also actively seek to take responsibility; Most people have the ability to make correct decisions, not just managers.

? Self-management? The remarkable characteristics of this formula are: making employees responsible for the realization of the goal by setting the incentive goal; The superior gives the subordinate enough rights, and generally rarely interferes with the work of the subordinate; There are few process control assessments, and most of them focus on the final results; Advocate? People who can do more work? Pay full attention to the stimulating effect on people. The result of performance appraisal is not only linked to salary, but also determines the promotion or demotion of employees.

? Self-management? Performance management has a strong incentive function, which can fully mobilize people's initiative and enthusiasm, motivate relevant personnel to do their best to achieve their goals, and is conducive to improving the efficiency of the company. But this model should pay attention to the applicable conditions. If you don't have the applicable conditions, serious problems and consequences may occur, and it is impossible to guarantee the realization of personal goals and organizational goals. ? Self-management? Performance management has the following characteristics:

First, because? Self-management? What do you admire? y？ Under the current social development level in China, it is sometimes unrealistic to expect employees to achieve their personal goals through self-management without effective supervision and inspection. Because some employees have poor self-control ability, they can't effectively restrain themselves, and they can't achieve their personal goals without strict management;

Second,? Self-management? Performance management lacks process control, and can't monitor the achievement of goals in time, and can't find hidden dangers and dangers in time. When the problem is found, it may be too late to recover, so it may bring great losses to the organization.

Third, the implementation of performance coaching is relatively weak, and the superior leaders often can't provide performance coaching to the assessed in time, nor can they give the subordinate resources support in time, so there is limited room for improvement in performance management;

Fourth, the examinee is usually seriously aware of the small group and can't look at the problem from the perspective of the overall situation of the company. The performance goals of the assessed are often inconsistent with the organizational goals, which cannot guarantee the realization of the company's strategic development goals.