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目标管理与绩效考核标准 (1)

目标管理与绩效考核标准 (1)
目标管理与绩效考核标准 (1)

目标管理与绩效考核标准

水可载舟,亦可覆舟。人可成事,亦可败事。尤其企业经营除了资金以外,其它不论技术、设备、材料、市场等,都与员工能力素质、士气、勤惰及工作态度息息相关,为了企业内各级成员绩效的维持和提升,必须根筑于主管与部属良好的沟通。使得个人的工作意愿与成就得以提升。员工得到激励和成长,进而个人的潜能能够充份发挥,公司的目标得以达成,使企业体质形成良性循环。因此,建立有效的人事考核制度,是现代化企业势在必行。

现阶段人事考核制度的缺失:

一. 经营者不重视

二. 黑盒子作业

三. 目标不明确

四. 非常态分配

五. 标准因人而异之客观性

六. 缺乏目的的机械式经常性考核

七. 缺乏平时记录

八. 考核是为调薪、升迁

九. 主管不知如何帮助部属达成公司目标

十. 主管不会考核

十一.考核只是算老帐

有效的绩效考核标准:

SMART的目标设定

S:SPECIFIC 具体的

M:MEASURE 可衡量的

A:ACHIVEABLE 可达成的

R:RELATED TO THE MAJOR SUCCESS CRITERIA OF JOB

与成功要素有关的

T:TIME-BOUND 有时间限制的

衡量生产、工作或服务等结果之五大指标:Q C D M S

Q;Quality 品质

C:Cost 成本

D:Deliery 交期

M:Morale 士气

S:Safety 安全

工作说明书

为了有效掌握面谈工作,也为了使应征者能获得公平的待遇,面谈者必须尽量了解该项工作的要求条件。因此,在填用人申请单之前,先填一份工作说明书,是非常重要的步骤。工作说明书的功用非常多。它可以告诉你此人的工作职能及权责内容。有了这些,才可据以判断应征者的学经历、个性、能力、兴趣是否与任用条件相符。另外,在人员报到时,也能提供一份明确的工作指示,使新进人员不致花过多时间去摸索。在人员进用后,工作说明书也可指出新进人员的训练需求。

一分完整的工作说明书应包括:

1工作功能

2所需的经验及训练

3所需的教育背景

4主要及次要职责

5重要的工作指引

6有多少部属、主管

7权力授予程度

8使用什幺设备

9处理机密文件的等级

10有关的工作人员等……

如果你的单位有工作说明书,在面谈之前你先好好研究一番。如果不甚明了则请教主管单位,或执行该项工作的同仁。如果你的单位没有工作说明书,而且也借不到,那幺就不妨自己动手来写。

职位说明书(范例)

职称:生管课课长部门:生产部直属主管:生产部经理

主要任务:负责生产课计划之拟定,并协调采购、物料及现场生产单位,顺利上线生产,并控制进度、数量和品质,不能如期交货。职责内容:

1.依据销售预测及生产命令(由外销部企划课发令),拟定生产计划。

2.维持良好之产销连系关系,及与外包商、供应商之关系。

3.建立生产计划与管制制度,包括组织、职责、文件及工作流程等等。

4.发出工作命令,包括产品项目、规格、材料、生产方法、使用机具、

人工以及品质水准。

5.追踪工作命令之执行情况,作异常反应。

6.生产资料之搜集、累积及报告。

7.选用、训练及分派所属生管人员。

8.出席生产部会议。

9.其它由生产部经理指派及自行发展之工作。

工作关系:

1.向上关系:直属生产部经理,向生产部经理负责。

2.平行关系:与工程师室、品管课、物料课、现场、预算控制课、成本

课、推广课及企划课,密切联系。

3.向下关系:视工作负责,可设各项工作之主办或协办人员。

任用资格:生管课长由生产部经理提请总经理核可后,任命之。其资格为大专企管相关科系毕业,曾主修生产管理,或大专理工科毕业,

曾受生产管理训练,一年以上经验者。

职位列等:×等至×等职称姓名:

每一职位的绩效考核标准设定,原则上是根据公司的近程目标设定,当公司的近程目标拟定后,各部门再依公司目标拟定部门目标。到最后个人的行动计划拟定。

而绩效标准又是依工作说明书来建立,所以标准应该只有一个,且每一职位均有不同的标准设定。以下举例说明,先由各种职位定出其工作内容及职责与工作要项;再由工作要项定出工作标准。

职位名称:业务代表

工作内容及职责:

1.保持现有产品,了解产品之用途与功能,具有分析产品之知识。在该行业中应被视为专家。

2.在指定销售区域与可能之客户维持良好商业关系与友谊。

3.致力了解潜在客户之公司组织与人事状况,深入了解其责任、产品、经

济状况、问题所在、需要、方法等等。

4.依照公司销售服务政策,执行规定之活动以助于增强公司的对外形象。

5.组织、计划并安排时间,不能尽量走访指定区域之客户。每一次销售访

问都在应有计划以便充分利用时间。

6.具有创意地在指定销售区域内针对可能的客户作进行销售,务使销售量

增加,符合该地区之销售潜力。

7.为了要顾客继续使用我们的产品,必须在接到订单进行其它后续服务。

8.了解公司有关价格、运送、保证、条件、预测、工作时间、记录、报告、休假,使用公司汽车等规定并照着去做。

9.充分掌握客户现在及未来的需求与问题,并报告公司,有助于调整公司产品及配合你的心血。

10.随时掌握竞争者产品发展状况并向公司报告。

11.在需要时,利用总公司的协助、建议、与规范。

12.为达到整体目标夕应与总公司、其它地区业务代表、及销售务人员合作。

13.应公司要求夕执行其它特定之任务。

工作要项:1.产品知识 2.顾客关系 3.了解顾客

4.时间利用

5.销售数量

6.对公司的了解

7.报告

职位名称:资讯部经理

工作内容及职责:

l建立部门目标

2排订工作时间

3.维护现有设备

4.建议采用新式或改良的设备

5.及时提出有关之报告

6.管理磁带档案。

7.召开部门协商会议。

8.执行公司之人事政策。

9.雇用、引导、训练新进人员。

10.部属之训练发展。

11.处理员工之建议事项与问题。

12.考核员工绩效。

工作要项:

1.目标

2.实施

3.设备

5.磁带档

6.会议

7.人事

以上二个范例,是依职位来设定工作内容及职责与工作要项。

以下二个范例,则是由工作要项来设定工作标准,以仿为未来考核依据。

——客户反应处理

——对客户需求之贯彻

在传统式绩效考核表中,大致上是依上述之要项来评定,而以工作说明书为主的绩效考核是从工作说明书中选定工作要项,而工作要项的数量无一定规则可循,多半因主管而异,非因工作性质而定。有些主管几乎把部属所有的工作都认重要。一般选择项目不宜太多,以十项以内为宜。

既然标准均不相同,又何来此较高低,也就不会有某部门平均较高之事发生,更不会为了[常态分配]而采用强迫性分配,使部门内出现[轮流]之怪事,更不会为了差一、二分会影响未来的调薪或年终奖金之发放。因此绩效考核的评核以[标准]来区分等第较为合适,绩效评等的定义如下:—、远不及标准(工作成果未达最低要求)

·在职时间足该有更好之表现。

·由于他的无能,对其它必须施以援手的同仁中(包括您本人)已造成一些

士气上的问题。

·对工作缺乏兴趣,或者转任其它工作会较好。

·拖累了其它人的工作。

·很可能该员工明知其工作做不好。

·如果绩效停滞不进,该员应予替换。

·不像是要把事情完成。

·错误接连发生,有些—错再错。

·您已听到外人对其绩效有恶劣的批评。

二、未达标准

·绩效须加强,工作成果偶尔达标准,通常略低于标准,仅达到最低要求。·该员的工作大体不坏。能达到最起码的要求,许多方面也能有正常的表现。

·该员的绩效并不是真的很糟,但是如果您手下人都像他—样,您就麻烦了。

·您很想看到他能再进步,但同时您又挑不出什幺毛病。

·他或许是属于那种需要督促的人,在紧盯之下能把工作完成

·您可能需要密切监督,能去掉这一层的话,他该是属于符合标准的。·他表露出上进心但还需要充实工作知识。

·您可能需要帮他把工作一步一步地安排好,在这种情况下工作通常都能完成。

·某些时候您的其它部属得扶他一把。

三符合标准

·大部分工作成果达到标准,偶尔超过标准。

·他做事完整,令人满意。正是您所期望一位有资格有经验的人所表现的。·您不会再要求他有什幺重大的改进;如果有,那对整个部门的效益是件好事,如果没有,您也无话可说。

·如果您手下都能像他一样,那幺整体的工作表现该是令人满意的。您会如此认为,您的上司也会这样认为。

·您很少听到与其工作有关的人埋怨他。

·错误极少,也很少有重复的现象。

·工作的质与量均能兼顾得很好。

·不花费时间在不重要的事情和问题上。

·引用他的意见时,您觉得很放心。

·只需要适度的督导,通常能按时做好工作。

·工作有关的各方几乎都曾经历过,而且都证明其能力。

·您把他当作是手下优秀、重要的一员,并且在其工作范围内交付任何事情都觉得很放心。

四、超出标准

·经常超过标准,偶尔会达到标准,也可能超出标准甚多。

·该员即使在其工作中最困难与复杂的事务上仍有超过要求的表现。他能对其具有挑战性的目标自行开展并完成工作。

·您所得比您想要的多。

·您发现他做得此您希望的要多。

·他能承接额外的工作而不致妨碍到其它的工作。

·他经手的每—个工作都完整无缺。

·该员决策与行动的效果比预期的要高。

·只偶尔需要督导或追踪。

·时常超越目标。

·自行预做计划,设想可能的问题并采取适当的行动。

·能掌握全局。设想不局限于小节,朝着部门整体的目标努力。

·如果有四个像他这样的手下,实际上三个已足敷所需了。

五、杰出

经常远超过标准。

·表现出来的知识,通常需在该项工作上有相当长的经验才能获致。·公认是其所任工作上的专家。

·其表现显示他对工作了解的程度远超出指定的范围。因为他对部门工作各方面都具有丰富的知识,常有外人会求助于他。

·很少或完全不用督导。

·几乎可以说他是永远抱着务必尽善尽美的心态工作,质、量并重,同时在用它时也就代表了自己确实认清在该员所任的职务上对公司最有价值是什幺。

(来源)日本管理人员教育之现状与今后方向经营教学会

股份有限公司

本表由直属主管保管,于年度考核办理完竣,送人事部门登记、保存,并按密件处理。

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