Keywords: performance performance management performance management system literature review
1 on the origin of performance management thought
First of all, performance management is mainly reflected in performance evaluation. Performance evaluation has a long history, which can be traced back to the HIf period of the Three Emperors and Five Emperors. The title of the history book "Qi Dian" is "content with Bigfoot, obsessed with turmoil", which means that Qi conducted a performance appraisal before ceding the throne to Yu. However, with the development of economy and the improvement of management level, more and more managers and researchers are aware of the limitations and shortcomings of performance evaluation. Performance management is gradually formed and developed on the basis of improving and developing traditional performance evaluation. Levinson (1976) once pointed out that most of the performance evaluation systems used now are available.
Many shortcomings have been widely recognized. 5 panngerg( 1992) believes that the traditional performance evaluation is a relatively independent system, which is usually separated from other background factors in the organization. Such as organizational goals and strategies, organizational culture, managers' commitment and support. These background factors play a very important role in the successful implementation of performance evaluation. It is precisely because the traditional performance appraisal plays a very limited role in improving employees' satisfaction and performance, and it has little effect on completing organizational goals, which leads to the development of performance management system. Pamenter(2000) pointed out that the purpose of traditional performance evaluation should be transferred to the improvement of employees. The traditional performance evaluation has serious defects: many managers' evaluations of employees are inconsistent on the surface and privately. On the surface, the evaluation score may be high, but privately, they want to refute them by attaching importance to the process and form of evaluation, ignoring the value of evaluation and having little effect on organizations and employees. Van Derry (2 130 1) pointed out that the annual performance appraisal should be replaced by the performance management system. This is just the beginning of performance management. Nickots( 199 1) believes that performance evaluation depends on the following four principles: goals must be set and recognized by both managers and employees; The scale to measure whether employees successfully achieve their goals must be made clear; The goal itself should be flexible and reflect the changes in the economy and workplace environment; Employees should regard managers not only as evaluators, but also as mentors to help them succeed. Jenkins believes that from performance evaluation to performance management, it should be a change in the overall culture of the organization, including guidance, feedback, salary and promotion decisions and legal interpretation. This actually includes most of the contents of the current performance management system. To sum up, performance evaluation is an important part of performance management, but performance management is by no means equal to performance evaluation.
2 On the meaning of performance management
2. The meaning of1performance
Bates and Holden (1995) pointed out: "Performance is a multi-dimensional structure. If we observe and measure it from different angles, the results will be different." From the perspective of management, performance is the result of organizational expectation and the effective output of organizations at different levels to achieve their goals, which includes personal performance and organizational performance. From an economic point of view, performance and salary are mutually beneficial commitments between employees and organizations. Performance is the commitment of employees to the organization, and salary is the commitment of the organization to employees. From a sociological point of view, performance means that every member of society assumes his share of responsibility according to the role determined by the social division of labor. His sacred power is guaranteed by others' performance, while his performance guarantees others' right to exist. The performance is organized and individual. There are several views on the definition of performance recently.
First, take performance as the result. Bemardin( 1995) and others believe that "performance should be defined as the result of work, which is most closely related to the strategic objectives, customer satisfaction and investment of the organization". Kane (1996) pointed out that performance is "what a person leaves behind is more than an acre of cards." Performance is the result. Performance is the result of work and a record of a person's performance. Second, performance is regarded as an individual's behavior. Murphy (1990) defines performance as "performance is a set of behaviors related to goals in the organization or unit where a person works". Campbell (1990) put forward "performance"
Separate, because the results will be affected by system factors. " Performance is the behavior related to organizational goals that employees can control themselves, and it is considered that only the behavior related to goals is performance. The organizational citizenship behavior put forward by Bateman (1983) holds that organizational citizenship behavior is beneficial to the organization.
Brilliant behaviors and gestures are not emphasized by formal roles, nor are they derived from labor compensation contracts, but a series of informal cooperative behaviors that can effectively improve the overall performance of the organization, such as helping colleagues. Protect the organization and put forward constructive suggestions. Third, regard performance as a kind of ability or competence. The view that performance is a kind of ability conforms to the "forward-looking" performance standard put forward by some enterprises and managers. In other words, the performance of individuals is explained by measuring their abilities. Because employees with these abilities are more likely to succeed. Nowadays, organizations pay more and more attention to "sustainable development". More and more attention has been paid to the investigation of employee competence. To sum up, organizations in different industries have different views on performance, including results, behaviors and competency characteristics. How to determine the specific situation depends on the specific situation of the organization. In fact, most organizations in China often use "virtue, ability, diligence and achievement" to measure employees' performance. After analysis, we can find that these four aspects are actually results and achievements. "Performance" reflects the result; "Ability" embodies competence, that is, personal characteristics; "Virtue" embodies both behavior and personal characteristics.
2.2 the meaning of performance management thought
British scholars Rogers 1990 and Bredrupl995 believe that performance management is the process of managing organizational performance. This view combines many management ideas, concepts and practices that appeared in 1980s and 1990s. Its core is that performance management is implemented by determining organizational strategy, organizational structure, technical professional system and procedures. Mainly from the organizational point of view to consider goal setting, performance improvement and assessment, which looks more like a strategic or career planning, and in this process, although individual employees will be affected, but it is not to be considered in performance management.
The main goal.
3 Performance management system
Performance management is a complete system. The performance management system should be related to the organization's strategy and objectives, which is helpful to the realization of the overall strategy and objectives of the organization. The main goal of performance management is to improve the overall performance of the organization. Organizations must realize that performance management is a system, not just for annual evaluation and setting goals for the coming year. Performance management system can accomplish many tasks for organizations: measure performance, help make decisions on salary and promotion, and help employees develop, train and shape the environment.
The performance management system has the following views.
In the book Enformanee Management (1999) written by richard williams, England, the performance management system is divided into four departments.
Key points: the first stage: guidance and planning, that is, setting performance goals and evaluating performance standards for employees; The second stage: management and support. That is, to supervise and manage the performance of employees, provide feedback and support, and help them remove obstacles that hinder the completion of performance goals; The third stage: examination evaluation. That is, to assess and evaluate the performance of employees; The fourth stage: development and reward, that is, according to the assessment results, give employees corresponding rewards, training and placement. Schneier, Betty and Baird (1986) believe that the performance management system should be a complete cycle, including measurement and standards; Reach a contract; Planning; Supervise, help,
Control: evaluation; Feedback; Personnel decision-making; Development back to measurement and standards, and so on. In the questionnaire of IMS (Institute of Manpower, now renamed Employment Institute) (1987), the performance management system is divided into several parts: performance plan related to strategy; Obtain employee commitment; Set unit goals; Negotiate personal performance goals and standards; Observe employee performance; Collect employee performance data; Give feedback and guidance; Conduct a formal performance evaluation; Pay according to performance. Chinese scholars Fu Yahe and Xu Yulin believe that performance management is a cyclical dynamic system, and several links contained in the performance management system are closely linked and interlocking. The performance management process is a complete closed loop. The first part is to set goals and performance plans. This part mainly links the company's overall strategy with the work objectives of departments and employees, determines the specific standards and behaviors of employees, provides the basis for performance appraisal, and obtains the employees' goals.
The second part, continuous performance communication. This is the process for employees to perform tasks. In this process, organizations should give feedback, supervision and guidance to employees' performance.
The third part, implementation evaluation. This is also a dynamic and continuous process. The organization regularly evaluates the performance of employees. The task of this stage is how to evaluate the performance of employees as objectively and truly as possible, and at the same time make employees feel satisfied as much as possible. The starting point of performance appraisal is the performance contract or performance agreement made by both parties. The fourth part, performance evaluation and performance improvement. This is not just a means of reward and punishment. More importantly, it can provide signals for enterprises to improve their work and performance. Extensive to intensive and refined. In 2oo4, the company's marketing management mode, sales performance and assessment system were significantly adjusted again. The adjustment is as follows: (1) Unified channel management. Will (male name)
The channels originally developed by marketers at their own expense are unified into the company's management channels, which reduces the company's excessive dependence on some marketers and reduces the company's business risks. (2) Establish brand management awareness, brand packaging and promotion of all products, and unify product pricing. (3) Establish a marketing expense management system, and implement two-level * * * management of marketing expenses; In the development of new channels, budget management should be carried out to control unreasonable marketing expenses. (4) Implement target management and performance appraisal system for marketing department and sales staff. The marketing performance appraisal and commission system should also be adjusted accordingly. First, the original four types should be
Sales models are divided into pioneering sales model and maintenance sales model, and the sales volume and time of the two sales models are redefined. Secondly, due to cost management and brand management, the regional adjustment coefficient and the sales price adjustment coefficient were cancelled. Thirdly, the calculation method of the adjustment coefficient of accounts receivable is simplified to make it more reasonable.
Fourthly, according to the influence degree of each adjustment coefficient on sales performance, the corresponding weight coefficient is set, and the influence of each adjustment coefficient on sales commission tends to be reasonable. Fifth, adjust the sales commission coefficient again to match the company's profit rate and the overall salary level of employees, and adopt the commission coefficient. Thousands of J decrease with the growth of sales performance, and they are tired in stages.
The sum of products is more in line with the principles of economics and science. The adjusted sales performance and assessment system have clear and similar definitions of various factors.