论文部分内容阅读
绩效传递到员工层面,指标的分解难度加大,员工工作类型的多样化更使得绩效管理办法的选择困难重重。如何保证企业战略目标的传递不稀释、不偏移,如何体现员工努力的差别,实现公平、保护积极性以及提升员工的能力,厦门电业局通过实践,选择平衡计分卡作为构建员工绩效管理体系的基础思想,从而构建兼顾组织目标和个人目标,兼顾关键指标和一般职责,兼顾长期目标和短期目标,兼顾本职工作和团体协作的全方位立体式绩效管理模式。
Performance passed to the staff level, the index decomposition more difficult, the diversity of employee types more makes the choice of performance management approach difficult. How to ensure that the transfer of strategic objectives of the enterprise is not diluted, not offset, how to reflect the difference of employees’ efforts, to achieve fairness, protect the enthusiasm and enhance the ability of employees. Xiamen Electric Power Bureau through practice, choose Balanced Scorecard as building employee performance management system So as to build a comprehensive three-dimensional performance management mode that takes into account organizational goals and personal goals, taking into account key indicators and general responsibilities, taking into account long-term goals and short-term goals, and balancing own work and group collaboration.