哲学方面的资料资料整理与搜集.docx
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哲学方面的资料资料整理与搜集.docx
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哲学方面的资料资料整理与搜集
ThePerformanceProcess
ThePerformanceProcessisacomprehensiveapproachtostaffsupervision/coaching.Eachofthefollowingstepsisvitaltotheoverallsuccessofbothyouasthesupervisor/coachandyourstaffmember(s)/team.
1.PerformancePlanning:
thecreationofthepositiondescriptionandperformanceexpectations/standards
2.PerformanceManagement:
counselingandcoachingthroughouttheperformanceperiod
3.PerformanceAppraisal:
preparingforandconductingtheformalreview.
4.RewardProcess:
determiningactualmeritawardsbasedonperformance
5.PerformancePlanning:
Andfollowingupwithareviewofthepositiondescriptionandre-evaluationofperformanceexpectations/standardsfortheupcomingyear
Thisprocessappliestobothteams(agroupofstaffmembersassignedtoworkonandcompleteaproject)aswellastheindividualstaffmember.Thesameguidelinesforassigning,ensuringunderstanding,andprovidingfollow-upofprojectsshouldbeusedwithboththeteamandtheindividualstaffmember.
PerformancePlanning
Therearetwokeyelementswhichareessentialtoensuringeffectivecommunicationofexpectations.Theseare:
accurateandcurrentpositiondescriptionsandongoingtwo-waycommunicationbetweenthesupervisorandthestaffmember.
PositionDescriptions
Positiondescriptionsformthefoundationforseveralimportantareasofhumanresourcemanagementincluding:
∙Planning:
Positiondescriptionsoutlinetheresponsibilitiesandobjectivesofaworkunittoindividualpositions.Theycanhelpmanagerspinpointstaffinggapsoridentifyover-staffing.Theyarevaluableinmakingdecisionsaboutrealigningorchangingorganizationalstructures.
∙Recruitingandscreening:
Accuratepositiondescriptionsprovidethebasicinformationaboutopenpositionswhichisrequiredtomakeagoodmatchbetweenthecandidate'squalificationsandthejob'sdemands.
∙Orientation:
Givinganewlyhiredstaffmemberapositiondescriptiontoreview,andthensittingdownanddiscussingittogether,servesasanintroductiontothejobandprovidesaframeworkforperformanceexpectations.
∙Traininganddevelopment:
Well-writtenpositiondescriptionsidentifytheeducation,experience,andskillsrequired.Theycanhelpstaffmemberspinpointtheirowngrowthareas,andhelpsupervisorstailorappropriatetrainingprograms.
∙Careerladders:
Accuratepositiondescriptionsareatoolindevelopingupwardmobilityprograms.Astudyofpositiondescriptionscanrevealtherelationshipsamongcertainjobsandtheknowledgeandskillsneededtoadvancefromonejobtoanother.
∙Positionclassification:
Positiondescriptionsmakeitpossibletoidentifyjobelements,factorsandlevels,whichinturnmakesjobclassificationeasier.
∙Performanceappraisal:
Positiondescriptionsprovidethelinkbetweenthejobandappropriateperformanceexpectations.Theseperformanceexpectationsareacriticalfactorinevaluatingstaffmembers'performance,determiningmeritpayincreasesandevaluatingpossiblereadinessforpromotion.
Apositiondescriptionshouldgiveaclearpictureofaposition.Itshouldprovideenoughdetailtoaccuratelycommunicatethekeyresponsibilitiesoftheposition.Indecidingwhichdutiesandresponsibilitieswillbedelegatedtoindividualpositions,thesupervisorshouldconsidertheoveralldesignofthejobandtheskillsandmotivationsofstaffmembers.Descriptionsshouldbereviewed,bythestaffmemberandsupervisor,andrevisedasnecessarypriortothestartoftheperformanceevaluationcycle.Descriptionsserveastheprimarytoolforbuildingacommonunderstandingofjobresponsibilitiesandasthestartingpointfordevelopingperformanceobjectivesandstandards.
Thesupervisorshouldencouragestaffmemberinputintheprocesstohelpbuildstaffmembercommitmenttothejobandperformancelevel.Theperformanceexpectations(standards)foreachofthefunctions/areasofresponsibilityshouldberealisticandmeasurable.
DevelopingGoals/Objectives
Clearperformancegoalsmaketheperformanceappraisalprocessmucheasierforbothmanagersandstaffmembers.Theyenablesupervisorstofocusdirectlyonjobperformanceratherthanpersonality.Staffmembersandsupervisorsroutinelydevelopinformalperformanceexpectationsinansweringthequestions,"Howdoweknowthejobhasbeendoneright?
"or"Howdowemeasuresuccess?
"Clarifyingandcommunicatingthesestandardsbyputtingtheminwritingfostersmutualunderstandingandacceptance.
•Pre-Planning
oIdentifythepurpose(s)oftheposition.This(these)become(s)theperformancegoal.
oExaminebenefitstobegained,bothbytheorganizationandbythestaffmember.
oPresentthegoaltothestaffmember,andthenmutuallywritethedevelopmentplantoattainthegoal.
•WritingtheDevelopmentPlan
oWritethegoalstatementtoindicatewhatistobeattainedandanyskillstobedevelopedbythestaffmember.
oListtheactionplanstoaccomplishthegoal.
-Mainstepstofollow.
-Targetdatesforeachstepasappropriate.
-Indicatecheckpointsforreviewasneeded.
oDefinehowyouwillmeasureprogress.
Themethodformeasuringprogresswillvarydependingonthetypeofassignmentgiven.Assignmentsgiventomanagementorprofessionalstaffmembersusuallyrequiremoregeneralresults-orientedmeasurements,whilesupportstaffmaybemoreappropriatelymeasuredusingfactorsthatareconcernedwithbothprocessandendproduct.
FollowtheseStepsforManagementandProfessionalStaff:
∙Describeassignmenttobedone
oPurposeandobjectives
oResultsexpected
oAsneeded,overviewofwhat'sinvolved
oMakesureindividualclearlyunderstandswhatyouwant.
∙DefineParameters
oBudget
oTimeliness
oKindoffeedbackorinformationyouneed
oEstablishcheckpointsforreviewofprogress
∙Provideresourcesforsupport
oBudget
oMaterials
oAccess
oStaff
oTrainingasneeded
oALSO,informotherswhoneedtoknow
oProvidefeedbackandpositivereinforcementforwhatwasdonewell.
NOTE:
Stressresultstobeaccomplishedratherthanhowtodoassignment
FollowthesestepsforProgramImplementersandClericalStaff:
∙Describeassignmenttobedone
oMethod-Howtodoassignment
oPurposeofassignment-Howitfitsintothelargergoal
oVerifypersonunderstandsassignment
▪DefineParameters
oQuality
oQuantity
oWhendue(reasonable)
▪Provideresourcesforsupport
oMaterials
oEquipment
oTraining
oHelpifneeded
oALSO,informotherswhoneedtoknow
oProvidefeedbackandpositivereinforcementforwhatwasdonewell.
DefinitionsofPerformanceExpectations:
Theyshouldbeclear,brief,attainable,andmeasurable,andcanbeexpressedintermsof:
Qualityhowwellworkmustbedoneintermsofaccuracy,appearancecompleteness,thoroughness,precision,andcompliancewithprofessionalstandardswhichmayhavebeenestablishedforanoccupation
Quantityhowmuchworkmustbecompletedwithinagiventimeperiod.
Timelinesswhen,howsoon,withinwhattimeperiodworkmustbedone
Effectiveuseofassessthecost/benefitsoruseofresourcessuchasmoney,Resourcesequipmentpersonnel,time.
MannerofdescribesspecificbehaviorsthathaveanimpactonPerformanceoutcomessuchascooperationandcourtesy
(sometimesinappropriatelyreferredtoas"attitude")
Methodofusediftherearerulesregardingthemethodsand
Performingprocedureswhichmustbeusedtoaccomplishassignmentswork.
Avoidunrealisticgoals.Thefollowingguidelinesshouldbeconsideredwhenwritingperformancegoalswiththestaffmember:
oUsespecificexamplesofbehaviorsandofthedesiredresults.
oAvoidusingevaluativetermswhichdonotdescribebehaviorsand/oroutcomes,suchas"goodwork"and"badattitude."
oBewaryofusingtermssuchas"always"and"never."Itmaynotberealistictoexpectthatastaffmemberwillalwaysperformperfectlyandwillnevermakeamistake.
oAvoidusingnumbersingoalsunlessyouactuallyintendtocountthebehavior(e.g.attendance,productionquantities)
oConsiderthecost/benefitofgatheringinformationaboutperformance.Aswithanyothertypeofinformation-itcoststimeandmoneytogatherandmaintain.
oBuildperformancegoalswhichcanidentifyperformanceabovethebaselineofexpectedperformance.Staffmemberswanttoknowhowtoreceiveaperformanceratingwhichisbetterthan"meetsexpectations."
Methodsofverifyingperformanceshouldbedeterminedatthestartoftheevaluationperiodanddiscussedwiththestaffmember.Thesemayinclude:
oDirectobservation
oReportsofothers'observations
oWrittenrecordssuchasattendance,financial,assignmentlogs,andstatusreports
oResultsintheformoftangibleproducts
Recordperformance:
Todevelopareliablerecordofevents,itisrecommendedthatthesupervisorkeepinformalnotesregardingspecificperformanceeventsthroughouttheevaluationperiod.Thestaffmembershouldbeinformedinadvancethatsamplesofperformancewillberecorded.Listedbelowaresomeguidelinestofollow:
oRecordobjectivefactsconcerningactualperformanceastheyoccur
oRecordonlyjob-relatedperformance,ratherthanmakingevaluativestatementsdescribinganindividual
oDonottrytorecordeveryevent;rather,selectarepresentativesampleofperformanceinkeyareasofresponsibility
oCrossvalidatereportsfromothers
oRecordbothpositiveandnegativeperformance
oMaintainrecordsonallstaffmembers-notjustthosethatfallintheextremes
CounselingandCoaching
Akeypartofamanager'sjobistomanagetheperformanceofyou
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- 哲学 方面 资料 整理 搜集