What is human resources performance appraisal

First, the connotation and principles of human resources appraisal

Every employee hopes that his efforts and the results of his efforts can be recognized and get a reasonable economic and honorary returns, and the organization is eager to achieve the desired goals through the staff's labor. Performance appraisal was born. It meets the needs of both the organization and the staff, not only has a great incentive for the staff, but also in the distribution and selection of manpower has an important guiding significance.

Human resources performance appraisal should usually follow the following principles: first, the principle of openness. Organizations should have clear regulations on their personnel appraisal standards, procedures and appraisal responsibilities, and strictly enforce these regulations. At the same time, these provisions should be open and transparent to the staff, so that they have a sense of confidence in the appraisal work. Secondly, the principle of objectivity. The whole appraisal process should be based on clearly defined standards, through the staff's objective performance and the organization's objective conditions and requirements, as far as possible, to avoid mixing subjective emotional color. Again, direct assessment. Direct superiors know the staff's working ability and work results, work attitude, and most likely to reflect the real situation, therefore, direct superiors should be objective and fair evaluation of the work performance of their subordinates. Finally, the principle of differentiation. Appraisal level should have a clear difference between the boundaries of the different appraisal comments in wages, promotions, bonuses, etc. should reflect the obvious difference, fully reflecting the incentive role of the assessment.

Second, the human resources performance appraisal of the misunderstanding

1. Halo effect refers to the examination of staff performance, due to some special or outstanding features, and cover up the other aspects of the performance and quality of the person being assessed. In the assessment will be assessed in a merit expansion, generalization, usually manifested as a good hundred good, or nothing, either fully affirmed, or fully negated, thus affecting the results of the assessment. For example, a leader to see an employee often overtime, busy, his work attitude is very good, in the year-end assessment of his evaluation is higher, thus ignoring his work efficiency and economic benefits and other comprehensive performance of the investigation.

2. Extreme effect. Extreme effect refers to the organization in the performance appraisal only prescribed ? Lax? and ? Strict? Two aspects, which makes the organization in the appraisal made in the evaluation or too high or too low. These two types of appraisal errors are mainly due to the lack of clear, strict, consistent judgment standards, appraisers tend to be based on their own outlook on life and past experience to make judgments, in the evaluation of the standard of subjectivity is very strong, so the lack of objectivity.

3. Mediocrity effect. Mediocrity effect, also known as the tendency to reconcile or centering trend, refers to the majority of staff assessment scores in the ? Average? The same grade, and often is the middle level or good level, which is also the results of the assessment has a statistical significance of the centralized tendency of the embodiment. Regardless of the actual performance of the staff, always give the middle or average level of evaluation. The reason for this phenomenon is, first of all, interest-driven, managers to their subordinates generally high evaluation, help in the department's salary budget when the benefit; secondly, the performance appraisal evaluation work is a lack of confidence, the lack of performance appraisal of the relevant facts and bases; again is that some of the examiners believe in the middle way, do not want to do the opposite of the assessment, that is rated as a poor performance will be the staff to create a negative impact on the work of the staff to dampen the confidence and morale. The first is that it is not a good idea to have a good performance.

4. Stereotype effect. Stereotyping effect, also known as stereotyping, refers to the appraiser due to experience, education, world view, personal background and interpersonal relationships and other factors and the formation of fixed thinking on the assessment and evaluation of the results of the stereotypes of the impact of the common saying is? Bias? Bias? Stubbornness? etc. Judging right and wrong on the basis of one's personal preferences is a weakness, or even an instinct, that most people are unwilling to recognize. Individual values and prejudices may replace the assessment standards set by the organization, and the assessment is made arbitrarily according to the individual's will and personal understanding. When appraising others, many people are subject to? Personal favorites and dislikes. Stereotyping is one of the most important aspects of performance appraisal. Stigma effect is a common problem in performance appraisal, therefore, the appraiser should always be aware of their own appraisal work in every judgment due to personal preferences and lead to unfair conclusions.

5. Distortion effect. Appraisal of the content is not complete, in particular, can not cover all the work content, or generalization, such as key performance indicators are missing, therefore, can not correctly evaluate the real performance of people. The assessment content of many organizations is mostly uniform, with little difference in the assessment content of different types of departments and little relevance, which largely affects the objectivity, authenticity and accuracy of the assessment results. Most enterprises in the assessment of the content of the main focus on two aspects: on the one hand, the staff's moral, ability, diligence, performance; on the other hand, the number of employees to create economic benefits for the enterprise. These two aspects of the assessment does not comprehensively include all aspects of employee performance. In addition, the moral, ability, diligence, performance appraisal indicators are basically qualitative indicators, the existence of too many qualitative indicators naturally can not be avoided will result in the assessment of the assessment of the subjective arbitrariness of the judgement, to a certain extent, the loss of the fairness and effectiveness of the performance appraisal.

Three, human resources performance appraisal countermeasures

1. Develop objective standards. In the performance appraisal, should ensure that all the assessment object to provide a clear standard of work performance, improve the organization's work performance evaluation system, the qualitative examination of the employee's ability and results combined with quantitative assessment, the establishment of objective and clear management standards, quantitative assessment. Performance appraisal content elements must be based on job analysis, that is, by the job responsibilities and job quality requirements for staff to determine which are necessary to complete the work of the performance elements. At the same time in? Quality? and? Performance? Arranged between the appropriate proportion and weight, in the outstanding performance of the premise of taking into account the quality of the `requirements.

2. Combination of assessment and remuneration. Performance improvement is the goal of the assessment, but pure assessment can not achieve this goal. Appraisal can only fully mobilize staff enthusiasm if it is linked to staff's personal interests. Through the establishment of a reasonable compensation system, so that the results of the assessment is reflected directly in the employee's salary, and truly realize the principle of pay for performance compensation fairness of salary management, it will straighten out the relationship between the interests of the organization and the staff, the staff's personal goals and the enterprise's goals together, and then play the role of the performance appraisal as it should be. Human resource management functions are organically integrated together, performance appraisal can not be separated from the other functions and exist separately.

3. Focus on performance feedback, the establishment of a performance interview system performance feedback is mainly aimed at improving and enhancing performance. Through feedback, so that the evaluator knows what progress they have made in the past work, what are still deficiencies, to be improved in the future work and improve. In order to effectively evaluate the results of the feedback, should be established with the staff interview system. Performance interviews for supervisors and subordinates to discuss their work performance, tap their potential, expanding new development space, provides a good opportunity. At the same time, the interview between the upper and lower levels, to fully understand the attitude and feelings of employees, thus deepening the communication and understanding between the two sides.