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一、引言谈到绩效管理,人们首先想到绩效考评。的确,目前在我国相当多的企业中,绩效管理被简化成这样一种程序:人力资源管理部门制定绩效标准并打印成各种表格发放到各个部门,接下来是员工的填表(每年一次),人力资源管理部门督促交表和汇总,在没有某些特定情况(如出国培训、晋升、发放奖金等)出现的时候,这些表格也许会被放在一边,无人理睬,当上述情况出现以后,这些表格就会变得无比重要,甚至成为引发矛盾的导火线。因此,经理们对绩效考评的态度或是尽量回避,或是走走过场。这一切都有悖于绩效管理的初衷:提高和改善绩效。
First, the introduction talked about performance management, people first think of performance appraisal. Indeed, at present, in a considerable number of enterprises in our country, performance management is simplified into a procedure where human resource management departments formulate performance standards and print out various forms to various departments, followed by staffing (once a year) , Human resources management departments urge the intersection of presentation and summary, in the absence of certain circumstances (such as training abroad, promotion, bonus payment, etc.), these forms may be set aside, ignored, when the above situation occurs , These forms will become extremely important and may even become the trigger of conflicts. Therefore, the manager’s attitude towards performance appraisal is to avoid or walk around. All this runs counter to the original intention of performance management: to improve and improve performance.