【正文】 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。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 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。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。 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. Charters developed by performance units should be integrated. Performance Management characteristic Performance unit is prehensive In modern management theory, effective management activities should be a closed circle which is also a continual process of improving. Based on the systematic viewpoint of continual process of improving, performance management system could use Dam circle theory the using of PDCA 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。如果消費(fèi)者沒(méi)有感興趣的產(chǎn)品 /服務(wù)，他們認(rèn)為不值交易價(jià)格或者沒(méi)必要消耗去生產(chǎn)它，那么組織的表現(xiàn)水平實(shí)在是不能夠令人接受。雖然大規(guī)模、呆板僵硬的計(jì)劃會(huì)不合適，但有效持續(xù)的計(jì)劃、團(tuán)隊(duì)建設(shè)等方面在人力資本的投資將會(huì)有助于組織管理績(jī)效的有效性。為了獲取一個(gè)高的績(jī)效考評(píng)登記，對(duì)很多雇員來(lái)說(shuō)，是有必要說(shuō)服上司，而不是消費(fèi)者，這樣，績(jī)效就已經(jīng)是相當(dāng)好的了。 當(dāng)這些關(guān)鍵顧客被識(shí)別后，下一個(gè)步驟就是定義什么是顧客從單位中所需要和期望的，然后開(kāi)發(fā)一種能夠測(cè)量顧客實(shí)際所得的方法。 滿足首要的目標(biāo) 一個(gè)績(jī)效章程可被塑造產(chǎn)生一個(gè)在顧客滿意程度的聚焦。 獎(jiǎng)勵(lì)（為進(jìn)行的工