【導(dǎo)讀】勵那些高素質(zhì)的人力資源。關(guān)鍵的問題是:1、確定什么是必需的，能夠使一個。人和單位定位于滿足消費者,而不是討好更高的組織層次。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(jìn)行獎勵。“戴明環(huán)”理論，即運用P-D-C-A的動態(tài)循環(huán)模式來構(gòu)建。PDCA的含義如下:P—。實際上PDCA是管理原理與全面質(zhì)量管理IS09000演變與發(fā)展。使管理者能夠?qū)QM看作組織文化的一個重要組成部分”?？茖W(xué)的績效管理過程本身就是一個追求“質(zhì)量”的過程。達(dá)到或超過內(nèi)部、外部?？蛻舻钠谕?，可以使員工將精力放在質(zhì)量目標(biāo)上。由于顧客的有限，致使?fàn)帄Z顧客的競爭日趨激烈。組織必須以高于一切的方。的歷史，其免疫系統(tǒng)的作用也大相徑庭。賠償領(lǐng)域是其中一個途徑，能夠趕上擁有多年質(zhì)量優(yōu)勢以及團(tuán)隊建。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。許多開拓者有著“程序”導(dǎo)向。

　　

【正文】 sales personnel continues to try hard. The examination and critique is excavates sells talented person39。s effective method Can verify 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。 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。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。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。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。t motivate them!) Selection, placement and development strategies and programs must also be aligned with the performance model, to ensure that the right people are in place to pursue unit missions and to meet their objectives. Finally, the customer must bee the focal point for evaluating whatever outes an anization produces. If there is a customer with an effective demand (is willing to pay) for these outes, the anization has a viable purpose。 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。90s. Organizations that allow employees and units to justify their existence by making only their superiors happy will find the availability of the resources necessary to reward performance to be shortlived. Notes 1. Lester C. Throw, The Zero Sum Solution, Simon amp。 Schuster, New York, NY, 1985. 2. Edward E. Lawler III, Pay amp。 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。 Scott Associates Inc., in Chicago. He is a member of the HRCA Board of Directors.