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近年来,绩效管理无疑是最为流行的管理学术语之一,大多数企业都在进行着绩效管理体系的设计与实施。在企业内部,具有相关知识的HR人员往往是绩效管理的直接推行者和负责人,这使得很多人认为绩效管理是专属于人力资源部的工作。其实,高绩效企业文化的建立,是从公司高层到每位员工谁都不可推卸的责任,离开部门管理人员及员工,仅靠人力资源部推动的绩效管理体系注定是要失败的。绩效改进,就是绩效水平的提高,这实际上包括企业、部门和个人三个层面绩效的改进。其中企业绩效的改进得益于部门绩效的改进,而部门绩效的改进又是个人绩效改进的结果;个人和部门绩效的改进是过程,企业绩效的改进是结果。2005年5月至2006年4月,笔者为某民营大型纺织企业提供了绩效管理咨询服务,项目内容包括绩效管理方案的设计、实施、改进等全过程,在近一年的咨询过程中,深刻感受到绩效改进无处不在。
In recent years, performance management is undoubtedly one of the most popular management terms, and most enterprises are carrying out the design and implementation of performance management system. Within the enterprise, HR people with relevant knowledge are often the direct implementers and managers of performance management, which makes many people think that performance management is the work of HR department. In fact, the establishment of high-performance corporate culture, from the top of the company to every employee can not shirk its responsibility to leave department managers and employees, rely solely on human resources department to promote the performance management system is doomed to failure. Performance improvement is the improvement of the performance level, which actually includes the improvement of performance at the three levels of enterprises, departments and individuals. Among them, the improvement of enterprise performance is due to the improvement of departmental performance, while the improvement of departmental performance is the result of individual performance improvement. The improvement of individual and departmental performance is the process and the improvement of enterprise performance is the result. From May 2005 to April 2006, the author provided performance management consulting services to a large private-owned textile enterprise. The project includes the whole process of design, implementation and improvement of the performance management plan. In the course of nearly a year of consultation, Feel the performance improvement everywhere.