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当外科主任张华(化名)傲慢地回答说“我们对医生的考评一直都在进行,只不过现在这些材料还压在文件夹里没有交给人事科,因为交不交,没什么差别”时,人事科科长刘栋(化名)的心里像被塞满了五味子,“医院各部门负责人多数对绩效管理已没什么热情,这次与外科主任的冲突只是一个再普通不过的个案。”刘栋显得有些束手无策,“绩效管理该怎么进行呢?是不是设定了考核目标,并据此对职工进行评估,就算是完成了绩效管理呢?但我们的大多数中层管理者,至今仍然停留在这个层面。”
When surgical director Zhang Hua (a pseudonym) replied arrogantly, “We have been conducting evaluations of doctors all the time, but now these materials are still in the folder and not handed to the personnel department, because there is no difference,” said Zhang. At the time, Liu Dong (a pseudonym), the head of the personnel department, was filled with Schisandra, and the majority of hospital department heads had little enthusiasm for performance management. The conflict with the director of surgery was just a common case. “Liu Dong appears to be helpless.” How should performance management be carried out? Is it setting assessment targets and assessing employees accordingly? Even if we have completed performance management, most of our middle managers, It still remains at this level."