【正文】 (order form number, customer number and so on), the investment target (sale access, operating time and time assignment, expense, nonsale campaign and so on) as well as delivers/the investment ratio target (expense ratio, customer development ratio, visit ratio and so on). The function condition is sells manager to the sales personnel working ability expectation and the request. By the function condition the examination and critique which carries on for the basis is the subjective examination and critique, with ability direct correlation. The examination and critique content includes: Sales achievement (sales volume, to new customer sales volume, various types product sales volume and so on)。 If discovered they have not obtained the full display in some aspect ability, may give it even more to have the challenge duty, provide sun folds the talent for them the opportunity. The examination and critique is advantageous to strengthening to the sale campaign management in sales management process. Had each month examination and critique, respectively sells the region these active mass to be able automatically to increase, because the sales personnel all hoped said the better examination and critique result. Simultaneously the sale campaign efficiency also can do .The examination and critique can let sell the clerk discretely top order and the motion, they can start with a way to work. The examination and critique can let sell manager vision control supervisor39。 Organization Developement, AddisonWesley, Reading, MA, 1981. 3. Michael E. Porter, Competitive Advantage, Free Press, New York, NY, 1985. Robert J. Greene, ., SPHR, CCP, is consulting principal with James amp。s systems, most notably the performanceappraisal and reward systems. Employees are expected to adhere to policy, even if it might result in their being indifferent to the changing needs and wants of the customer In order to receive a large pay increase and/or incentive award, it is necessary to receive a high performance rating. In order to receive a high rating, it is necessary to convince the superior, not the customer, that performance has been good. This closedsystem thinking seals the anization from customer feedback and the very intelligence which will enable customer needs from being accurately assessed and addressed. The adoption of a model such that illustrated in Exhibit 2 hard wires the instrument panel. It enables employees to read customers on a realtime basis and adjust efforts to meet current customer needs and wants. The feedback loop enables employees and/or performance units to determine what the customers perceive to be happening, which may be more critical than what is happening. In such a model, customer also drives rewards, which raises the stakes and increases employee motivation to focus on the customer. And the customers are treated as central to the anization39。 The customer and the enterprise relate (processing which to customer, at the same time as well as enterprise relates and so on)。s capabilities。90s will run in a real time mode in which only open systems can survive. Many practitioners have a program orientation. Specific programs are designed and implemented to deal with a fixed set of challenges or to afford control over the way the anization39。90s Model for Performance Management》 ., SPHR, CCP, A 39。喬治曾明智的說過：“如果你領(lǐng)導(dǎo)的方向錯(cuò)誤，就不要激勵(lì)你的員工”。 這種模型視人力資源（績(jī)效）管理為一個(gè)開放的系統(tǒng)，對(duì)環(huán)境敏感同時(shí)與環(huán)境又相互作用。 改變獎(jiǎng)勵(lì)系統(tǒng) 采取“罐裝方法”服務(wù)消費(fèi)者是被組織系統(tǒng)、絕大部分績(jī)效考核和獎(jiǎng)勵(lì)系統(tǒng)永存的案例。其它的員工單位，如財(cái)務(wù)、數(shù)據(jù)處理、采購(gòu)，典型的識(shí)別特定組織單位作為顧客的前線功能，諸如銷售、制造和售后服務(wù)等，有著外部顧客，這些外部顧客可能是個(gè)體顧客，或是組織顧客。任務(wù)驅(qū)動(dòng)的團(tuán)隊(duì)將會(huì)形成，并且最后被撤除，職員的功能將更好地服務(wù)顧客，企業(yè)將被重新塑造得更加適合所服務(wù)的市場(chǎng)，并更好地提供產(chǎn)品和服務(wù)。當(dāng)一個(gè)單位的使命和目標(biāo)是清楚的，測(cè)量績(jī)效的標(biāo)準(zhǔn)則變得容易確認(rèn)。 第一步是澄清合適的組織水平，使在這一層次上績(jī)效可以被信賴、認(rèn)可和測(cè)量，以及獎(jiǎng)勵(lì)這一層次上的績(jī)效 [2]。的了解 組織試圖在成本合理的基礎(chǔ)上，提供能夠產(chǎn)生高水平顧客滿意程度的適時(shí)、高質(zhì)量的服務(wù)。建議的結(jié)果只能用來建立因果關(guān)系聯(lián)合，這使組織中僵硬的計(jì) 劃能夠長(zhǎng)時(shí)間的運(yùn)作。 賠償領(lǐng)域是 其中 一個(gè)途徑 ，能夠 趕上 擁有多年質(zhì)量?jī)?yōu)勢(shì)以及 團(tuán)隊(duì) 建設(shè)的組織發(fā)展。今天的人力資源功能對(duì)組織績(jī)效表現(xiàn)得尤為重要 ，其首先表現(xiàn) 在吸引人才 ,留住人才 ,并 且 激勵(lì) 那些 高素質(zhì)的 人力資源。因?yàn)椋?jī)效管理可以給管理者提供管理 TQM 的技能和工具，使管理者能夠?qū)?TQM 看作組織文化的一個(gè)重要組成部分”。 第一步是要找出合適的組織層次 ，使績(jī)效能夠可靠地被識(shí)別和測(cè)量，以及對(duì)這層次進(jìn)行獎(jiǎng)勵(lì)。 關(guān)鍵的問題是 : 確定什么是 必需的，能夠使 一個(gè)組織 內(nèi) 每一個(gè)層面產(chǎn)生組織績(jī)效 ； 衡量和獎(jiǎng)勵(lì) 每個(gè)層次的績(jī)效； 重新使個(gè)人和單位定位于滿足消費(fèi)者 ,而不是討好更高的組織層次 。 Kathleen Guin（ 1992） 指出，“實(shí)際上，績(jī)效管理過程可以加強(qiáng)全面質(zhì)量管理 （ TQM） 。組織必須以高于一切的方式去尋求能夠使他們獲得生存的競(jìng)爭(zhēng)優(yōu)勢(shì)來源。 舉例來說 ,人們常常聲稱所有 的 組織 都 實(shí)行 以能力來計(jì)算工資 和 以成果分享利潤(rùn)的制度， 以取代 “ 好處 ” 薪資 、 個(gè)人 激勵(lì) 或利潤(rùn)分享 制度，這樣一來， 一個(gè)更好的 工作時(shí)間即將產(chǎn)生，進(jìn)而使 生產(chǎn)力和滿意 度上升 。不幸的是，研究承擔(dān)及極其巨大的社會(huì)壓力。這樣，在下一個(gè)績(jī)效考核期內(nèi)，你的行為將受到什么的導(dǎo)向呢？為取得好結(jié)果謹(jǐn)慎工作，還是一有機(jī)會(huì)就盡量表現(xiàn)自己？在對(duì)績(jī)效得思考中，這樣的信號(hào)難道不是被傳遞了嗎？上司追求團(tuán)隊(duì)目標(biāo)，但獎(jiǎng)勵(lì)個(gè)人的時(shí)候，確實(shí)基于他們對(duì)員工的工作表現(xiàn)（或者是基于他們對(duì)員工個(gè)人的偏好？）。 如何使個(gè)人和整體重新聚焦于滿足顧客，而不是取悅 于組織等級(jí)的更好層次。 一旦一個(gè)績(jī)效模型被一個(gè)組織建立，它有可能用來作為對(duì)員工建立有效策略的障礙。 績(jī)效模型必須是可變的。例如，人力資源單位把每個(gè)雇員和每個(gè)組織單位看成一種顧客。工業(yè)產(chǎn)品的提供商經(jīng)常僅提供能被長(zhǎng)線有效流程生產(chǎn)的標(biāo)準(zhǔn)種類物品，甚至當(dāng)消費(fèi)者快速增 長(zhǎng)的需求就要接近定制的產(chǎn)品 /服務(wù)。消費(fèi)者被看成組織使命的核心，這樣能有機(jī)會(huì)能夠?yàn)閰⑴c傳遞這種期望結(jié)果的雇員提供明確清晰的導(dǎo)向。 激勵(lì)措施和計(jì)劃必須保證適合績(jī)效模型和績(jī)效組織結(jié)構(gòu)，因此，既有目標(biāo)和最終的激勵(lì)結(jié)果必須是一致的。 Robert J. Greene 《 A 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。 pay for the individual39。 Work knowledge (product situation, enterprise knowledge, sales promotion skill and so on)。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。 Scott Associates Inc., in Chicago. He is a member of the HRCA Board of Directors.