What are the common misunderstandings of performance appraisal, performance appraisal and management

Some common misconceptions in the performance appraisal process include:

1.Focus on results over process: Sometimes, too much focus on results overlooks the ability and effort of employees to achieve those results.

Overemphasizing results can lead to the neglect of employee behaviors and methods that can have a significant impact on long-term performance and organizational culture.

2.Unclear evaluation criteria: If the evaluation criteria are unclear or not widely understood, it can lead to a lack of consistency and fairness in the evaluation process.

Employees may feel confused and unclear about what they are being evaluated on, reducing their trust and participation in the performance appraisal process.

3.Lack of timely feedback: Performance reviews should be an ongoing process, not just an annual review. If feedback is delayed or not provided in a timely manner, employees may lose opportunities for improvement and feel inaccurate about their performance.

4.Evaluation bias and subjectivity: Subjective bias of evaluators can affect the fairness of performance reviews. For example, evaluators may be more inclined to evaluate employees who have similar personalities or liking to themselves, and ignore the strengths and contributions of other employees.

5.Lack of employee involvement: Performance reviews should be a process of collaboration and communication with employees, rather than a one-sided evaluation.

If employees don't have the opportunity to participate in setting goals, providing feedback, or discussing development plans, they may feel passive and dissatisfied, which can reduce their motivation for performance reviews.

6.Employee Comparison and Competition: Transforming the performance appraisal process into competition among employees can lead to an unhealthy work environment and a hostile mindset among employees.

To avoid these pitfalls, organizations should establish clear evaluation criteria and indicators, provide timely and accurate feedback, ensure fairness and transparency in the evaluation process, and encourage active participation and development of employees.

What are the eight misunderstandings of performance appraisal and management? The implementation of performance management should increase salaries. Salary adjustments fall within the scope of payroll management.

Although performance management is closely related to compensation management, performance management is generally used first and can be paid only by paying salaries, but whether employees should increase their employees' compensation levels is not directly related to the implementation of performance management. For administrative agencies, the salary issuance standard for employees is usually determined by **. Salaries increase the finances.

Thus, the "processing and raising" of administrative staff amounts to an increase in the annual salary income of the staff. If an employee's salary increases, other salary income will decrease by the corresponding annual salary. If you have improved corporate benefits, the overall salary income level of your employees will improve, but this is the result of implementing performance management.

Want to implement performance management to solve human system problems. Clarifying job responsibilities and work standards, standardizing business processes, and making each job saturated and relatively balanced are the prerequisites for the implementation of performance management. By implementing things, by implementing performance management, it may change, it may change; Through the implementation of performance management, it is unrealistic to solve people's floating problems.

Problems in the employment system can only be solved by reforming the employer system. Through performance management, all behaviors of employees can be regulated and rewards and punishments can be implemented. Performance management mainly focuses on work performance and effectiveness, its role is not universal, behaviors and results do not need to be performed, there is no need to include the scope of its evaluation:

The discipline of the workforce is directly introduced by a specific regulation.

Performance management can be implemented. Performance management is a management tool. The performance management system needs to be constantly revised, which is planned through a reputable consulting firm, and must be revised according to the formulation of the problems and conditions encountered in its implementation; To improve and improve performance, it also takes longer to see the process.

From the comparison between Hunan electric power companies, performance management and unification are achieved without performance management, and there is no significant gap in efficiency. Of course, there is no gap now, and the future is not different.

The implementation of performance management will increase the additional workload of departments and employees. The development of a performance management solution requires multiple consultations with departments and employees; Optimizing key performance indicators, which need to be discussed, evaluated, and screened; Training of different categories of personnel and for quite a long time. But these jobs precede performance management.

The implementation of performance management should not increase the additional work of the department and employees. If this is the case, there are no more than two reasons: the planned design is flawed, there is no close cooperation with specific work, it is considered similar to the "new third club" and the "old third club" some joint ** companies.

Each platform, singing to each other, did not burn out; Or the original management of the company is not standardized, does not do things, is not planned beforehand, is not evaluated afterward, and is disrupted.

First of all, don't take a unified standard to measure everyone who sells late, and don't put too much pressure on employees, usually we must deal with the relationship with employees, and then don't give them too much oppression, but to detail the standard code, and at the same time there can be no particularly obvious eccentricity, and then we must distinguish between public and private.

The first is that there are no reasonable rules and regulations, the second is the lack of certain management, the third is that they often shirk responsibility, the fourth does not consider the actual situation, the fifth is that there is no actual bonus, the sixth is that there is no only travel to pay attention to the process, the seventh is that there is no certain goal, and the eighth is the lack of encouragement. Finger stall stool.

The performance of the assessment is always in the form, just concerned about the final result, and did not pay attention to the process, did not find the most suitable performance assessment method, did not do a good job in the principle of incentives, lack of encouragement, the target system is not rigorous enough, and there are many problems in performance management.

The first assessment is not managed. The second is to shirk the responsibility and delay the appointment, the third is the lack of management, chaos is rampant, the fourth goal system is not rigorous enough, the fifth is the lack of a plan to support the goal, the sixth has become the way to distribute bonuses, the seventh is the lack of communication, and the eighth KPI is unreasonable. These are all misunderstandings.

a.Halo effect.

b.Near-term effects.

c.Tendency to widen and destruct.

d.Contrasting effect.

Correct Answer: Halo effect; Near-term effects. lenient amenity to the model; Contrasting effect.

1. I believe that "performance appraisal is a good test".

Performance appraisal is only one of the many management tools or part of the management work, and only by systematically doing a good job in the combing of operation and management (strategy, model, organization, personnel matching, system, process, etc.) can the role of performance appraisal be brought into play.

2. Replace management with assessment.

The focus of performance appraisal management is not appraisal, but the use of appraisal for management. Managers who use this tool can clarify their tasks and goals with employees, and find out the deviations in the process of achieving their goals in time, so as to give necessary support, help and management to employees in a timely manner.

3. Design an overly complex assessment system.

Overly complex assessment indicators and assessment systems will make both managers and the managed lose their focus in order to get a comprehensive high score.

4. The performance appraisal system is either unprofessional or pursues formalism.

Unprofessionalism is reflected in the irrational design of indicators and targets, for example, indicators and targets are often changed arbitrarily; Indicators are not properly allocated, a person cannot be held accountable for his own goals, etc. On the contrary, one mistake is to pursue formalism, not to spend time on the discussion of substantive goals and indicators, but to do a lot of specious **, weight calculations, etc.

5. Focus on the short term, not the long term.

Another misconception of performance management is that it is only focused on the short term, not the long term. Without the right guidance, employees may sacrifice the long-term interests of the company for short-term interests, and one way to do this is to design a promotion system that combines the long-term interests of employees with the long-term interests of the company.

6. Only test the business, not the support.

The performance appraisal of most enterprises is only for business personnel, and does not evaluate support personnel (such as technology, finance, personnel, service, etc.). However, the company's performance appraisal should be comprehensive.

7. The assessment frequency is too high or too low.

The frequency of assessment is too high, and it is impossible to find the problems of the assessment object in time and provide guidance. The frequency of assessment is too low, and the work of the subject cannot be matched with its work results, and the assessment in both cases is meaningless. Generally, the assessment frequency of business personnel should be relatively high (monthly assessment or quarterly assessment), and the assessment frequency of support personnel should be low (quarterly assessment or semi-annual assessment).