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基本案情A君是K公司的老员工,大学毕业即加入K公司,从普通的员工做到如今的高级销售经理。K公司在年初制定了销售计划,较上年度提高了近100%,同时改变了绩效考核办法,由原来的按季度考核改为按月考核,并且实行了负激励。尽管员工反对声音挺大,但新办法还是从1月开始实施了。然而一季度过后,公司业绩距离目标甚远,员工的绩效奖金也较去年大幅减少。A君认为是公司制订的计划不切实际,考核目标太高无
The basic case A king is K’s old employees, university graduates that join K company, from ordinary staff to do today’s senior sales manager. K Company formulated the sales plan at the beginning of the year, an increase of nearly 100% over the previous year. In the meantime, K Company changed the method of performance appraisal, changing from quarterly evaluation to monthly assessment and negative incentive. Despite the loud opposition from staff, the new approach came into effect in January. However, after the first quarter, the performance of the company was far away from the goal, and employees’ performance bonuses also dropped significantly from last year. A-jun thinks it is impractical for the company to formulate the plan and its assessment target is too high