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对于流程化、标准化程度比较高的企业,KPI即关键绩效指标考核法是非常有效的。然而,很多企业应用了KPI不但没有达到预期的效果,反而成为管理的一大负担。究其原因不外乎两种,一是没有深刻理解绩效管理的内涵,未能将素质、行为和结果有效结合,并片面地认为绩效考核等同于绩效管理;二是没有掌握绩效管理体系设计技术,不知如何提炼关键绩效指标、设置指标值,评分标准不科学,罚多奖少。问题需要各个突破,最先要解决的就是提炼出岗位关键绩效指标。
KPI is a very effective KPI for KPIs with high standardization. However, many enterprises have not only failed to achieve the expected effect of KPI, but have become a major management burden. The reason is nothing more than two, one is not a deep understanding of the connotation of performance management, quality, behavior and results can not be effectively combined, and one-sidedly that performance appraisal equivalent to performance management; second is not a master of performance management system design techniques , I do not know how to extract key performance indicators, set the index value, scoring standards unscientific, less penalty more. The problem needs all breakthroughs, the first solution is to extract the key performance indicators of posts.