Chapter 7 performance management Approaches to measuring performance The attribute approach graphic rating scales p.286 table 7.5 Weakness of graphic rating scale

Chapter 7 performance management Approaches to measuring performance The attribute approach graphic rating scales p.264 table 7.5 Weakness of graphic rating scale 改良后的图尺度法案例 工作质量 几乎从来 不出差错 差错 中等 差错 很多 偶有 差错

The attribute approach graphic rating scale Mixed-standard scales p.287

Chapter 7 performance management Evaluating the attribute approach(p288.) advantages easy to develop generalizable can be reliable and valid if designed carefully disadvantages vague standard little congruence with the strategy

Chapter 7 performance management Approaches to measuring performance The behavioral approach Critical incidents

Chapter 7 performance management An example of critical-incidents Duties and goal critical- Incident responsibility 1. 安排工厂的 充分利用人员 上月指令延 生产计划 和机器 ，及时 误率降低 发布指令 10% ， 提高 机器利用率 20% ， 2.…… 3.

物流主管的高绩效关键事件 用关键事件的 STAR 原则把高绩效事件记录下来： 当时的情景Ｓ是：小王的祖母前一天晚上病逝了。 当时的目标Ｔ是：为了第二天把一批货物完整、准时的运到客户那里。 当时的行动Ａ是：小王置家里的事于不顾，准时出现在办公室，提前 1 小时把货物发出去了。 当时的结果Ｒ是：客户及时收到了货物，没有损伤公司的信誉。

Chapter 7 performance management Approaches to measuring performance The behavioral approach Critical incidents GM Behaviorally Anchored Rating Scales (BARS) P.289 Behavioral Observation Scales (BOS) P.291 Assessment centers P.292

Chapter 7 performance management Evaluating the behavioral approach Can be closely tied to strategy Objective

Chapter 7 performance management An example ---- 教师授课情况评价表（节选） 评价内容 得分（满分 10 分） …… …… （略） 注意本学科知识体系的完整性 注重给学生介绍本学科前沿知识 注重使用现代化的教学方法和教学手段 Analyze the weakness of this performance appraisal method.

教学效果 学生评价 Concept ---- 大学的教师绩效考评系统 Text 科研产出 科研处评价 总体评价 自我评价 自我报告 学院评价

Chapter 7 performance management Comparative approach Attribute approach Behavioral approach

Chapter 7 performance management Systematic performance appraisal/management methods: Management by Objective (MBO)p.293

Chapter 7 performance management the process of performance management a more specific model Organizational goals Each position’s tasks, duties and responsibilities Performance planning (setting goals) Implementing plan Performance appraisal Performance feedback

Chapter 7 performance management process of MBO Step1 setting goals Organizational goals Departmental goals Employee’s goals 1000 万 500 万 100 万 -万-万 -万-万

Chapter 7 performance management The goals should be smart ! Specific S Measurable M Attainable A Relevant R Time bound T

Chapter 7 performance management process of MBO Step2 implementing plan Step1 setting goals Step3 performance appraisal Compare performance with predetermined smart goals An example: p294 Step4 setting new goals

Chapter 7 performance management Systematic performance appraisal/management methods: Management by Objective (MBO) Key performance indicators (KPI)

Chapter 7 performance management The process of KPI Strategy Key performance area Organizational KPI Departmental KPI Employees’ KPI

Chapter 7 performance management Systematic performance appraisal/management methods: Management by Objective (MBO) Key performance indicators (KPI) Balanced scorecard (BSC)

Chapter 7 performance management Strategy Financial customer Innovation and learning Internal process

Chapter 7 performance management Systematic performance appraisal/management methods: Management by Objective (MBO) Key performance indicators (KPI) Balanced scorecard (BSC)

Chapter 7 performance management Sources for performance information(p.301) managers peers subordinates self customer 360-degree performance appraisal

Chapter 7 performance management Give performance feedback

the framework of performance management What is performance Performance management Defining performance Performance appraisal Performance feedback Comparative appr. Attribute appr. Systematic appr Behavioral appr Rater 360-d appraisal MBO;KPI; BSC