【正文】 from employee surveys Quality Management USA July,1994 5 Pickard K D S Anticipating and overing resistance to TQM In A SQC 48th Annual Quality Congress Proceedings,USA, 7 A TOTAL QUALITY PROCESS FOR DESIGN OF A PERFORMANCE APPRA ISAL SYSTEM Remer D S Department of Industrial lame echini ice l Engineering University of W icon sin2M Addison Madison W I53706USA ABSTRACT： This paper proposes an improved performance appraisal system(PAS)that is based on the philosophy of to quality management(TQM).It focuses on understanding the customers(both geminated employees)requirements for the PAS in order to prioritize and simplify the basic elements of the appraisal system and implementation process The improved process is defined by performance planning counseling and evaluation with assessments for individual team and management contributions In addition reducing the rating scale to three categories should positive evaluation process for most employees and still allow a const focus on those that must be improved Finally if people e first in the TQM organization then the personnel systems must reflect this philosophy Key Words : total quality management performance appraisal system recognition VOICE OF THE CUSTOMER inter views A new approach to PAS begin switch a better understanding of customer requirements for a PAS. The first step is voice of the customer interviews which involved interviewing representative employees that are affected by the appraisal process. These employees defined as customers of the process are the managers who are responsible for performance app implementation and employees (including managers) that are evaluated under the performance appraisal process. This customer inter is used as input for determining the design requirements for the proposed appraisal system. The voice of the customer interviews are conducted with 10 people and took approximately 1h each. This group consists of 2 current managers 4 employees that had management experience but are not currently managers and 4 employees that have never been in management. Their experience with PAS ranged from 526 years. These interviews are one on one face to face that 8 provided for a structured interview while still allowing spontaneous ment from the interviewees. After an explanation of the purpose of the interview the initial questions enabled an open ended response about what the person liked most or least about PAS and what is most or least valuable about PAS This is followed by some questions about the background of the person being in and for assessment of some specific questions related to some basic purposes of performance appraisal systems. In addition the interviewee is asked to assess 6 perceived problems with PAS as stated by Ref. The ments express about what people liked about PAS far outweighed the ments about what they liked. 1. 2 Matrix analysis Each respondent is then asked to choose between Strongly (S) Moderately (M ) or do not agree (N ) 。 education and munications vehicle。 consistency in implementation。(2)promotion。不因?yàn)閭€(gè)人差異而有所區(qū)分，提供公平的個(gè)人和群體的考評(píng)系統(tǒng)。同樣，一名雇員的影響可能對(duì)他人的表現(xiàn)應(yīng)該得到承認(rèn)，考慮到總體評(píng)價(jià)，并投入小組活動(dòng)應(yīng)作出重大貢獻(xiàn)的整體評(píng)價(jià)。除了教練，它幾乎每天都上，更正式的定期審查應(yīng)于通知 的員工他們是如何做和如何將其性能可以得到改善。全面質(zhì)量管理業(yè)績(jī)的計(jì)劃必須包括的因素為 :可靠性，適應(yīng)穩(wěn)定性，人際交際能力和技巧，學(xué)習(xí)新技能或技術(shù)的能力，有效的溝通。這些職務(wù)說(shuō)明應(yīng)闡明的普遍期望的責(zé)任和業(yè)績(jī)之間額的關(guān)系和標(biāo)準(zhǔn)。所有的培訓(xùn)內(nèi)容應(yīng)該有一個(gè)管理的重點(diǎn)，包括理論與應(yīng)用的考績(jī)制度。 （ 5 ）職業(yè)發(fā)展 。 3 2 專業(yè)定績(jī)效考核制度 全面質(zhì)量過(guò)程 在許多情況下，公司具有良好的人事制度，但在執(zhí)行和管理時(shí)在這些領(lǐng)是疏于管理，使人們對(duì)該系統(tǒng)失去信心。 在未來(lái)的兩個(gè)最重要的因素（ 3 個(gè)評(píng)分） ， 是績(jī)效評(píng)價(jià)的考績(jī)可作為主要投入在確定值得加薪和宣傳。然后考勤系統(tǒng)吸收這些經(jīng)驗(yàn)。對(duì) 10 位客戶每人進(jìn)行大約 1 小時(shí)的訪談。經(jīng)過(guò)改進(jìn)的評(píng)價(jià)系統(tǒng)包括工作策劃、審議及對(duì)個(gè)人、集體及管理人員所作的貢獻(xiàn)進(jìn)行評(píng)估。 關(guān)鍵詞 :全面質(zhì)量管理 。經(jīng)過(guò)采訪了解，最初的問(wèn)題是使一個(gè)不限成員名額的的考績(jī)制度，什么是最寶貴的，怎樣達(dá)到最大成本和怎樣使成本最少。采訪員工用來(lái)測(cè)試是否夠?qū)I(yè)，技術(shù)含量怎么樣。 相對(duì)排名 最重要的制度和程序的內(nèi)容是，考績(jī)制度必須提供一致性，這是密切配合考績(jī)系統(tǒng)的第一目的。 非捆綁式功能 從這項(xiàng)研究中，建議以下 8 職能管理 作為單獨(dú)的進(jìn)程，非捆綁式的考績(jī)制度： （ 1 ）優(yōu)點(diǎn)補(bǔ)償 。 6 改進(jìn)后的系統(tǒng)要素的考績(jī)制度的建議 （ 1 ）管理的選擇，如果管理人員選擇是考績(jī)制度的關(guān)鍵，選擇管理者的權(quán)利是第一步的成功。因此，擬議的考績(jī)制度有 3 個(gè)等級(jí)： （ 1 ）一般的效果 （ 2 ）良好的效果（ 3 ）還有待改進(jìn)。員工應(yīng)該有機(jī)會(huì)投入績(jī)效規(guī)劃進(jìn)程表決，使員期待的目標(biāo)和制度相符合。 員工還可以準(zhǔn)備業(yè)績(jī)規(guī)劃會(huì)議。這最后一步將衡量員工的貢獻(xiàn)，業(yè)務(wù)計(jì)劃期間的重點(diǎn)放在業(yè)績(jī) 沒(méi)有活動(dòng)。 5 結(jié)論 為了滿足日益增長(zhǎng)的全球范圍的競(jìng)爭(zhēng)，各種組織必須不斷改進(jìn)。改變?cè)u(píng)價(jià)制度，盡量減 少類(lèi)的數(shù)量增加難以準(zhǔn)確評(píng)級(jí)受雇人員的士氣和大大減少的因人員增加難以公平考評(píng)，非生產(chǎn)性工作（場(chǎng)）管理人員必須做的（發(fā)揮）不能用管理考核評(píng)價(jià)隨意評(píng)分，要公平。(5)career developme