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关于对员工如何进行考核,华为等优秀企业的做法是,虽然也执行严格的绩效考核,但是考核结果尽量不要直接和个人奖罚联系起来,对一个人的最终评价主要通过任职资格评价来完成。同样,日本企业从来不对员工个人进行考核,但是在组织气氛、生产效率等方面远优于国内乃至美国企业,美国企业在上世纪80年代开始兴起反思、学习日本的潮流亦足以明鉴。因此,如何把考核变成真正能衡量业绩、帮助员工发展是需要思考的。当下运营商面临员工动力低下和关键员工离职的问题,如何
On the staff how to carry out evaluation, Huawei and other outstanding enterprises approach is that although the implementation of a rigorous performance appraisal, but as far as possible not to assess the results directly linked to personal rewards and punishments, the final evaluation of a person mainly through the qualifications to complete the assessment. Similarly, Japanese companies never evaluate individual employees. However, they are far superior to domestic and even American companies in terms of organizational climate and production efficiency. U.S. companies started to reflect on the 1980s and the trend toward learning Japan is clear. Therefore, how to make assessment into a real measure of performance, to help staff development is to think about. The current operators are faced with low staff motivation and key staff turnover issues, how