哈佛大学教授Michael Porter认为,在激烈的企业竞争与飞速变化的市场环境中,企业经营的成功取决于是否能在产品的质量、成本、创新以及提供新产品的速度上达到更高的水平。因此,通过促进企业和员工在这些方面的工作绩效,从而改善企业整体绩效为目的的绩效管理活动,越来越受到企业的重视。去年,美国《商业周刊》的调查表明:企业成功的第一要素是绩效管理(Performance Management)。一、绩效考核中存在的误区随着企业的成长发展及对现代人力资源管理认识的进步,国内企业对绩效考核的操作有了本质上的提高,也在不断地成热,但仍然还存在着为数不少的误区,主要表现在: 1、许多企业尤其是国有企业在定义绩效考核指标时,仅仅停留在考核德、能、勤、绩或一些笼统的概念上,如工作落实、团队精神、工作创新等。由于指标得不到有效量化和细化,对员工的考核往往成为主管及入力资源部门的主观评价,以至于考核结果不敢公开,更谈不上绩效面谈和反馈,因此很难取得员工的信服。 2、绩效考核指标数据往往来源于财务结果,在时间上明显滞后,损害企业长期发展潜力。同时,仅仅考核财务结果,会诱导企业过分重视取得和维持短期的财务结果,助长管理者急功近利思想和短期投机行为,不利于管理者追 Michael Porter, a professor at Harvard University, believes that the success of business operations in a competitive business environment and a rapidly changing market environment depends on achieving higher levels of product quality, cost, innovation, and new product offerings. Therefore, the performance management activities for the purpose of improving overall performance of enterprises and employees through their work performance in these aspects are receiving more and more attention by enterprises. Last year, a survey conducted by BusinessWeek in the United States showed that the first element of business success is Performance Management. First, the errors in performance appraisal With the growth and development of enterprises and the improvement of understanding of modern human resources management, domestic enterprises have essentially improved the performance appraisal operation, but also continue to become hot, but still exist Many misunderstandings are mainly manifested in: 1. Many enterprises, especially state-owned enterprises, only define themselves in the performance appraisal indicators, and only stay in the assessment of ethics, energy, diligence, performance or some general concepts such as work implementation, teamwork, Work innovation. Because indicators can not be effectively quantified and refined, employee assessment often becomes the subjective assessment of supervisors and resource departments, so that the assessment results are not disclosed, not to mention performance interviews and feedbacks, so it is difficult to obtain employee's conviction . 2, performance appraisal index data are often derived from the financial results, obviously lagging behind in time, undermining the long-term development potential of enterprises. At the same time, mere assessment of financial results will induce enterprises to pay too much attention to the acquisition and maintenance of short-term financial results, encourage managers to quick success and short-term speculation, is not conducive to managers chase