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任何一家企业的人力资源管理政策和程序,要在企业中得到很好的执行,必须依赖于部门经理。但是,在企业管理实践中,部门经理在人力资源管理中的表现存在很大差异。下述两个场景就是典型例子。场景一:转眼间又到了绩效考核的时候,M公司规定各部门提交绩效考核表格的时间已经到了。可是,任凭人力资源主管王鑫一催再催,有几个部门的经理还是一再推脱说业务太忙,没有时间给员工做考核,迟迟未能提交考核表。还有的部门经理敷衍了事,草率地给所有下属打了差不多的分数。
Any enterprise’s human resources management policies and procedures, to be well implemented in the enterprise, must rely on department managers. However, in the practice of enterprise management, the performance of department managers in human resource management varies widely. The following two scenarios are typical examples. Scenario 1: In the blink of an eye, when performance appraisal came to an end, company M required that all departments submit the performance appraisal form. However, despite the reminder of human resources director Wang Xin reminder, there are several department managers repeatedly shirk that the business is too busy, there is no time to assess the staff, delay in submitting the assessment form. There are department managers perfunctory, sloppy to all subordinates hit almost the same score.