外文翻譯--設(shè)計(jì)一種性能評(píng)價(jià)系統(tǒng)的全面質(zhì)量管理方法-資料下載頁(yè)
2025-05-12 05:53本頁(yè)面
【導(dǎo)讀】的基本要素及實(shí)施過(guò)程。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。此外,將評(píng)估標(biāo)準(zhǔn)分為三類,這已成為方便。大多數(shù)雇員有效的評(píng)價(jià)方法,同時(shí)給那些需要改進(jìn)的個(gè)人以積極改進(jìn)的余地。果在全面質(zhì)量管理中首先強(qiáng)調(diào)人的因素,那么人事體制也必須體現(xiàn)這一原則。試使雇員受影響的評(píng)估。對(duì)10位客戶每人進(jìn)行大約1小時(shí)的訪談。這組由2名管理人員，4名。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。每個(gè)受訪者在試驗(yàn)結(jié)束后被要求對(duì)系統(tǒng)進(jìn)行評(píng)價(jià)，滿意，一般或者是不滿意。者對(duì)這些平均數(shù)值做出答復(fù)。名不是主要目的，考績(jī)制度在必要時(shí)能更好地完成了一方的考績(jī)制度的進(jìn)程。這項(xiàng)建議是建立在現(xiàn)有的系統(tǒng)，購(gòu)買山全面。此外，良好的溝通和性能標(biāo)準(zhǔn)的明確列為最重要的實(shí)。該部門員工得知。的執(zhí)行情況，特別是對(duì)這些因素的控制范圍之外的雇員。優(yōu)先事項(xiàng)，將要取得的成果，關(guān)鍵日期。應(yīng)鼓勵(lì)他們思考任何責(zé)任之上的基本工
【正文】 employee′ s progress toward the acplishment of performance objectives. In addition to the coaching that goes on almost daily more formal periodic reviews should be held to advise employees on how they are doing and how their performance can be improved. Usually a manager should conduct two to three inter document plan changes and performance to date. Performance evaluation With the system changes discussed in place the job of evaluation will be simple and much more positive. This final step will measure an employee′ s contribution to the business for the plan period by focusing on performance results not activities. To ensure that all points of view are considered should seek the input of other managers whose people may be impacted by the individual being appraised and solicit input from the employee. Team results and overall improvement efforts are also important factors. In addition to evaluating employees against their specific assignments ratings will be affected by factors such as dependability inter personal skills to learn new ability to municate effectively. Management should recognize situations where an employee′ s performance is significantly affected in either a positive or negative way by these factors and coach for improvement. Similarly the effect one employee may have on the performance of others should be recognized when considering the overall rating and input for team activities should contribute significantly towards the overall rating. 14 4 SUMMARY The implementation process consists of 6 steps as shown in Fig 2 These 6 steps must be integrated to provide a proactive approach to a quality performance appraisal. A consistent procedure is needed to be successful in adopting a new paradigm and the 6 steps are a robust approach to a successful PAS. 5 CONCLUSIONS To meet increased worldwide petition organizations must be constantly improving. If an organization’s performance appraisal system and process is a barrier to getting maximum productivity and pride of workmanship from all employees and is productively consuming management’s time and energy the organization must seriously consider changing their performance appraisal system. It is important that the PASrelated functions of merit pensation awards and recognition proposed PAS is based on customer requirements and focuses on the vital few requirements of an improved PAS: job description。 education and munications vehicle。 setting clear performance expectations。 consistency in implementation。 distinguishing differences between team and system。 and providing for fair individual and group measures. Special opportunity career development and ranking be unbundled from the main PAS and managed as separate processes. The most important elements for improving the performance appraisal system are management training and changing the number of categories in the rating system. Changing the rating system by minimizing the number of categories will increase the accuracy of the ratings manager and employee morale and reduce significantly the amount of frustrating work (games) managers must do (play) to manage the app distribution to an arbitrary spread. Adopting the proposed performance appraisal system will move an organization forward faster toward their goal of integrating a TQM philosophy. If people e first in the TQM organization then the 15 personnel systems must reflect that philosophy. It is this basic respect for the individual that motivates employees to work productively and with pride of workmanship. REFERENCES: 1 Deming W About of crisis. Cambridge M an M IT can tar of r a do Angry Study U SA 1986 2 S cheer ken back W he deem in rout tee to qua laity and productivity: road maps and road locks. Rock vile M D M ecru rye Prestos Far rich lid Pub lice ton s USA 1986 3 Schulte P R Perform ram ae app rag is : 1991 Hun tar Conference on Quality Madison W I: M Addison Area Qua laity Improvement Networks991 4Tabladiko Maceration of management performance measures from employee surveys. Quality Management Journal l U SA Jug lee 1994 5 Pickard KKE rammer n titivating and overing resistance to Taming a SQC 48th a nun Quality Congress
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