The main factors affecting performance are employee skills, external environment and internal factors.
Part condition and incentive effect. Employee skill refers to the core competence of employees, which is an internal factor and can be improved through training and development; The external environment refers to the factors that organizations and individuals face that are not controlled by the organization. It is an objective factor that we can't control at all. Internal conditions refer to all kinds of resources that organizations and individuals need to carry out their work, and are also objective factors. To a certain extent, we can change the rules of internal conditions; Incentive effect refers to the initiative and enthusiasm of organizations and individuals for their work, and incentive effect is a subjective factor.
Among the four factors that affect performance, only the incentive effect is the most active and energetic factor. If people's initiative and enthusiasm are improved, employees will try their best to win the support of internal resources, and at the same time, the skills of organizations and employees will be gradually improved. Therefore, performance management is to stimulate people's initiative and enthusiasm through incentive mechanism, stimulate organizations and employees to improve internal conditions, improve skills and then enhance personal performance. Since the establishment of expressway toll station, the employee performance appraisal mechanism has been introduced, which can make the concept of performance management penetrate into every employee's mind, standardize every employee's behavior, make every employee's thoughts unified, rule-based, rule-based and in step, improve the overall work quality of toll station, improve work efficiency, give full play to the enthusiasm and creativity of employees' work products, realize the harmonious and unified management of people, roads and vehicles, and create good social benefits.
First, the reasonable construction of employee performance appraisal organization framework and index system
In order to establish modern enterprise management system and requirements, further implement the annual production and operation plan of the branch, improve the quality and service level of employees, establish a good social image, and make performance management get a virtuous circle, the following three aspects are very important links: first, target management, second, performance evaluation, and third, incentive control.
1. Performance objectives should be clear. Performance management should be based on designing scientific and reasonable branch objectives and expenses.
Consistency between station objectives and employees' personal objectives, ensuring the simultaneous improvement of personal performance and organizational performance, promoting the optimization of management processes and business processes, and ensuring the realization of strategic objectives of the branch. Its content is: to embody the principles of openness, fairness, justice and transparency, to earnestly reward the diligent and punish the lazy, reward the excellent and punish the poor, and get more for more work, to seek truth from facts, not to engage in average justice, and to ensure the completion of various tasks such as charge management, civilized service, safe production, comprehensive management and stability, and family planning.
2. Establish the performance appraisal index framework and formulate the appraisal scheme. According to the purpose of assessment, within the scope of work of the assessed employees,
Ability, nature, job responsibilities, ability and working conditions required to complete these tasks. Conduct research and analysis, determine the performance appraisal indicators, design the index system, formulate the detailed rules for employee performance appraisal, decompose and quantify the work in the station, and effectively implement it in the work indicators of each job, each link and each employee. News.
Both monthly assessment and quarterly assessment can be practical.
3. The incentive effect of establishing incentive mechanism depends on the product of target price and expected value. target
Valence is the degree to which the reward obtained by achieving the goal motivates the individual or the degree to which the goal fails to punish the individual; Expectation refers to the possibility that individuals achieve their goals and organizations promise to honor rewards or punishments. Only when the contents and methods of incentives are appropriate can expectations be high enough. Its purpose is to directly link the performance appraisal results of employees with the year-end performance salary through the reward system oriented to team performance and individual performance; At the end of the year, advanced workers are produced among those with excellent performance appraisal results; The results of performance appraisal serve as an important reference for personnel decisions such as salary adjustment, promotion, deployment and transfer, and signing labor contracts. At the same time, carry out labor competition appraisal activities as a team, give appropriate rewards to the outstanding teams, give appropriate punishments to the responsible persons of backward teams, and link personal performance with team performance.
4. Continuously improve the target and dynamically correct the performance deviation. Employee performance appraisal is a dynamic management process, which should be included in the continuous.
Improve the system. On the one hand, the design of indicators and scores is not static, and should be adjusted in time according to the shift of work tasks and work focus in different periods. For example, at present, the expressway industry focuses on the safety and smoothness, so it is necessary to carefully set these two work indicators, increase the proportion of scores, and focus on assessing the implementation of the requirements of relevant documents at higher levels. On the other hand, the incentive mode and intensity are not static. In the early stage of performance appraisal, rewards and punishments can be appropriately small, giving employees a platform for progress and promotion, mainly with spiritual encouragement as the mainstay, supplemented by material encouragement; With the improvement of the overall work level, we can appropriately increase the intensity of audit, widen the income gap of employees, and urge employees to constantly seek the improvement of business skills and work level.
5. Managers should pay attention to maintaining organizational credit. In terms of employee rewards and punishments, branches (parent institutions) must
Pay attention to organizational credit. If the promised rewards and punishments cannot be fulfilled, employees will think that even if they achieve their goals, they will not be rewarded, and those who fail to achieve their goals or make major mistakes in their work will not be punished. Therefore, managers must attach importance to organizational credit.
Second, effectively organize and implement employee performance appraisal management.
The formulation of systems and methods, its ultimate role is reflected in the implementation process.
If an assessment system cannot be effectively implemented, it will eventually become a mere formality, with no effect, and may bring confusion to daily management. Employee performance appraisal is also a double-edged sword. To prevent self-injury, we should pay attention to three aspects: first, we should grasp the fairness of appraisal and prevent the infiltration of personal likes and dislikes. In addition to the normal inspection and assessment in the station, it is best to have a third party or multiple parties to participate in the assessment, such as timely inspection by the branch director, daily spot check by the inspection team, and mysterious customer investigation. Secondly, the collection of evaluation data should be comprehensive and the event description should be accurate. The key point is to strengthen the leadership's attention to the evaluation work and improve the ability of the appraisers. Third, design the evaluation index score reasonably and do a good job in the dynamic management of the index system.
In order to effectively avoid the above misunderstanding, prevent the negative impact caused by it, and seriously organize the implementation of daily performance appraisal, the station should set up a performance appraisal leading group, which is composed of station leaders and members of charge, ticketing, logistics and other teams, and is responsible for the daily work of performance appraisal, with three members:
1. Counselors' job performance goals are often slightly higher than employees' actual abilities, and employees need
Efforts can be achieved. At this time, it is necessary to give full play to the role and influence of the leading group, strive to help employees remove obstacles and constantly coach employees to improve their performance. To this end, the station should formulate a regular system of business group meetings and staff meeting meetings, summarize and evaluate the staged work of the whole station, and give timely praise and encouragement to employees when they perform well, so as to expand the positive influence brought by positive behaviors, strengthen the positive performance of employees and give employees an opportunity to recognize their work. When employees perform poorly or fail to complete their work, they should point it out in good faith in time to remind employees that they need to correct and adjust, so that the performance goals can develop in a positive and healthy direction.
2. The recorder's detailed record of employees' performance is the basis of assessment and should be done well.
Records must go out of the office to observe and record the work of employees, so as to shift the focus of work down. In order to cooperate with the performance appraisal of employees, the station should formulate and implement a number of systems such as on-site daily inspection, internal inspection, safety weekly inspection, attendance registration, employee vacation and so on. , and take a combination of regular inspection and irregular spot checks. The appraiser will register each inspection in detail and record it in the file.
Performance evaluation provides the most basic information.
3. "Fairness, justice and openness" are the most important factors in performance management.
On the one hand, if the performance appraisal is unfair, it will definitely dampen the enthusiasm of employees and make it difficult to achieve performance goals. Therefore, in the daily assessment process, it is necessary to directly put forward and record the matters that employees violated the regulations due to subjective or objective reasons at that time, and make a list after the end of the month; Notifications issued by relevant departments and functional groups of the company about the violation of regulations, business mistakes or praise of toll collectors should also be published at the same time. After confirmation by all employees, rewards and punishments will be given according to the assessment requirements, so as to be fair, open, just and transparent.
Third, the performance appraisal management model
In the practice of performance management, self-management performance appraisal is more common in the appraisal of toll stations. The remarkable feature of self-management is to make employees responsible for achieving performance goals by setting incentive goals. The result of performance appraisal is not only linked to salary, but also determines the change of employees' career planning. Its role is reflected in the following aspects:
1. Set performance indicators and performance targets through performance appraisal, and effectively improve employees' subjective initiative and consciousness.
Encourage every employee to consciously master and understand their own job responsibilities and norms, seriously study the business operation skills of the post, and give full play to the subjective initiative and creativity of employees. For example, in the past, some teams in our station had poor ability to deal with emergencies (vehicle diversion, etc.). ) at the charging site. The operation of some special cars is not standardized and the level of civilized service is not high. By setting work indicators and corresponding reward and punishment measures in performance appraisal, outstanding performance is rewarded, and poor performance is spurred to a certain extent, effectively mobilizing employees to consciously improve their work processes, so that each employee can actively perform their duties and form a catch-up relationship.
2. Promote the communication between managers and grass-roots employees in the whole process of performance management through daily performance.
Assessing the work of "three members" can track the progress of employees' performance and the realization of personal goals, find and determine the obstacles in employees' work, and provide guidance for management.
Both personnel and grass-roots employees provide necessary information to prevent problems.
Solve the problem now or in time. In daily work, it is necessary to record some actual performance of employees through business error table, abnormal situation record, complaint praise record, service quality spot check record, charging error rate, charging speed, business competition, labor attendance, housekeeping inspection and other content tables, and publish them in time, so that employees can know their work deviations and deficiencies in time. Grassroots team managers can help employees make corrections according to the system. If employees have objections to the records, they can lodge complaints through the team, and the assessment team will seriously reconsider and handle them fairly.
3. Rational allocation of human resources In performance appraisal management, only fair and just evaluation can be established.
The system can correctly measure the performance of employees and organizations, encourage those with excellent performance, educate and guide those with low performance, and ensure that people at every level and position can work effectively. At the same time, through examination and comparison, we can find the differences in employees' work attitude, values, general ability, professional ability and leadership ability, and provide a basis for personnel promotion and deployment, thus optimizing the structure and allocation of human resources, with obvious results.
4. A performance appraisal scheme that is conducive to promoting the openness and democratic supervision and management of station affairs from the aspects of formulation, implementation, inspection, rewards and punishments.
All work links are conducted in public and must be approved by the workers' congress, covering fees, services, ticket control, safety, family planning and other work. Every employee is a participant, party and supervisor in the implementation of the plan, and all employees have the obligation to seriously implement the performance plan. We also have the right to raise objections and complaints against the incorrect behavior of the program implementers, which can effectively overcome the chief executive's consciousness of "who is in charge", thus further promoting the openness of government affairs and the implementation of democratic supervision.
5. Promote institutionalization and standardization of station management. By setting performance indicators by decomposition, fees can be charged.
The overall work goal of the station is linked to the specific work of personnel at all levels, giving employees a clear goal. Through the pressure chain of assessment, each employee can assume the corresponding post responsibility, free the managers from the complicated and specific affairs, and concentrate on the comprehensive management of the station affairs, so that the operation and management of the station area can move towards the track of institutionalization and standardization.