Analysis on Performance Management of Human Resources in Public Sector
This paper expounds the meaning of human resource performance management in public sector from three aspects: personal performance and team performance. Performance evaluation and performance management; Strategic. On this basis, this paper analyzes the characteristics of human resource performance management in public sector, and probes into three important issues of human resource performance management in public sector.
Keywords: public * * * department; Human resources; Performance management
China Library Classification Number: F24 Document Identification Number: Part A Number:1673-291x (2010) 27-01-02.
Human resource management puts people's position above other organizational factors, regards people as the most important asset and human resources as the first resource. The high performance of human resources is very important for the high performance of the whole organization. Developing and controlling everyone's wishes and abilities to make everyone and their groups reach the highest productivity is a difficult but long-term effective method to improve organizational performance.
First, the meaning of public sector human resources performance management
Performance management of human resources in public sector refers to a set of systematic management activities and processes with human resources in public sector as the main analysis object and individual performance and group performance as the research scope. Through the full communication between managers and employees, the goals and development directions of individuals, groups and organizations are strategically consistent, and then a good performance system is formed to promote the overall performance.
1. Individual performance and group performance
From a systematic point of view, the performance management of public sector can be investigated from three aspects: organizational performance management, group performance management and individual performance management of public sector. The three levels of factors restrict and influence each other, and some institutions have become the performance management system of the public sector.
The performance management of human resources in public departments discusses the team performance management and individual performance management in public departments. The role of human resources in organizational performance appears in the form of groups. As far as human resource performance management is concerned, the first thing to consider is team performance. Group performance is the collection of individual performance, but the collection of individual performance is not equal to the simple addition of individual performance. Individual performance and group performance reflect the relationship between part and whole, competition and cooperation.
Group performance is dominant, and individual performance is based on group performance. Therefore, in all organizational activities, there must be an overall concept, an overall concept. Individual performance should take group performance as the starting point and destination. Cooperation plays a very important role in group performances. At the same time, on the basis of emphasizing that individual performance is based on group performance, we must attach great importance to the role of individual performance, and competition plays a very important role in the development of individual performance. A good competition mechanism will give full play to individual performance, thus making group performance more significant.
2. Performance evaluation and performance management
As a part of performance management, performance evaluation, also known as performance appraisal, refers to the procedures and methods of scientific evaluation of employees' performance on a regular basis according to certain standards, with a view to improving organizational performance and accomplishing organizational strategic objectives. The goal of performance evaluation is not only reflected in the realization of the overall goal of the organization, but also provides important reference for the decision-making of several links in the process of human resource management. The technical characteristics of performance evaluation make it only a means to judge employee performance in practical application. Performance management is the core content of organizational resources and performance evaluation is the key link of performance management.
Performance management is a systematic management activity and process, including performance evaluation, emphasizing systematicness and dynamics. Through continuous communication and feedback between organizations and individuals, employees can fully participate in the whole process, which can not only establish their knowledge of goals and how to achieve them, but also form the integration of interests and responsibilities, thus improving their initiative and enthusiasm, effectively motivating and guiding employees' behavior, and helping to formulate better employee performance improvement.
Have a strategic vision
Performance management must incorporate organizational strategy into it. The goal of all the work of the organization is to achieve the strategic objectives of the organization. Ideally, the performance management system will ensure that all activities within the organization support the strategic objectives of the organization. Organizational strategy is the starting point of human resource management, as well as the starting point of performance management process and the premise of making assessment plan.
The performance management of human resources serves the whole performance management system, and the performance management of human resources should be combined with organizational goals as the basis of organizational management. Managers embody their responsibilities through performance management, and the organizational reward and punishment system focuses on achieving organizational goals, encouraging innovation and continuous improvement of organizational performance. Performance activities are carried out under the guidance of organizational strategic objectives, and the close relationship between organizational strategic objectives and performance management is realized through performance planning and evaluation system. Combining the performance management of human resources with the development strategy of the organization, this paper tries to promote the improvement of organizational performance through the improvement of human resources performance and realize the strategic objectives of the organization. From this perspective, performance management puts forward a more arduous task for human resource management.
Second, the characteristics of human resources performance management in the public sector
1. Gong * * *
The performance management of human resources in public sector embodies all aspects of publicity. Its goal is to serve the people, and political, economic, social and cultural aspects need attention; Its output is a public product, including not only tangible products, but also intangible products, which involve both current problems and future fields. Its measure is people's satisfaction, and economy, efficiency, fairness and democracy are all necessary indicators.
2. Complexity
The publicity of human resource performance management in public sector makes it complicated. The diversified characteristics of goals make management fall into multiple contradictions and it is difficult to take care of them at the same time; The particularity of public goods makes it difficult to be accurately measured; It is difficult to collect information and define performance standards such as people's satisfaction, fairness and democracy. This leads to the complexity of human resource performance management.
3. arduous
The publicity and complexity of human resources performance management in public sector determine its arduousness. Performance management needs to face quantitative problems, but multiple or even conflicting goals make it difficult to accurately determine performance indicators; The intangible and long-term characteristics of public goods make it difficult to measure, and public goods are often inseparable, and it is difficult to confirm the causal relationship, the cost and income of products are difficult to measure, and the contribution share of individuals is also difficult to determine; Because of different regions and jobs, it is impossible to use uniform standards in measurement. Establishing a reasonable diversified evaluation system is a systematic project, which is very difficult. All these make quantification a huge problem. Moreover, even if performance can be quantified, it is still a question whether it is appropriate to express performance in quantitative form. Therefore, the performance management of human resources in public sector is arduous.
Three Important Issues of Human Resource Performance Management in Public Sector
1. Establish two values: publicity and service.
Here, the publicity and service of the government are further emphasized. Publicity and service are two value orientations that must be emphasized in the performance management of human resources in public sector. It is the starting point and ultimate goal of all the work of public sector staff to strive for the greatest public interests for citizens and society and provide high-quality and efficient public services. The fundamental measure of human resource performance in public sector should be whether and to what extent the behavior of public sector staff promotes public interests.
In the performance management of human resources in public sector, the formation of these two values of publicity and service is helpful to solve many key problems in current public administration. Pursuing personal interests, harming public interests, emphasizing efficiency over fairness over democracy, and emphasizing economic growth over social development are all caused by insufficient understanding and implementation of the nature and services of the public. Faced with these problems, the two values of publicity and service will help the public sector to have the right direction. Public departments should strengthen the organizational culture of serving the people, pay attention to cultivating the personal quality of staff, overcome the idea of government-oriented and official-oriented, make individual behavior and performance more in line with social expectations, make individual self-development and organizational interests highly integrated and organically unified, and build a government that serves the people and takes people's satisfaction as the highest standard.
2. Objectivity and impartiality of evaluation
One of the most basic requirements of human resources performance management in public sector is objectivity and impartiality of evaluation. Objective and fair evaluation is the basis of performance management and the most effective incentive mechanism. What employees care about is performance, but what they care about is the reward they should get after paying. If fairness and justice cannot be implemented, employees' expectations and results are inconsistent, employees will lose their sense of fairness, dampen their enthusiasm for work, and affect the satisfaction of employees in the department. Performance management will not play any incentive role, but will worsen the organizational environment.
Due to the low degree of information disclosure and imperfect performance index system in public sector, the performance management of human resources in public sector is unfair. Therefore, we should strengthen the effective communication between departments and employees, speed up the establishment of a reasonable and effective evaluation system, overcome the information asymmetry between departments and employees, and overcome the randomness and blindness caused by inhuman factors such as human relations in management, so as to make the process and results of human resource performance management more scientific and reasonable and realize fairness and justice.
3. The importance of implementation
Although there are some problems in the performance management of human resources in public sector, such as insufficient legalization and institutionalization, imperfect performance index system, single evaluation subject and underdeveloped evaluation technology, one problem that cannot be ignored is actual strength. The performance management of human resources has not been implemented to a large extent, showing a trend of virtualization, with only a symbolic role and unable to play a substantive role. Internally, it is often a mere formality, which makes it difficult to achieve the basic communication, feedback and personal development required by performance management, and the assessment results are easy to fail, and in the end it is often egalitarianism; Externally, performance management is often regarded as a measure to cope with superiors or a means of self-promotion, which leads to bad phenomena such as blindly following the trend and formalism, which seriously deviates from its original intention and purpose.
The performance management of human resources in public sector is not enough to implement effective results. If the organization can make use of the existing resources, learn from the successful experience of western and private sectors and apply its own research results, it can establish a special performance management organization, take performance management as a basic and regular work, pay attention to cultivating the cultural atmosphere of performance management, formulate and implement a complete performance management system, improve the performance responsibility system, strengthen external supervision, and implement relevant policies more vigorously, so that the concept can be implemented and the technical methods can be well applied. I think, on the existing basis, human resources. Moreover, with the further improvement of human resource performance management in public sector, more advanced concepts and technical methods will be applied more efficiently.
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