Does anyone have a case 10 on performance management

Performance management consists of the following steps: performance planning, performance coaching, performance appraisal and performance feedback. According to the management theme, performance management can be divided into two categories, one is incentive performance management, which focuses on stimulating the enthusiasm of employees and is more suitable for enterprises in the growth period.

The other type is controlled performance management, which focuses on standardizing the work behavior of employees, which is more suitable for mature enterprises.

Performance appraisal is the key to the effectiveness of the performance management model, only the establishment of a fair and just evaluation system, the performance of employees and the organization to make accurate measurement, in order to reward the excellent performance, the low performance of the spur, if there is no performance evaluation system or the performance evaluation results are inaccurate, then it will lead to the dislocation of the incentive object, then the entire incentive system can not play a role.

The performance appraisal and compensation management of electronic companies must be able to motivate employees.

Case description: Mr. Li is the director of the sales department of Guilin Logging and Decoration Company, which has more than 10 employees, including both sales personnel and management personnel. The department's appraisal method is the queue method, and employees are evaluated once a year.

The specific method is: according to the actual performance of the employee to score, each employee has a maximum score of 100 points, the superior score accounts for 30%, and the colleague score accounts for 70%. During appraisals, multiple people rate each other to determine the position of the employee.

Li rarely communicates with employees about problems at work, and only when it comes to the annual bonus distribution, does he score and rank his employees.

Case study: The assessment cycle is too long, quality is the output of a process, without process supervision and timely correction, the results cannot be guaranteed. Appraisal is only an evaluation part of performance management, and cannot replace systematic performance management.

The department head usually has no communication, no counseling for employees, is not familiar with the situation of employees, lacks basis for evaluation, and the evaluation results are difficult to convince; The purpose of the appraisal is to provide feedback on the improvement of performance, not simply to serve as the basis for bonus distribution, and the purpose of the appraisal is incorrect. The weight setting is unreasonable, the weight of the superior's score is low, and the weight of the colleague's score is high; According to the usual performance, such indicators are all qualitative, not quantitative, it is difficult to be fair, and human influence will lead to deviation of assessment results. According to the above problems, Li established an assessment system for monthly or quarterly evaluations, and there were daily records, assessments, and supervision, so that the year-end assessment had a basis; It is best to use a combination of assessment and democratic evaluation in the assessment system, and it is recommended to use the interval distribution method in the assessment method, which is to achieve differentiation and not lead to sharp contradictions; The appraisal results are mainly used to analyze the methods of employee performance improvement, and it is necessary to instill this correct performance management awareness in employees, and bonuses are the result of high performance, not the cause of high performance.