Uncertainty in Employee Performance Management 10

Summary. In order to control the overall situation, the company in order to strengthen the so-called management of the company, the frequency of performance appraisal is too high, and the performance is grasped every month, and even proposed to be grasped every day.

Dear, hello, too frequent: performance appraisal is too frequent, the boss is leaking the orange to control the overall situation, the company in order to strengthen the so-called rotten management, the frequency of performance appraisal is too high, the performance is grasped every month, and even proposed to be grasped every day.

There are many reasons why employees and managers don't like performance reviews and audits. It is also very common for leaders to see that employees are unhappy, and employees are unhappy when they look at leaders.

The above reasons are more subjective and opinionated. From an objective point of view, there are 4 main reasons:1

There is a possibility that income will decline. When the new performance is likely to reduce income, even if there is a decrease in the risk of Zailu, many people are not willing to gamble. After all, the odds of losing are high, so I don't want to accept it.

2.Retreat is greater than pragmatism. The performance of many companies is more pragmatic than pragmatic. Engaging in formalism, wasting time and quietly, wasting energy, and not stopping relatives from increasing income, so many employees are not willing to accept it.

3.Do not recognize the banquet dress can be any way of performance celebration. There are often a lot of articles that are sensational, such as "KPIs are outdated", "OKRs are useless", etc. Employees are subjectively willing to believe in the poor stove, which is also in their own emotional interests, so they will absorb opinions and resist performance.

4.Feel like you're being designed. A lot of people don't like to follow the rules, they don't like to mess with the rules, so they don't like performance. Performance appraisal, before the state is to design their own game, so it is not accepted.

We trained both the company's management and the workplace, and we heard too many complaints on both sides of the hidden stove. Although they are often not the same company, the problems they encounter are all the same. Our position is neither biased towards the company nor the chaos of employees, but towards students.

Sometimes it feels like the key, the feeling of the left hand fighting the right hand. But isn't this society all about getting resources through competition?

It is not reasonable to set a bad attitude for performance, because there should be a certain standard for performance appraisal, and relevant operations need to be carried out according to that standard.

The answer is as follows: the development of a bad attitude for the performance is unreasonable, the need for the system's external interface and interface, as well as the overall banquet behavior of the system, functions and limitations.

There should be a certain standard for performance evaluation, and it is correct to operate according to that standard. If one of the contents of the performance examiner is about work attitude, then it is reasonable to affect performance pay because of the elimination of attitude issues.

Performance appraisals for managers are often complex because their work involves multiple aspects and is difficult to evaluate with simple quantitative indicators. At the same time, managers' performance appraisals need to take into account factors such as their impact on the team and employees, as well as their contribution to the company's strategy and goals. The diversity and complexity of these factors make the lack of effective methods for the performance appraisal of managers a common problem.

Here are some of the reasons why there may be a lack of effective performance appraisal for managers:

1.Unclear goals: Companies fail to set clear goals and performance metrics for managers, making it difficult to evaluate their performance and contributions.

2.Intricate indicators: Managers work in multiple areas, but performance indicators focus on only one or two aspects, resulting in one-sided or inaccurate evaluation results.

3.Different levels of difficulty: Different managers may face different levels of difficulty, but this factor is not taken into account in performance appraisals, resulting in unfair performance evaluations of different managers.

4.Subjectivity: The work of managers involves many subjective factors, such as leadership ability, communication ability, etc., which are difficult to evaluate with objective indicators and are easily affected by subjective factors, resulting in inaccurate evaluation results.

In order to solve the problem of the lack of effective methods for the performance appraisal of managers, the following measures can be taken:

1.Set clear work objectives and performance indicators for managers to ensure that their performance and contribution can be fully evaluated.

2.A combination of quantitative and non-quantitative indicators is added to the performance appraisal indicators to ensure that the performance of the management and sensitive personnel can be comprehensively evaluated.

3.According to the degree of difficulty faced by different managers, different weights are set on the performance appraisal indicators to ensure that the evaluation results are fair.

4.Establish a scientific performance appraisal system and adopt a variety of evaluation methods, such as 360-degree evaluation, regular interviews, etc., to ensure that the evaluation results are objective and fair.

Performance management is a very important part of enterprise management, but in practice, due to misunderstandings in the understanding of performance management concepts and methods, the following problems are prone to occur:

Too many and cumbersome indicators: In order to pursue the comprehensiveness and objectivity of performance, some enterprises will set too many indicators and assessment rules, resulting in cumbersome and inefficient performance management. In this case, employees may feel that it is too complex and difficult to understand and implement, which can affect the effectiveness of performance management.

Ignoring the subjective initiative of employees: Some enterprises pay too much attention to the value and form when formulating performance management plans, ignoring the subjective initiative of employees, resulting in a lack of enthusiasm and recognition of performance management. In this case, performance management may become a formalism, and it is difficult to really achieve its desired effect.

Unfair performance appraisal results: Some companies conduct performance appraisals due to subjective bias and unclear evaluation criteria, resulting in unfair appraisal results. In this case, employees may feel dissatisfied and unfair, which can affect the effectiveness and credibility of performance management.

Lack of effective feedback and improvement mechanisms: Some enterprises lack effective feedback and improvement mechanisms when implementing performance management plans, resulting in the effectiveness of performance management cannot be monitored and adjusted in a timely manner. In this case, performance management may become a formalism, and it is difficult to really achieve its desired effect.