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绩效评价是一把手工程,制定评价体系和对关键岗位的绩效评价需要领导者亲历亲为;绩效评价的内容需要涵盖多个角度,进行综合评价,即包括业绩,也包括能力与态度;绩效评价决策的制定要听取多方利益相关者的意见,保证决策的质量。研究报告显示,有着高效的绩效评价体系的公司比其他公司的业绩要好。可是,大部分的员工都会认为自己的绩效表现高于平均水平,而实际上这是不可能的。所以,绩效评价工作必须要做,但又常常导致评价双方以及其他利益相关者之间
Performance appraisal is a first-rate project. Formulating an appraisal system and performance appraisal of key positions require leaders to be personally involved; performance appraisal needs to cover multiple perspectives, conduct comprehensive evaluations, including performance, as well as capabilities and attitudes, and performance appraisal and decision-making. The formulation of the plan requires listening to the views of various stakeholders and ensuring the quality of decision-making. The research report shows that companies with an efficient performance evaluation system perform better than other companies. However, most employees think that their performance is above average, but in reality it is impossible. Therefore, performance appraisal must be done, but often leads to the evaluation between the two parties and other stakeholders.