【正文】 es are how to: 1. determine what is needed at each level within an anization to produce anizational performance, 2. measure and reward performance at each level, and 3. 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. The measurement criteria must be clear. A performance model can identify performance units。 最后 ，消費(fèi)者必然成為評估的焦點(diǎn)，無論組織產(chǎn)生什么結(jié)果，如果有消費(fèi)者對這個(gè)結(jié)果產(chǎn)生有效需求（或者愿意付錢），這個(gè)組織就有一個(gè)可行的目標(biāo)。為了運(yùn)行即時(shí)，而又不等同于無組織狀態(tài)。為了追求得到薪水的高水平的增長 /激勵(lì)性獎(jiǎng)勵(lì)，對很多雇員來說，很有必要獲取一個(gè)高的績效考評等級。當(dāng)涉及到眾多外部消費(fèi)者（就像一個(gè)醫(yī)院過去的、目前的、潛在的病人），那就有必要發(fā)展一個(gè)采樣框架，這個(gè)采樣框架能夠帶來一定數(shù)量的可管理顧客，并且能夠提供 有效截面。遺憾地是，現(xiàn)實(shí)又印證了那句至理名言“沒有風(fēng)險(xiǎn)，就沒收益”。一旦績效單位被確認(rèn)或他們的績效章程得到發(fā)展，則合適的策略就可以被選擇。如績效模型顯示一個(gè)組織在一個(gè)績效團(tuán)體（擁有影響組織績效的可識(shí)別的產(chǎn)出的個(gè)人、團(tuán)隊(duì)、整體、）中如何被澄清。一個(gè)雇員掌握的勞動(dòng)技能和同一時(shí)期內(nèi)平均的直接勞動(dòng)成本是相對應(yīng)的。 許多組織傾向于繼續(xù) 使用 薪酬水平的 直接支付程序 來對個(gè)人績效進(jìn)行加薪，這種情況甚至出現(xiàn)在已經(jīng)轉(zhuǎn)為要求合作而自我謙讓行為的生產(chǎn)團(tuán)隊(duì)。 許多開拓者有著“程序”導(dǎo)向。 已證明有效的方法不能起到應(yīng)有作用 HR 管理者在這一努力中應(yīng)該避免兩個(gè)致命的錯(cuò)誤： 使用在過去有效的處理方法來對待一種全新的情況。 達(dá)到或超過內(nèi)部、外部客戶的期望，可以使員工將精力放在質(zhì)量目標(biāo)上。 績效模型可以 識(shí)別績效單位， 每個(gè)員工是一個(gè)或多個(gè) 績效單位的參與者 ,通過識(shí)別這些績效，組織可以澄清每個(gè)人的重要性以及獎(jiǎng)勵(lì)的對象 。90s Model for Performance Management ...................................... 9 Performance Management characteristic ......................................... 9 Performance unit is prehensive ............................................. 9 Proven methods don39。 PDCA 的含義如下 :P（ Plan） —計(jì)劃， D（ Do） — 執(zhí)行， C（ Check） — 檢查， A（ Action） — 行動(dòng) ，主要目的是對總結(jié)檢查的結(jié)果進(jìn)行處理，將成功的經(jīng)驗(yàn)加以肯定并適當(dāng)推廣標(biāo)準(zhǔn)化；將失敗的教訓(xùn)加以總結(jié)，把未解決的問題放到下一個(gè) PDCA 循環(huán)里，并開始下一個(gè)PDCA。畢竟資源的稀缺性在一定的范圍內(nèi)是相對的，人力資源的發(fā)掘需要通過多年經(jīng)驗(yàn)的積累，如果運(yùn)用發(fā)掘其他固有資源的方式去購買人力資源，無礙于緣木求魚，最終很難獲得理想且適合企業(yè)實(shí)際的人力資源。許多病毒在不同的環(huán)境里生存，他們雖然看起來是一樣的，但其實(shí)是許多不同種類的病毒，以上的處理方法對于這些病毒來說，毫無疑問是一種壞藥，因?yàn)槊總€(gè)人的有機(jī)體構(gòu)成都不是相似的。當(dāng)尋求到其穩(wěn)定性和一致性時(shí)，就能決定通過控制鏈條垂直性的流動(dòng)。 假定你是這些合作團(tuán)隊(duì)的一員，為了支 持目標(biāo)，便會(huì)形成習(xí)慣于合作的行為態(tài)度。 3 績效模型 關(guān)鍵問題如下： 在組織內(nèi)，為了產(chǎn)生組織績效，怎樣才能決定在每一組織層次上什么是必需的。一個(gè)專業(yè)銷 售代表可能是一個(gè)績效單位。 有一點(diǎn)是必須強(qiáng)調(diào)的，那就是組織績效模型也許和組織結(jié)構(gòu)圖非常相似，或者完全不一樣，這取決于正式的結(jié)構(gòu)。顧客滿意度是企業(yè)生存與發(fā)展的重要參數(shù)，當(dāng)此參數(shù)作為績效評估的內(nèi)容進(jìn)行細(xì)化的時(shí)候，所有的被評估對象就必須對自己的服務(wù)情況進(jìn)行認(rèn)真的審視，對那些導(dǎo)致顧客滿意度下降的行為，應(yīng)該及時(shí)制止或進(jìn)行相應(yīng)調(diào)整。 不斷增長的現(xiàn)實(shí)案例就是這種痛苦錯(cuò)誤的結(jié)果。 在采納類似上例中的模式，它能夠使員工即時(shí)的方式了解消費(fèi)者而且努力去滿足當(dāng)前消費(fèi)者的要求和需求，這種得反饋的循環(huán)能夠使員工 /績效單位確定什么是消費(fèi)者感知到正在發(fā)生的，這或許比正在發(fā)生的更為重要。組織也必須使績效單位的目標(biāo)不相互沖突。這就是九十年代公司、企業(yè)所面臨的殘酷事實(shí)。s human resource function is critical to the performance of the anization. It must take the lead in attracting, retaining and motivating a highquality work force. Proven methods don39。 train for the job。 the unusual economic phenomena. How maintains the sales personnel39。s actual sales ability through the examination and critique and utilize the short effect. If discovered they lack some on the one hand the ability, may carry on training to it to supplement and the strengthening aspect ability。 Schuster, New York, NY, 1985. 2. Edward E. Lawler III, Pay amp。s mission and have all opportunity to participate in providing clear direction to all who participate in delivering the desired results. This model treats human resource (performance) management as open system, interactive with and sensitive to the environment. What is available from suppliers (at what cost and under what terms) and what constraints are imposed by the external environment and/or anizational context will affect the way the performance unit must operate in order to be effective. To operate in real time does not equate with anarchy, however. Though longrange, rigid plans may be inappropriate, effective contingency planning, team building and investment in human capital will help the anization manage performance effectively. What needs to be done An anization must make the mitment to opening up its human resource systems, making them interactive with the environment. After setting the stage for effective performance management by having each performance unit develop a charter, it is imperative that these performance charters be integrated across units, identifying what is needed from other units that may function as customers, suppliers and/or sources of contextual constraints. It is also necessary for the anization to ensure unit objectives are not in conflict. Finally, the anization must develop a horizontal and strategy, to ensure that unit tactical plans do not work at crosspurposes with each other[3] Reward strategies and programs must be fitted to the performance model and performance charters, so that stated objectives and financially rewarded results are consistent. (Gee Odiorne has wisely counseled, If your people are headed in the wrong direction, don39。 Individual characteristic (including work manner, individuality, ability and soon). The examination and critique is achieves the sales goal the guard. The sale goal is sells the management process the beginning. It sells the anization, sells the region design and the sales fixed quantity formulation instruction function. After these pletions of work, the sales economy starts to advertise for disposition, training and the drive sale personnel, urges them to face the sales goal diligently. At the same time, sells manager also to have the regular collection with the reanization related plan execution situation information. Does this on the one hand is advantageous to not reasonably eliminates to the plan carries on there vision, on the other hand is advantageous to the discovery actual situation and the plan difference, in order to discovers the reason and seeks the countermeasure. The examination and critique gives the fair return the basis the science inspection, gives the fair reward, to drive the sales personnel has the vital role. The effective examination and critique plan through carries on the appraisal to the sales personnel39。 pay for results) can also