【正文】 ance 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/services. If these changes are ignored for the sake of administrative convenience, it will diminish clarity of purpose and reduce the benefits derived from having articulated objectives. Regrettably, this reality brings to mind the sign in Gold39。s performance. A first step is to identify the external and internal customers of each performance unit. The human resource unit, for example, has each employee and every anizational unit as a customer of sorts. Other staff units such as finance, data processing and purchasing would typically identify specific anizational units as customers. The line functions such as sales, manufacturing and sales service would have external customers, whether these be individual consumers or other anizations. One way to keep the performance management process administratively feasible is to identify key customers, rather than each and every possible customer of each unit. When numerous external consumers are involved (a hospital39。 the unusual economic phenomena. How maintains the sales personnel39。 Work knowledge (product situation, enterprise knowledge, sales promotion skill and so on)。 Individual characteristic (including work manner, individuality, ability and soon). The examination and critique is achieves the sales goal the guard. The sale goal is sells the management process the beginning. It sells the anization, sells the region design and the sales fixed quantity formulation instruction function. After these pletions of work, the sales economy starts to advertise for disposition, training and the drive sale personnel, urges them to face the sales goal diligently. At the same time, sells manager also to have the regular collection with the reanization related plan execution situation information. Does this on the one hand is advantageous to not reasonably eliminates to the plan carries on there vision, on the other hand is advantageous to the discovery actual situation and the plan difference, in order to discovers the reason and seeks the countermeasure. The examination and critique gives the fair return the basis the science inspection, gives the fair reward, to drive the sales personnel has the vital role. The effective examination and critique plan through carries on the appraisal to the sales personnel39。s corresponding reward or the treatment in the appraisal foundation, avoids producing not fairly, drove the sales personnel continues to try hard. The examination and critique is excavates sells talented person39。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。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 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。 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。 Schuster, New York, NY, 1985. 2. Edward E. Lawler III, Pay amp。 Scott Associates Inc., in Chicago. He is a member of the HRCA Board of Directors.