With the gradual development of society, the application of this system is more and more extensive. System generally refers to the procedures or codes of conduct that everyone is required to abide by, and also refers to laws, customs and other norms or certain norms formed under certain historical conditions. What systems have you been exposed to? The following is a model of performance appraisal system for production employees that I have compiled for you. Welcome to read the collection.

Production Employee Performance Appraisal System 1 Article 1: Work Performance Appraisal

Assessment, referred to as assessment, aims to grasp the actual working conditions of each employee through regular evaluation of their work performance and ability, and provide objective and reliable basis for education and training, job transfer, salary increase, promotion, reward and commendation. More importantly, through these evaluations, employees can be encouraged to improve their work in a planned way to ensure the requirements of the company's business development.

Article 2: Principles of performance appraisal.

1, performance appraisal is not to create the gap between employees, but to find out the strengths and weaknesses of employees' work realistically, so as to foster strengths and avoid weaknesses, improve and improve;

2, performance appraisal should be based on the provisions of the assessment items and their facts;

3, performance appraisal should be based on confirmed facts or reliable materials;

4, performance appraisal should be based on the principle of justice from beginning to end. Never allow corruption.

Article 3: Scope of application.

This rule applies to all employees of the company, except the following personnel.

1, employees who started to enter the company during the appraisal period;

2. Those who have been absent for more than 30 consecutive days due to personal reasons, illness or injury;

3. Being absent from work for more than 75 consecutive days due to work-related injuries;

4. Although he is in the appraisal period, he has resigned on the date of implementation of the appraisal.

Article 4: There are three kinds of employee assessment: probation assessment, peacetime assessment and year-end assessment.

(1) The personnel appointed according to the company's personnel rules will be on probation for three months.

After the probation period has expired for three months, you should take part in the probation officer assessment, which will be conducted by the supervisor of probation department. If the supervisor of the probation department thinks it is necessary to shorten or extend the probation period, or reassign it to other departments for probation or dismissal, a probation assessment form shall be attached, indicating the specific facts and circumstances and submitted to the manager for approval. The extended probation period shall not exceed 3 months. The appraiser shall supervise the appraiser to submit the experience report during the probation period.

(2) Assessment at ordinary times

1. The heads of all departments should assess the work efficiency, conduct, attitude and knowledge of employees every month, and those who have special merits and demerits should report rewards and punishments at any time.

2. Employees' rewards and punishments for absenteeism should be recorded in the leave book in detail to provide reference for assessment.

(3) year-end assessment

1. At the end of February every year, employees hold total assessment 1 time.

2. During the examination, as the head of each department for the initial examination, refer to the fake attendance records of the usual examination records and personnel records, and fill in the examination form for review.

Article 5: The assessment year is from 10 month/kloc-0 day to February/kloc-0 day.

Article 6: Evaluation criteria

(1) Type of personnel evaluation.

Personnel evaluation can be divided into two types:

1, competency assessment, referring to functional standards, evaluates the ability of employees to hold a certain position at a certain time.

2. Performance appraisal refers to evaluating the completion of employees' work in a certain period of time with reference to post standards.

(2) Personnel assessment must master the ability.

The ability to grasp and evaluate in personnel assessment is the ability to undertake the post, including potential ability and obvious ability. Potential ability is the inherent ability that employees have and can develop; Apparent ability refers to the efforts made by employees in their work and is shown in their work performance. Potential ability can be grasped according to knowledge, skills, physical strength and experience. The obvious ability may be grasped by job performance (quality and quantity) and attitude towards work. Specifically, it includes knowledge, potential ability, physical strength, ability, experience ability, obvious ability, work performance and quality, and attitude.

Article 7: Responsibility of appraisers.

1. The first appraiser must stand on the position of direct supervision, and must indicate the scores and comments that he particularly wants to emphasize and the matters that have a significant impact on the appraisal.

2. The second appraiser must be higher than the first appraiser in position and level. Points and comments that need special emphasis, or places that are obviously different from the initial evaluation, must be indicated.

Especially in the case of significant differences from the first evaluation, it is necessary to listen to the opinions of the first evaluator, discuss with each other when necessary, and adjust the evaluation.

In the case that it cannot be adjusted. At least tell the first appraiser the results of the second appraisal.

3, ruling, clappers, refer to the evaluation report, make a final evaluation.

4. Departments with fewer job levels can omit the second assessment.

5, in order to make the personnel assessment fair and reasonable, the examiner must abide by the following principles:

(1) Evaluation must be based on specific facts observed in daily business work.

(2) It is necessary to eliminate the prejudice of ill feelings and sympathy for the examinee, eliminate all kinds of superior concerns, and make an evaluation according to your own beliefs.

(3) Evaluators should guide and educate the evaluated according to their own evaluation conclusions.

(4) In the process of assessment, attention should be paid to strengthening communication and ability training between superiors and subordinates, and through the self-examination form filled out by the assessed, we can understand the self-evaluation of the assessed and the opinions and suggestions to the superior, so as to achieve mutual understanding between superiors and subordinates.

Article 8: Application of evaluation results.

In order to apply the evaluation results to the development and utilization of employees' abilities and the handling of personnel management, the following measures are taken:

1, education and training.

Managers and education leaders should take the results of personnel evaluation as reference materials when considering education and training. Therefore, mastering education and training is the key to developing and utilizing employees' abilities.

2. Mobilization and distribution.

Managers should consider the results of dispute evaluation when deploying personnel or changing jobs, and master the ability of employees to adapt to work and environment.

3. promotion.

When you are promoted according to the functional qualification system, you should take the comments of ability and performance appraisal as reference materials. According to the requirements of the functional qualification system, standardize the evaluation opinions.

4. Raise your salary.

On the occasion of annual salary increase, refer to the opinions of ability assessment and decide the salary increase.

5. Reward.

In order to make the distribution of rewards correspond to the contributions made, we should refer to the opinions of performance appraisal.

Article 9: Feedback of evaluation results

In the form of interview, the department manager tells the examinee the assessment results, the content and process of the assessment, and points out the direction of future efforts, the main points of cultivation and development, and the corresponding expectations, goals and conditions.

Article 10: keep and consult the application form.

(a) check the custody of the form.

1, custodian.

The checklist shall be kept by the designated custodian.

2. Storage period

The evaluation report shall be kept for ten years from the date of completion. However, the examination forms related to retired and resigned personnel shall be kept for one year from the date of retirement and resignation.

(2) Contents of the form.

When managers need to consult about an employee's personnel problems in their work, they can consult the custodian of the assessment form.

Article 1 1: training of inspectors.

(a) after obtaining the qualification of examiners, they must undergo the training of examiners.

(2) Training includes:

1, to understand the structure of the assessment system;

2. Confirm the evaluation provisions;

3. Understand the evaluation content and project;

4. Unified assessment benchmark.

Article 12: The Human Resources Department is responsible for the planning and specific organization of performance appraisal.

Performance Appraisal System for Production Employees Article 2 1 Appraisal Purpose

In order to fully understand and evaluate employees' job performance, effectively follow up and standardize the implementation progress of the company and individual work, find outstanding talents, strengthen communication and encouragement, and improve the overall work efficiency of the company, thus providing a powerful reference for the formulation and adjustment of the company's business strategy and business objectives.

Article 2 Scope of assessment

All employees of the Company shall be assessed, and these Measures shall apply.

Article 3 Evaluation principle

1, guided by the principles of fairness, justice, comprehensiveness and objectivity;

2, based on job responsibilities and tasks, adhere to the principle of combining up and down, combining left and right, combining qualitative and quantitative;

3. Evaluate the work, insist that things are not people, pay attention to work attitude and team spirit, and use a developmental perspective.

Article 4 Examination time

1. The company implements a regular assessment system, which is divided into monthly assessment and annual assessment. The monthly assessment is conducted from the end of each month to the beginning of next month, and the annual assessment is conducted at the beginning of the following year.

2. Due to major work projects or special events, the company may conduct special assessments irregularly.

Article 5 Examination Form

Various evaluation forms include: superior evaluation, peer evaluation, self-evaluation, subordinate evaluation, outreach customer evaluation, etc. Because of the different purposes, time periods and characteristics of various evaluation forms, each evaluation form has different weights in the evaluation process.

Article 6 Evaluation Methods

The evaluation adopts methods such as grade evaluation, target evaluation, relative comparison, important events or synthesis. , and according to the daily work records, files, attendance, written reports of departments and employees, major special events, etc.

Article 7 Evaluation Contents

1, the appraisal of directors and above, including the overall performance and personal performance of the departments under their jurisdiction, in which the overall performance appraisal results of the departments under their jurisdiction account for 60% of the individual appraisal weight, mainly based on the overall work appraisal results of the departments under their jurisdiction; The weight of personal performance is 40%, which mainly includes employees' personal post function performance, notification ability and professional ethics performance. For specific assessment items and weights, please refer to the Company's Post Performance Assessment Scale I..

2. The assessment of the company's grass-roots employees includes three aspects: the performance of employees' personal post functions, the ability to inform and the performance of professional ethics, and is carried out according to their actual work performance. For specific assessment items and weights, please refer to the post performance appraisal of employees of the company.

3. The business personnel shall determine the minimum monthly sales and target sales according to the total personal tasks, which shall be used as the quantitative basis for the performance appraisal of the current month. If there are no sales tasks in that month, there will be no performance pay.

4. There are bonus items and deduction items in the assessment, which respectively correspond to the company's reward and punishment regulations, attendance system and other related contents. Among them, the business personnel of each project department will be charged 1 minute for every time they exceed the target sales, and deducted 1 minute for every time they fall below the minimum sales. Employees in other departments have made outstanding contributions, and each time they add 1 point, they have obvious major mistakes in their work, and each time they deduct 1 point.

Article 8 Special assessment

1, probation assessment

Employees whose probation period has expired should be assessed to decide whether to be formally employed;

If the probation period is good or bad, it may be suggested to become a full member in advance or extend the probation period appropriately;

2, backward employee assessment

Employees identified as backward by the company can make assessment and improvement suggestions at any time because of their work performance.

3. Case evaluation

Immediately put forward assessment opinions on major work matters involved in employees' work and decide whether to reward or punish them.

4. Transfer assessment

Evaluation opinions can be put forward when the post deployment candidates are drawn up due to work needs, which can be used as a reference for employees to stick to their posts or work.

Article 9 Evaluation procedures

Before the 1, monthly and annual assessments begin, the personnel department will issue employee assessment notices according to the work plan, explaining the assessment purpose, object, method and schedule, and issue relevant assessment scales.

2. The examinee should prepare self-summary and assessment, and relevant supervisors at all levels, colleagues at the same level and employees at lower levels should prepare assessment opinions, fill in the assessment scale and summarize it to the personnel department.

3. The personnel department counts the total score of the appraisal object according to the appraisal method, summarizes the appraisal situation of each department, and submits the appraisal results to the management committee of the company for review.

4, the CMC according to the subjective and objective factors of the current work to determine the assessment results.

5, the personnel department announced the assessment results, and put forward corresponding improvement suggestions for the assessment object, requiring employees to make work goals and plans.

6. Archive the assessment results and store them in the personnel department, employee personal files and assessment target department respectively.

Article 10 Evaluation results

1. According to the specific situation of assessment, the results are generally divided into five grades: excellent, good, qualified, poor and poor. These include:

(1) The total assessment score is ≥90 points, which is excellent, and the actual performance salary of the month is100%;

(2) 90 points > the total assessment score is 80 points or higher, which is good, and the actual performance salary of the month is 80%;

(3) 80 points > total assessment score ≥60 points, qualified, 60% of the actual performance salary of the month;

(4) 60 points > total assessment score ≥50 points, poor and unqualified, accounting for 40% of the actual performance salary of the month;

(5) The total assessment score is 50 points > poor and unqualified, and the actual performance salary of the month is below 40%.

2 in the annual work, the monthly assessment results accumulated more than 8 times outstanding, can participate in the annual assessment; Those who fail to meet the requirements for more than 3 times will be dismissed by the company.

Production employee performance appraisal system 3 1. general rule

1. 1 This system is formulated in order to guide the future development of employees in our company, enable each employee to obtain the rank and qualification suitable for his/her job responsibilities, coordinate and organically combine human resources management such as promotion, salary increase, reward and ability development, and give full play to the professional skills and enterprising spirit of employees.

This system applies to all employees of this company.

2. Purpose of evaluation

2. 1 Used for employee promotion, salary increase, reward, elimination, etc.

2.2 Used to master the adaptability of employees and correctly allocate employees;

2.3 Used for employee capacity development and training.

3. Assessment classification

3. 1 Staff appraisal in our hospital is divided into performance appraisal and project appraisal, in which performance appraisal is divided into annual appraisal, probation appraisal, temporary appraisal and subordinate's appraisal of supervisor.

3.2 The partners of this firm are applicable to the annual performance appraisal.

4. Evaluation time

4. 1 The annual assessment will be conducted once a year. In July, all employees will participate in the annual assessment except those who are on probation and those who are absent for three months during the assessment period.

4.2 trainee assessment should be carried out when the trainee becomes a full member.

4.3 Temporary assessment refers to the assessment when the work has special needs.

4.4 The subordinate's assessment of the supervisor should be carried out in July at the same time as the annual assessment.

4.5 The project appraisal system is applicable to employees who have participated in the agreed project for more than 40 hours (including overtime) and should be filled in when the project is completed.

4.6 Partner evaluation shall be conducted every year1February.

5. Requirements for appraisers and appraisees

5. 1 Appraisers must use established evaluation criteria, and in any case, they must be based on objective facts, free from the interference of factors such as the age, gender, education, length of service and qualifications of the appraisee, and free from the influence of interpersonal relationships, bad feelings, sympathy and prejudice. Do not consider the facts and achievements outside the evaluation period.

The appraisers shall attend the appraisal meeting stipulated in this system on time, fill in the appraisal report in detail, and pay due attention to the future development of the appraised person.

The evaluator shall interview the evaluator in time, feedback the evaluation results, and discuss the evaluation results with the evaluator when necessary.

5.2 The appraisee must carefully review the performance during the appraisal period, truthfully fill in the appraisal report, and timely reflect the opinions on the appraisal results.

6 In principle, assessment criteria are classified according to ability, performance and attitude, and compiled according to post classification.

7. Evaluation methods and procedures

7. 1 annual assessment

7. 1. 1 The annual appraisal report is jointly completed by the appraiser and the appraisee, aiming at reviewing and evaluating the work performance in the past twelve months, so as to consider the future career development and training needs.

7. 1.2 According to the agreed project that the appraisee participated in during the evaluation period, the department head called the personnel above the project manager related to the agreed project to hold an evaluation meeting. Generally speaking, the members attending the evaluation meeting should have worked with the appraisee for at least 80 working hours during the evaluation period, or the appraiser directly assigned tasks to the appraisee in the last three months. Each evaluation meeting can evaluate one or more people.

7. 1.3 The department head designates a person who participates in the appraisal meeting as the appraiser of the appraisee, and the appraiser completes the appraisal report on the basis of collecting the opinions of the appraisal meeting.

7. 1.4 The department head (or above the manager) shall inform the appraisee of the assessment situation and results in time, solicit the opinions of the appraisee, and modify the assessment report according to the opinions of the appraisee when necessary.

7.2 The probation assessment and temporary assessment shall be implemented according to the annual assessment.

7.3 Subordinate staff's evaluation of the supervisor

The subordinate's assessment of the supervisor is carried out by the subordinates of the manager, partner and senior partner, namely the project manager and assistant manager; The project manager, deputy manager and manager shall evaluate the partners and senior partners.

The firm has set up a special e-mail address for the managing partner and branch partners to receive the "supervisor's examination form".

7.4 Project evaluation

7.4. 1 The project evaluation adopts a combination of top-down evaluation and bottom-up evaluation, namely:

(1) Project team leader and project team members evaluate each other;

(2) On-site supervisor evaluates the project team leader according to the evaluation of the project team members, and the project team leader evaluates the on-site supervisor;

(3) The department head or manager shall assess the on-site supervision according to the assessment of the project leader.

The evaluation results should be reviewed by the department head or manager.

7.4.2 The project evaluation form is divided into three types: A, B and C. ..

Table A is applicable to the project team leader and site supervisor, and is filled in by the direct supervisor of the project agreed by the appraised person. The department head or manager should give necessary evaluation opinions or make corresponding adjustments to the evaluation form.

Table B is applicable to persons other than the project team leader and site supervisor, and is filled in by the direct supervisor of the project agreed by the assessed, usually the project team leader or site supervisor. The department head or manager or on-site person in charge shall give necessary evaluation opinions or make corresponding adjustments to the evaluation form.

Table C is applicable to the project team leader and site supervisor. The agreed project team members evaluate the project team leader, who evaluates the site supervisor. The appraiser and the appraisee have worked on the same project for more than 40 hours, and this form is directly submitted by the appraiser to the department head.

7.4.3 Personnel who have participated in the agreed project for a total of no more than 40 working hours need not participate in the project review. However, several consecutive and related projects, each with a cumulative working time of no more than 40 hours, should be included in a project evaluation.

7.4.4 Project appraisers at all levels shall organize to fill in the "Project Appraisal Form" in time after the agreed project is completed, and the department head or manager shall inform the appraised person of the appraisal results.

7.5 Partner evaluation

The assessment of partners is mainly based on self-assessment, and the assessed person writes a "debriefing report" detailing the business development, work performance, organization and management ability, etc. During the evaluation period.

Performance evaluation system for production staff. The purpose of performance evaluation:

1. Continuously improve the company's management level and product quality, reduce production and operation costs and accident rate, and provide the company with the power to maintain sustainable development;

2. Deepen employees' understanding of their job responsibilities and objectives;

3. Constantly improve the working ability of the company's employees, improve their work performance, and improve their initiative and enthusiasm in their work;

4. Based on departments and teams, establish a team with unity and cooperation and rigorous and efficient work;

5, through the rational use of assessment results (rewards and punishments or treatment adjustment, spiritual reward, etc. ), create a working atmosphere that encourages employees to make progress.

Second, the principle of performance appraisal:

1, principle of fairness and openness: All employees of the company shall be assessed by the company, and the company shall apply the same standards to the assessment results of the same positions.

2. Regularization and institutionalization principle: the performance appraisal is conducted under the direct leadership of the performance appraisal team, and the General Department is the management department for the implementation of this system.

(1) The company adopts the weekly assessment method for employees (the salesman will be assessed once every two weeks). The General Department publishes the assessment results of each department every week, and rewards and punishments are given according to the assessment results every month.

(2) As an important system of human resource management, performance appraisal should be strictly observed and implemented by all employees, and the General Department is responsible for constantly modifying and perfecting the system.

3. The company adopts a grading assessment method for employees: the assessment team assesses the department heads, and the department heads assess the subordinate positions.

4. The company adopts the method of 100% system for employee assessment.

5. The scoring standard is 3:7: 30% for myself and 70% for superiors.

6. Flexibility principle: the company's assessment of employees is divided into quantitative assessment and qualitative assessment. Different positions, different levels and different periods have different assessment focuses and different scores.

Middle-level cadres: quantitative assessment 70%, qualitative assessment 30%. Employee performance appraisal system.

Production post: production period, quantitative 70%, qualitative 30%.

Non-production period, quantitative 30%, qualitative 70%.

Other posts: quantitative 60%, qualitative 40%.

Quantitative evaluation:

A, middle-level cadres: key work of the department (work arranged by the general manager; The key work of each department determined by the monthly meeting of middle-level cadres; Evaluate the work of meeting arrangement every week; Departmental annual work target decomposition; Work that needs to be increased at any time due to production and operation. ) the quality and quantity of completion.

B. Other posts: jobs specified in job responsibilities and jobs arranged by department heads.

Qualitative assessment: the company's code of conduct (soft indicators such as work attitude, work ability, safety and health, attendance and code of conduct).

Third, organize and lead.

The company set up a performance appraisal team led by the general manager to organize and lead the appraisal of the company's employees.

Job responsibilities:

1, the team leader is responsible for presiding over the monthly and weekly assessment summary meeting, summarizing the assessment work last month and arranging the work priorities of each department next month; Weekly evaluation is organized every Saturday.

2 responsible for discussing, modifying and supervising the implementation of the assessment system.

3. Responsible for the evaluation of "quantitative assessment" of each department.

4. Responsible for arranging the priorities of each department next week.

Fourth, evaluation criteria.

According to the company's production and operation, each department and post of the company has different weekly work priorities, so the assessment standards are different (the weekly assessment standards of this department are different, and the assessment standards of different departments are different). The objectives and contents of quantitative assessment of each department are determined according to the company's production, operation and management.

(1) The score proportion of middle-level cadres' assessment items shall be determined by the assessment team; The score proportion of post assessment items under each department shall be determined by the department head. Determine the score proportion must be scientific and reasonable, combined with the focus of work, to avoid importance, otherwise the relevant personnel will be deducted 10.

(2) Subtotal score = the previous grade ×70%+ self-evaluation 30%

(3) When the heads of various departments can't put forward substantive work (non-daily work) at the assessment meeting, it will be regarded as inaction, and 30 points will be deducted for the quantitative assessment next week.

(4) When there are product quality accidents, personal safety accidents, equipment operation accidents (the above accidents have caused economic losses to the company above 500 yuan), or there are major security risks, the score of this department's quantitative assessment this week is zero.

(5) The assessment should determine the indicators of each department's weekly key work completion: quality requirements, quantity requirements, completion time limit, responsible person, etc. , filed by the General Department.

(6) Implementing the decisions and instructions of the general manager or the spirit of the company meeting: 30 points will be deducted for failure to implement; If the implementation is incomplete and the effect is not obvious, the score will be deducted 10.

(7) If employees in subordinate posts have serious work mistakes or disciplinary actions, depending on the losses or impacts caused to the company, they will be deducted 10-30 points.

(8) Office equipment accident 10-40 points.

(9) Superior should respect objective facts when assessing subordinates, and should not be influenced by interpersonal relationships and feelings, and should not take revenge. Otherwise, 20 points will be deducted from relevant personnel. When making the evaluation, please refer to the following criteria:

A the correctness of the working process b the effectiveness of the working results.

C. correctness of working method selection D. improvement and improvement of work.

E problem-solving ability f sense of responsibility and personal character.

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