【正文】 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。 pay for the individual39。 Robert J. Greene 《 A 39。消費者被看成組織使命的核心，這樣能有機會能夠為參與傳遞這種期望結果的雇員提供明確清晰的導向。例如，人力資源單位把每個雇員和每個組織單位看成一種顧客。 一旦一個績效模型被一個組織建立，它有可能用來作為對員工建立有效策略的障礙。這樣，在下一個績效考核期內(nèi)，你的行為將受到什么的導向呢？為取得好結果謹慎工作，還是一有機會就盡量表現(xiàn)自己？在對績效得思考中，這樣的信號難道不是被傳遞了嗎？上司追求團隊目標，但獎勵個人的時候，確實基于他們對員工的工作表現(xiàn)（或者是基于他們對員工個人的偏好？）。 舉例來說 ,人們常常聲稱所有 的 組織 都 實行 以能力來計算工資 和 以成果分享利潤的制度， 以取代 “ 好處 ” 薪資 、 個人 激勵 或利潤分享 制度，這樣一來， 一個更好的 工作時間即將產(chǎn)生，進而使 生產(chǎn)力和滿意 度上升 。 Kathleen Guin（ 1992） 指出，“實際上，績效管理過程可以加強全面質(zhì)量管理 （ TQM） 。 第一步是要找出合適的組織層次 ，使績效能夠可靠地被識別和測量，以及對這層次進行獎勵。今天的人力資源功能對組織績效表現(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 那些 高素質(zhì)的 人力資源。建議的結果只能用來建立因果關系聯(lián)合，這使組織中僵硬的計 劃能夠長時間的運作。 第一步是澄清合適的組織水平，使在這一層次上績效可以被信賴、認可和測量，以及獎勵這一層次上的績效 [2]。任務驅(qū)動的團隊將會形成，并且最后被撤除，職員的功能將更好地服務顧客，企業(yè)將被重新塑造得更加適合所服務的市場，并更好地提供產(chǎn)品和服務。 改變獎勵系統(tǒng) 采取“罐裝方法”服務消費者是被組織系統(tǒng)、絕大部分績效考核和獎勵系統(tǒng)永存的案例。喬治曾明智的說過：“如果你領導的方向錯誤，就不要激勵你的員工”。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。 The customer and the enterprise relate (processing which to customer, at the same time as well as enterprise relates and so on)。 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 good point of view, the maintenance sale team relatively stable, sells the difficult problem which manager and the enterprise must be solve . The function standard is sells manager to the sales personnel job performance expectation and the request. Carries on the examination and critique take the duty standard as the criterion is the objective examination and critique, he and work direct correlation. The considerable examination and critique method use target has three big kinds: Delivers the target (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)。t work HR should avoid two critical errors in this effort: 1. Using prescriptions that were effective on past maladies to treat a new condition. 2. Borrowing prescriptions others claim successful in treating the same condition. The first error assumes the old prescription is a panacea for the anism, no matter what the affliction. The second error presumes a cure will be effective across anisms, even though those anisms have different histories, different immune systems. These approaches are bad medicine in an environment that contains a multitude of different strains of what appears to be the same virus but where individual anisms are very dissimilar in their specific makeup. When one reads the current HRM literature, it is easy to conclude that several new magical spells have been discovered in the late 39。最后，組織必須開發(fā)水平－整合策略，以確保績效單位戰(zhàn)術計劃在跨目標的情況下不能相互工作。美國汽車制造商基于對狂購小型轎車是一種臨時的風尚的假定，曾在消費者面前極力推銷大型橋車。如果伴隨著獨立性質(zhì)的職員功能企業(yè)一經(jīng)成立，這個相似性的可能性就很大；另一方面，如果結構是基于其中的公司管理所決定的，則績效單位和正式組織框架內(nèi)的單位有完全不一樣的觀念。 在組織每一層次上，如何測量和獎勵績效。 通常，這類型的方式會受到眾多研究結果的支援。 由于顧客的有限，致使爭奪顧客的競爭日趨激烈。t work .................................................. 10 Performance models ........................................................ 12 Satisfaction a primary objective ............................................... 13 Change reward systems...................................................... 16 What needs to be done ...................................................... 17 1 九十年代績效管理模型 今天的人力資源 （ HR）的 功能 ,首先必須表現(xiàn) 在吸引人才 ,留住人才 ,并 且 激勵 那些 高素質(zhì)的 人力資源。可以說，一個設計科學的績效管理過程本身就是一個追求“質(zhì)量”的過程。 但這一次治愈品牌 wizardry 是事實 ， 即開辦一個 “ 實時模式 ”，只有開放系統(tǒng)才能生存 。但當一個人注意到員工薪酬等因素，他就會認識到 可以預算的規(guī)模和個人績效評估（基于工作質(zhì)量、數(shù)量和獨立性）的重要性。對員工和人力資源發(fā)展（為工作選擇；為選擇培訓；設計適合人們的工作）可供選擇的方法就可以被評估。 其中一個保持績效管理過程行政便捷的方法是識別關鍵顧客，而不是一切單位中、一切顧客或一切潛在顧客。什么是可以從供應商處得到的 （在什么周期內(nèi)，以怎樣的成本）以及什么樣子的來自外部環(huán)境 /組織框架內(nèi)強行施加的限制，這些都會影響績效單位追求有效性的運行方式。90s Model for Performance Management Today39。 pay for results) can also be evaluated. Finally, the staffing, rewards and development strategies can be integrated with each other to ensure that they fit with and support the overall human resource strategy. It should be emphasized that the performance model of an anization may look very much like the anizational chart or may bear little resemblance to it, depending on the formal structure. If business units have been created, with selfcontained staff functions, the similarity may be great. If, on the other hand, the structure is based on centralized corporate management, performance units may have entirely different boundaries than units in the formal structure. The performance model will also be changeable. Task forces will be formed and dismantled, staff functions will be shifted around to better serve customers, business units will be reshaped to fit the markets served and to better provide products/service