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案例:A品牌农资连锁门店有员工500多人,有20多年的发展历史,推行绩效考核有20年,但全国各个卖场仍然是存在“绩效差”现象;B品牌农资连锁店铺有员工400多人,推行绩效考核有15年,但85%的“普通”员工怨声载道,而15%的人员却“逍遥法外”没事偷着乐;C品牌连锁门店有200人,推行绩效考核也有10个年头了,由于各部门“KPI”制定不合理,导致卖场和采购两个部门因为售后质量问题经常互相扯皮;D品
Case: A brand agricultural chain stores more than 500 employees, 20 years of development history, the implementation of performance appraisal has 20 years, but the various stores throughout the country is still the existence of “poor performance” phenomenon; B brand agricultural chain stores have There are more than 400 employees and 15 years of performance appraisal. However, 85% of “ordinary” employees complain while 15% of them say “Happy with impunity”. There are 200 C brand chain stores that implement performance appraisal Assessment also has 10 years, due to various departments “KPI ” unreasonable development, resulting in two departments store and procurement because of the quality of after-sales often pass on each other; D products