Hero, is there a reward and punishment system for performance appraisal projects that can be provide

It is to evaluate people and their work conditions, and reflect the relative value or contribution of people in the organization through evaluation of people's work results. In terms of extension, Hui Min said that it is to observe, record, analyze and evaluate people in daily work in a purposeful and organized manner.

For supervisors: 1. Help subordinates establish professional and working relationships. 2. Explain the supervisor's expectations of his subordinates. 3. Understand the views of subordinates on their responsibilities and goals and tasks.

4. Obtain the views and suggestions of subordinates on the supervisor and the company. 5. Provide opportunities for supervisors to explain personnel decisions such as salary processing to subordinates. 6. Jointly meet the needs and action plans for the training and development of employees.

For employees: 1. Deepen their understanding of their responsibilities and goals. 2. Achievements and abilities are appreciated by superiors. 3. Get the opportunity to explain difficulties and explain misunderstandings.

4. Understand the promotion of various policies related to yourself. 5. Understand your own development prospects. 6. Gain a sense of participation in the evaluation process of work that has an impact on you.

Types of performance appraisal: 1, annual appraisal 2, usual appraisal 3, special appraisal.

The performance appraisal process is divided into: closed appraisal and open appraisal.

The main indicators of short-term performance appraisal effect evaluation are: 1. Appraisal completion rate 2, action plan determined by appraisal interview 3, quality of written report of appraisal results 4, attitude of superiors and employees towards appraisal and understanding of the role played. 5. Fairness.

The main indicators of long-term effect evaluation: 1. Organizational performance 2, quality of employees 3, employee turnover rate 4, and increase in employee identification rate with the enterprise.

Precautions for giving employee appraisal feedback: 1. Tentative 2. Be willing to listen 3. Be specific 4. Respect subordinates 5. Give comprehensive feedback 6. Be constructive 7. Don't emphasize the shortcomings of employees too much.

According to the relevant provisions of performance-based pay, 30% of performance-based pay is used to reward performance-based pay, for "awards to punish laziness, prizes", and now, from the Internet, this policy is being questioned. A policy must be repeatedly debated, the results of repeated pilots must be validated, and then the policy is really outdated and not applicable?

In fact, it should be said that there are no problems. I think the key question is, is the design irrational in the school's internal distribution plan according to the document, "the awards are punished, the awards are great", the teachers are diligent egos, complete, dry and workload not lower than the county bureau, is it "lazy"? Why can't you get 30 people?

Although the class teacher allowance can be made to reward performance pay based on the workload of the class teacher, there is no need to bear a little time. Class directors, such as class property management, student status, student insurance, holding departments, etc., belong to the school management, are related to teacher education and teaching, and should be borne by the school office funds.

Leaders at all levels participate in school management. If the same pedagogical workload tasks are met, a strict distinction must be made between administrative tasks, which are those who provide services to teacher education and teaching, which are purely school-running jobs and which should be a burden on office funds, but whose services can be calculated as a processing but also appropriately increased; Some have a shortage of workloads as much as other teachers because there is basically no full workload, and more management work only complements the workload. If you add the workload, then the teacher, of course, does not believe it.

Did you really cancel the bonus performance? I believe that the comrade of the teacher should be well aware. Every school will have some lack of ability when the day is still one day should be canceled!

These people should use these people's 30 incentive performance salary as a reward for super workload. I hope mine can help you, and I also hope you can help me**, like, support me more, and follow me more. If you have any questions and requests, you can leave a message in the comment area, and I will reply one by one.

I feel necessary. Performance is the embodiment of each employee's work ability and achievements, so that it can well urge employees to work, so it is more necessary.

I think it depends on your company's cultural pursuit, if it is a positive growth company, it is necessary to set up, so that it is conducive to employees to create greater value, in order to give back to the company.

There is a need for this, so that people can work harder, and it can also make the company's performance have a significant increase and change.

Every position is a performance reward, which is actually unnecessary, because many positions do not require performance, only need to complete a certain amount of time, which is also very reasonable.

Of course, it is very necessary to motivate employees and make them work actively.

There is no need for this. Because there are some positions that have no performance at all, if such a reward is set. It's not much use.

Employee performance appraisal.

In order to evaluate the performance of employees objectively, justly, fairly and realistically, the following performance appraisal form is formulated: performance appraisal form.

Employee's name. Position.

Department. Evaluation interval year and month.

Year-to-month evaluation scale and score.

Excellent (10 points).

Good (8 points).

Fair (6 points).

Poor (4 points).

Extremely poor (2 points).

Evaluate the project. Standards & Requirements.

Score weighting. Self-rating.

Direct ratings. Manager Rating.

General Manager Rating.

The average score in this column.

Work performance. 1 Achievement of work objectives (per capita production capacity target, management target) 42 Production safety management effect (safety status of human-material-machine environmental method) 3 Control or improvement of related technology quality.

4. The stability of the team, the smooth operation of the work, the discipline of the subordinate personnel, the management of 5 6s, the implementation of the ISO situation, the implementation of the system, the work skills.

1. Business knowledge and skills, management and decision-making ability.

22 Ability to organize and lead.

3. Ability to communicate and coordinate.

4. The ability to pioneer and innovate.

5. Ability to implement and follow.

Quality of work. 1. Work hard and do your best to achieve the task.

22 Work hard, and do your job perfectly.

3 Strong sense of responsibility, able to work automatically and spontaneously, play an exemplary role 4 Professional ethics and conduct, pay attention to personal behavior, maintain the company's image 5 Work responsibility and dedication to the company.

Work attitude. 1. Obey the work arrangement, be diligent and sincere, 2. Unite and cooperate, and have a sense of teamwork.

3. Punctuality, pragmatism, initiative and proactiveness.

4 No waste of time, no fear of toil, no complaints.

5. Work spirit: whether it is optimistic and enterprising.

Signature of the evaluator.

I: Directly under me:

Manager: General Manager:

Evaluate the score. Average score of work performance 4 + average score of work skills 2 + quality of work 2 + attitude 2 = attendance and rewards and punishments.

Information provided by personnel).

Attendance: Late arrival, early departure.

Absenteeism. Day 4+ personal leave.

days + sick days

minPenalty: Fine, Warning.

Time 1+ less.

Times 3+ major exceedance.

Time 9 = pointsReward: Praise.

Times 1+ small work.

3+ times of great merit.

Time 9 = total points.

Assessment score score-

Points-points. min

Divided into levels.

Grade A (above standard or up to standard Excellent or Good): 90 100 points;

Grade B (basically meeting the standard requirements General): 80 89 points;

Grade C (close to the standard or almost passed): 70 79 points;

Grade D (well below the required standard deviation and needs to be improved): 69 points or less.

Performance appraisal management measures.

In order to ensure the completion of the company's annual business objectives, strengthen the tracking of the internal business processes and business results of various departments and units

Supervision, analysis and assessment, fully mobilize the enthusiasm and creativity of all employees to reduce costs and improve business performance, and establish a management and incentive mechanism of "goals in place, responsibility to people, and full management". To this end, this assessment method is formulated.

1. The purpose and principle of business performance appraisal.

a) Purpose. 1. With the goal of maximizing profits, we will build a management team that operates all employees and continuously reduces costs.

1. Focus on the pursuit of technology and management progress, make rational use of resources, continuously improve work, implement business responsibilities, and achieve efficient operation.

Omitted) business performance appraisal methods.

1. Scoring method.

The business performance appraisal is based on the department, and the scoring method of the business performance appraisal is:

1) The total score of each department's monthly business performance appraisal (k) = (the assessment score of each individual indicator).

2) The scoring method of individual indicators is based on the actual completion results of the indicators every month and the scoring method in the assessment index system.

2. Monthly performance salary (m).

20% of the monthly personal salary is used as performance salary, which is used to link the business performance of the department and the work evaluation of individuals, and implement positive and negative incentives.

Key data of the nucleus**.

1. The target value of the monthly business assessment index plan.

First of all, each department shall decompose and compile the monthly plan target value of business indicators in accordance with the format prescribed by the business management department (see the annex for details) before the first day of the month according to the corresponding responsibility business objectives of each department in terms of annual production and sales, sales revenue, profits, costs, expenditure and consumption reduction, capital occupation, etc., and submit it to the business management department after being reviewed by the department and approved by the vice president in charge. If there is no objection from the business management department, it will be used as the monthly control target of the department's business indicators; If there is any objection that needs to be adjusted, it will be fed back to the relevant departments for re-preparation until it meets the company's operating and control objectives for the month. (omitted).

The assessment mechanism includes rewards. The appraisal should be designed from a whole, and each performance appraisal should be appraised.

There are appropriate standards, corresponding rewards and punishments, and the incentive system of the enterprise is formed on the basis of the five assessments.

Make the assessment and reward more standardized, more perfect and more scientific. Through the five assessments, the overall marketing and management work of the enterprise and the overall assessment of the team are organically combined with the infiltration mechanism, so as to promote the harmonious coexistence and mutual promotion of the enterprise and the team, marketing and management, assessment and reward.

Perfect performance appraisal mechanism

Most of the domestic enterprises, the assessment mechanism is not sound, generally focus on the task assessment, for the process, daily management and comprehensive ability assessment is not enough attention, resulting in process management chaos, daily management laxity, the team's comprehensive ability can not be improved. This unscientific and incomplete appraisal mechanism makes the team only work hard to complete the sales task, and the rest of the work is dealt with.

For a long time, the cohesion of the enterprise.

Sloppy, the sense of responsibility of employees.

Weakening, the overall quality of the team declines, and the loss of outstanding talents directly affects the long-term development of the enterprise. The author believes that a perfect assessment mechanism of Fengfan should include five aspects, namely, stage work assessment, terminal standard assessment, daily management assessment, sales task assessment and comprehensive ability assessment.

It refers to a one-time reward given according to the performance appraisal results of employees, which can be divided into short-term incentive plan and long-term incentive plan from the perspective of time; From the perspective of incentive objects, it can be divided into individual incentive plan and group incentive plan.

In the case that the personnel and posts are not completely matched, the enterprise will divide the salary level of the corresponding position of the employee into two parts, one part will be paid fixedly, and the other part will be adjusted and paid according to the performance. There are no fines for poor performance.

The salary structure of modern enterprises is mainly composed of three parts: salary, performance, bonus (year-end bonus and special special bonus) and welfare (statutory welfare and enterprise supplementary welfare).

1. The average performance award of the enterprise refers to the average redistribution of a certain proportion of the profit income of the enterprise in the previous month or quarter.

2. The post performance award generally refers to the distribution of a certain proportion of the department's profit income, and the service department without income adopts a certain standard for balance.

The following should be noted when formulating performance awards:

1. The performance reward plan is only an important part of the overall compensation and cannot replace other compensation plans.

2. The performance reward plan must be consistent with the organizational strategy, culture and values, and coordinated with business activities.

3. An effective performance management system must be established first.

4. An effective performance reward plan must establish a link between performance and rewards.

5. Must be supported by an effective communication strategy.

6. It is necessary to maintain a certain degree of dynamics.

It seems that it should be a performance reward, that is, where to assess your performance commission, use multiple points to score, and multiply your performance commission by the percentage of the score is what you can get.