【正文】 dynamic circle model for constructing. The PDCA dynamic circle model is a basic procedure of quality management in all aspects. It was first suggested by the world famous management masterdoctor DAM. It’s a systematic way of think and manages. The meaning of PDCA is plan check and action. It mainly deals with the result from the sum up check and confirms the success experience even popularize and standardize it. Anther function of the PDCA is to learn from loss, and put the unsettled problem into the next PDCA circle and start it. In fact the development of IS09000 and TQM has resulted PDCA. Kathleen Guin（ 1992） pointed out that “performance management can strength TQM”. For performance management can provide managers skills and tools for managing TQM, and see through the TQM which is one crucial part of the anization culture. That means the process of designing a scientific performance management itself is a process of demanding qualityreach even exceed the expectation of inside and outside customers, and encourage their employees devote themselves into quality and other objective. All other resources can be bought in the marketplace by anyone(1) Lester Throw, in these few words, identifies one of the prinicipal challeges facing human resource practitioners in the 39。80s. For example, it is often claimed that all anization that implements skill based pay and gain sharing, to replace merit pay and individual incentives or profit sharing, will instantly have a better time of it. Productivity and satisfaction will go up, and the pensations field is a way to catch up to the anizational development people who have had several years of glory with quality circles and team building. But this onecure brand of wizardry is blind to the fact that the 39。s pay one typically finds: size of budget available, individual performance appraisal (based on quantity of work, quality of work and dependability), how many skills the employee has mand of and the average direct labor cost for the period. One finds almost everything BUT customer satisfaction, number of new customers, number of existing customers lost, market perception of product/service, and so forth. Promotions are also based on how brightly the individual shines and for what successes that person has been given, or has taken credit. Performance models The key issues are as follows: How to determine what is needed at each level within an anization to produce anizational performance. How to measure and reward performance at each level. How to refocus individuals and units on satisfying customers rather than on pleasing those higher in the anizational hierarchy. The first step is to identify the appropriate anizational level at which performance can be reliably recognized and measured and to reward it at that level.(2) Once the appropriate level is identified, the criteria to use in measuring and rewarding performance bee clear. Exhibit 1, Performance Model, illustrates how an anization can identify each of its performance units (individual, group or unit which has an identifiable output impacting anizational performance). Each employee is a participant in one or more performance units and by identifying them, the anization can clarify for each individual what is important and what will be rewarded. The CEO and the COO are evaluated and rewarded based on the performance of their unit the anization. A field sales representative may be a oneperson performance unit. A research scientist may also be a oneperson unit, or may at times be a member of a project team and/or research anization. The real value in having a defined performance model is that it anizes and clarifies roles and focuses on objectives, rather than emphasizing the formal hierarchical structure as defined in an anizational chart. Once a performance model has been created by an anization, it can be used as the basis for establishing effective strategies for staffing, development and rewards. When a unit39。 pay for the individual39。s performance. A first step is to identify the external and internal customers of each performance unit. The human resource unit, for example, has each employee and every anizational unit as a customer of sorts. Other staff units such as finance, data processing and purchasing would typically identify specific anizational units as customers. The line functions such as sales, manufacturing and sales service would have external customers, whether these be individual consumers or other anizations. One way to keep the performance management process administratively feasible is to identify key customers, rather than each and every possible customer of each unit. When numerous external consumers are involved (a hospital39。 Work knowledge (product situation, enterprise knowledge, sales promotion skill and so on)。s corresponding reward or the treatment in the appraisal foundation, avoids producing not fairly, drove the sales personnel continues to try hard. The examination and critique is excavates sells talented person39。s motion plan, promptly finds the problem. Thus has the enough time to make the adjustment. Change reward systems This canned approach to servicing customers is perpetuated by the anization39。 if the customer does not perceive the product/service as being worth the purchase price or assets consumed to produce it, the anization has not performed at an acceptable level. Whether private or public sector, for profit or not for profit, product or service provider, the anization must justify its consumption of resources . . . to the customer. That is the hard reality of the 39。 Scott Associates Inc., in Chicago. He is a member of the HRCA Board of Directors.