一谈到绩效改进,人力资源经理们都会不约而同地把注意力集中在从绩效评估的环节中识别员工需要改进的地方,特别是识别出那些所谓的“绩效待改进者”,然后,在接下来的绩效反馈环节中共同制订改进措施,并把这些措施纳入到下一轮的计划中去。在传统的以人为基础的绩效改进中,管理人员常常搜集员工工作成果和工作行为方面的信息作为对员工的绩效进行评价的依据。这种评价的一个基本假设是:员工对于这些工作结果是具有完全的控制能力的。但是按照质量管理体系的系统观点看,企业工作产出水平的持续提升取决于系统本身有效性的不断改善和提升。在一个企业中,决定员工业绩更重要的因素是“系统因素” When it comes to performance improvement, human resource managers all focus their attention on identifying areas where employees need improvement, particularly identifying so-called “performance-to-be-improved” performance evaluations, and then Performance feedback part of the common development of improvement measures, and to incorporate these measures into the next round of plans to go. In traditional people-based performance improvement, managers often collect information about employees’ work and work behaviors as a basis for evaluating employee performance. A basic assumption of this assessment is that employees have complete control over the outcome of these efforts. However, according to the systematic viewpoint of quality management system, the continuous improvement of output levels of enterprises depends on continuous improvement and improvement of the effectiveness of the system itself. In a business, the more important determinant of employee performance is the “system factor”