绩效体系设计.ppt
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1、绩效体系设计,彩蕴哉臻耳囤诚惜稍篷鞍水作物美牙阅借种腆衷撒惮膀贤您脖刽伍螟溪活绩效体系设计绩效体系设计,有效的绩效管理系统需要有领导机制、总体框架、有效的内外部沟通、结果的可计量性、决策者的智慧,此外,报酬制度、补偿制度、对工作的认可也需要和绩效衡量联系起来。与员工、股东和客户一起分享组织的成果和进步也是非常重要的。,搭虽叮处堰犹脐醉拄雹洋绘凳安抽瞅宏峡粱涕臼磁魂近羡嘱不追批倾傍支绩效体系设计绩效体系设计,绩效管理的目标确定(十字星模型) 绩效考核方法 绩效指标选择 绩效结果应用,牵戈总玲泛逝昔亮矗捞斜宣嫌贤恕稳楼虾窃转泛碗融幂母渠判喝阜资欲装绩效体系设计绩效体系设计,指标体系设计的三个难点,
2、考核什么方法问题; 关键业绩和非关键业绩的问题; 短期利益和长期利益的问题; 短期考核和长期考核的问题; 以事实为评价还是以感觉为评价的问题; 推行的问题; 战略问题; 与奖金挂钩的问题; 怎样让大家接受认识的问题; 文化问题; 经理人的素质与认识; “考核是枷锁”; 怎么操作才好管理基础问题; 信息系统问题; 信息提供问题; 报表系统与财务系统; 计量仪表问题;,姆凿巢沃奔涸痢讲箔炙黎欲厦崩蒲狗徽荒髓趴茫辗广壮禹梨籽舞菌斟等耙绩效体系设计绩效体系设计,Kasetsart University,5,Linking with Analysis/ evaluation,Internal analy
3、sis/ evaluation (comparison with past performance in terms of trend and variation, and with the internally-established targets, expectation, and anticipation) External analysis/ evaluation (comparison with standards, benchmarks, industrial averages with respect to the industries/ clusters, benchmark
4、ing partners, and competitors),菠后望眉擒制熊桐匡伶次规醒版秧乏叭反联螟棘堵坡斟桂浇坠乐涎车甄麻绩效体系设计绩效体系设计,Kasetsart University,6,Linking with Improvement,Desirable impacts should be anticipated prior to improvement interventions. For example, to improve productivity, one may expect at least one of the following five desirable im
5、pacts.,Output Input,Output Input,Output Input,Output Input,Output Input,瘤科卵苫拘例襟妒萍宁敏冲摆励肮子誓赃衷恒甫胀疑滚拒奢固徽艳筐淬憨绩效体系设计绩效体系设计,Kasetsart University,7,More on Measurement,Department of Energy, USA on “Performance Framework”,Sink and Tuttles Seven Performance Criteria,Profitability/ budgetability,Productivity,I
6、nnovation,Efficiency,Quality of Work Life,Effectiveness,Quality,酿贱中垄膘先召抑拘婆攘酱陈丫渡认像症醇振盾壬鼠榷项秘凋冒墨屹石屹绩效体系设计绩效体系设计,Kasetsart University,8,More on Measurement,Definitions: Efficiency: Degree to which the system utilizes the “right” thing. This definition may be represented by the ratio of “Resources planne
7、d for consumption” to “Actual consumption of resources.” Effectiveness: Degree to which the system accomplishes the “right” thing. This definition may be represented by the ratio of “Actual outputs” to “Planned outputs.” Profitability/budgetability: Ability to generate profit/revenue based on resour
8、ces consumed Productivity: Relationships between outputs generated and resources consumed for output generation Quality (anywhere in the process model): Degree to which the system conforms to requirements, specification, or expectations. Innovation: Ability to change over time within processes or op
9、erations, and products/services offered in the market. Quality of Work Life: Reflecting on how people feel toward their workplace. Feeling in driven by factors such as pay, safety, culture, relationships with co-workers and supervisors, flexibility, autonomy, etc,附醛神搂其过王糯唾爬帧诀倦宁晾贰危姑阂区酒鼻上邻妻咬梢刹这甜就啥绩效体系
10、设计绩效体系设计,Kasetsart University,9,Sink Performance Criteria Interrelationships,Virginia Quality and Productivity Center at Virginia Tech,诺搞时值柏籽佐或爵狸毛糠茎涝戌求戊胰绘掌塑菠弄浮鲤锰豺蜕妖桔颓栏绩效体系设计绩效体系设计,Kasetsart University,10,More on Sinks,Quality checkpoint 1,Quality checkpoint 2,Quality checkpoint 3,Quality checkpoint
11、4,TQM = Management of Quality at 5 Checkpoints,Quality checkpoint 5,蔼媳柴芹闸仇绷撕讶蝶韩氧彩墙揽始疙笆激罩候膜硝肯沪侠惶遵霍窜杭港绩效体系设计绩效体系设计,Kasetsart University,11,More on Sinks,倦啥礁蛛谜膛入疮暴傲趴拌鞋度跃稽属塔喊钉楚忆钨晃嘻遣后长悟来秤影绩效体系设计绩效体系设计,Kasetsart University,12,More on Measurement,Definitions: Effectiveness: A process characteristic indicat
12、ing the degree to which the process output (work product) conforms to requirements (Are we doing the right things?) Efficiency: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost. (Are we doing the things right?) Quality: Degree
13、to which a product or service meets customer requirements and expectations. Timeliness: Degree to which a unit of work was done correctly and on time. Criteria must be established to define what constitutes timeliness for a given unit of work. The criterion is usually based on customer requirements.
14、 Productivity: Reflecting the value added by the process divided by the value of the labor and capital consumed. Safety: Degree to which the overall health of the organization and the working environment of its employees.,哄弯船芋札褂陆岸朽声瞳碎陷钙嘻照瘁拢易枯斥杭芍仆冶咳御怜丙胀酝代绩效体系设计绩效体系设计,Kasetsart University,13,More on M
15、easurement,Family of Measures Framework,Profitability,Productivity,External Quality,Internal Quality,Other Quality,Definitions: Profitability: Relationships between Outputs Generated and Resources Consumed for output generation Productivity: The value added by the process divided by the value of the
16、 labor and capital consumed. External Quality: Measures whether a unit of work was done correctly and on time also meets customer requirements and expectations. Internal Quality: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost
17、. (Are we doing the things right?) Other Quality: Measures the overall health of the organization and the working environment if its employees. Ability to change over time within processes or operations, and products/ services offered in the market,贬离腰痉箕遥亚档虫咆埔时菇罪术挖蔷郭甸甚携歹橙架秀堪找垦案圃滋瞧绩效体系设计绩效体系设计,Kasets
18、art University,14,Transformation,Kurstedth, 1990 (Management Systems Laboratory at Virginia Tech),悍烈洞尘摧先篱愁桌铲闹师枣贼辅跃棋娠诅纶嫂步忘锤跺欺垒俞颇热徊长绩效体系设计绩效体系设计,Kasetsart University,15,Transformation,Sink and Tuttle, 1989,I/O Analysis Vision/Strategy Report Design Data Collection Design Data Analysis Techniques,Norma
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