績效管理 外文翻譯

1、<p>　　本科畢業(yè)設計（論文）</p><p>　　外文參考文獻譯文及原文</p><p>　　學 院 經(jīng)濟管理學院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年級班別 </p><p>　　學 號

2、 </p><p>　　學生姓名 </p><p>　　指導教師 </p><p>　　年 月 日</p><p><b>　　目 錄</b></p><p>　　1 九十年代績效管理模型1</p><p

3、>　　2 績效管理的特點2</p><p>　　2.1績效單位制定的章程應該是綜合的2</p><p>　　2.2已證明有效的方法不能起到應有的作用3</p><p><b>　　3 績效模型5</b></p><p>　　3.1滿足首要的目標6</p><p>　　3.2改變獎勵

4、系統(tǒng)6</p><p>　　3.3必須完成的目標7</p><p>　　A '90s Model for Performance Management9</p><p>　　Performance Management characteristic9</p><p>　　Performance unit is comprehe

5、nsive9</p><p>　　Proven methods don't work 10</p><p>　　Performance models12</p><p>　　Satisfaction a primary objective13</p><p>　　Change reward systems16</p&g

6、t;<p>　　What needs to be done17</p><p>　　1 九十年代績效管理模型 </p><p>　　今天的人力資源（HR）的功能,首先必須表現(xiàn)在吸引人才,留住人才,并且激勵那些高素質(zhì)的人力資源。關鍵的問題是: 1、確定什么是必需的，能夠使一個組織內(nèi)每一個層面產(chǎn)生組織績效；2、衡量和獎勵每個層次的績效；3、重新使個人和單位定位于滿足消費者,而不

7、是討好更高的組織層次。第一步是要找出合適的組織層次，使績效能夠可靠地被識別和測量，以及對這層次進行獎勵。測量標準必須明確?？冃Ｐ涂梢宰R別績效單位，每個員工是一個或多個績效單位的參與者,通過識別這些績效，組織可以澄清每個人的重要性以及獎勵的對象。</p><p><b>　　2績效管理的特點</b></p><p>　　2.1績效單位制定的章程應該是綜合的</p

8、><p>　　現(xiàn)代管理理論認為，有效的管理活動應該是一個閉合的環(huán)，應該是一個持續(xù)改進與提高的過程，按照持續(xù)改進與提高的系統(tǒng)論觀點，績效管理體系可以借用“戴明環(huán)”理論，即運用P-D-C-A的動態(tài)循環(huán)模式來構建。PDCA動態(tài)循環(huán)是全面質(zhì)量管理的基本程序，它最早是由世界著名的質(zhì)量管理大師戴明博士所倡導的，是一種科學的系統(tǒng)的思維方法和管理程序。PDCA的含義如下:P（Plan）—計劃，D（Do）—執(zhí)行，C（Check）—檢查

9、，A（Action）—行動，主要目的是對總結檢查的結果進行處理，將成功的經(jīng)驗加以肯定并適當推廣標準化；將失敗的教訓加以總結，把未解決的問題放到下一個PDCA循環(huán)里，并開始下一個PDCA。實際上PDCA是管理原理與全面質(zhì)量管理（TQM）IS09000演變與發(fā)展的結果。Kathleen Guin（1992）指出，“實際上，績效管理過程可以加強全面質(zhì)量管理（TQM）。因為，績效管理可以給管理者提供管理TQM的技能和工具，使管理者能夠?qū)QM看

10、作組織文化的一個重要組成部分”?？梢哉f，一個設計科學的績效管理過程本身就是一個追求“質(zhì)量”的過程。達到或超過內(nèi)部、外部客戶的期望，可以使員工將精力放在質(zhì)量</p><p>　　所有其它的資源都可以在市場被任何人買到[1] 。識別這個問題是人力資源開拓者上世紀九十年代所面臨的首要挑戰(zhàn)之一。畢竟資源的稀缺性在一定的范圍內(nèi)是相對的，人力資源的發(fā)掘需要通過多年經(jīng)驗的積累，如果運用發(fā)掘其他固有資源的方式去購買人力資源，無礙

11、于緣木求魚，最終很難獲得理想且適合企業(yè)實際的人力資源。</p><p>　　由于顧客的有限，致使爭奪顧客的競爭日趨激烈。組織必須以高于一切的方式去尋求能夠使他們獲得生存的競爭優(yōu)勢來源。今天的人力資源功能對組織績效表現(xiàn)得尤為重要，其首先表現(xiàn)在吸引人才,留住人才,并且激勵那些高素質(zhì)的人力資源。這就需要在企業(yè)的內(nèi)涵方面下苦功夫，科學緊密的組織結構、多元化的激勵措施、豐富多彩的企業(yè)文化等，而合理的薪酬及績效審核制度則是留

12、住人才的關鍵。</p><p>　　2.2已證明有效的方法不能起到應有作用</p><p>　　HR管理者在這一努力中應該避免兩個致命的錯誤：</p><p>　　1、使用在過去有效的處理方法來對待一種全新的情況。</p><p>　　2、借用其它人聲明有效的處理方法來對待同一種情況。</p><p>　　第一個錯誤是

13、假設對有機體來說，舊的藥方不管遭遇什么情況都是一劑靈丹妙藥，第二個錯誤的假設是萬靈丹將有效橫跨有機物，即使這些有機物有著不同的歷史，其免疫系統(tǒng)的作用也大相徑庭。許多病毒在不同的環(huán)境里生存，他們雖然看起來是一樣的，但其實是許多不同種類的病毒，以上的處理方法對于這些病毒來說，毫無疑問是一種壞藥，因為每個人的有機體構成都不是相似的。</p><p>　　當人們讀到當前的人力資源文獻時，人們不難得出幾個新的緊箍咒,這些緊

14、箍咒最早發(fā)現(xiàn)于上世紀八十年代后期。舉例來說,人們常常聲稱所有的組織都實行以能力來計算工資和以成果分享利潤的制度，以取代 “好處”薪資、個人激勵或利潤分享制度，這樣一來，一個更好的工作時間即將產(chǎn)生，進而使生產(chǎn)力和滿意度上升。賠償領域是其中一個途徑，能夠趕上擁有多年質(zhì)量優(yōu)勢以及團隊建設的組織發(fā)展。但這一次治愈品牌wizardry是事實，即開辦一個“實時模式”，只有開放系統(tǒng)才能生存。</p><p>　　許多開拓者有著

15、“程序”導向。特定計劃被設計和執(zhí)行以應對一系列的挑戰(zhàn)或負擔，控制組織資源的消耗。這些程序在一系列組織框架和一貫的行政政策內(nèi)執(zhí)行。當尋求到其穩(wěn)定性和一致性時，就能決定通過控制鏈條垂直性的流動。</p><p>　　通常，這類型的方式會受到眾多研究結果的支援。不幸的是，研究承擔及極其巨大的社會壓力。建議的結果只能用來建立因果關系聯(lián)合，這使組織中僵硬的計劃能夠長時間的運作。遺憾的是，來自一個的系統(tǒng)的研究結果不能夠被假定

16、適用于另一個開放著的系統(tǒng)。</p><p>　　許多組織傾向于繼續(xù)使用薪酬水平的直接支付程序來對個人績效進行加薪，這種情況甚至出現(xiàn)在已經(jīng)轉(zhuǎn)為要求合作而自我謙讓行為的生產(chǎn)團隊。在如今激烈的社會競爭當中，企業(yè)都希望通過各種方式縮減開支和各類成本，使企業(yè)利潤達到預算范圍的最大化。但如果這種薪酬制度與員工的意志出現(xiàn)背離，致使員工的績效水平停滯不前，員工的工作積極性就會大受影響，團隊的凝聚力也會相應下降，甚至有可能出現(xiàn)小規(guī)

17、模離職的現(xiàn)象。</p><p>　　假定你是這些合作團隊的一員，為了支持目標，便會形成習慣于合作的行為態(tài)度。在年底的時候，你只小幅加薪，原因是預算的有限和你的上司認為其他的團隊成員比你表現(xiàn)得好。這樣，在下一個績效考核期內(nèi)，你的行為將受到什么的導向呢？為取得好結果謹慎工作，還是一有機會就盡量表現(xiàn)自己？在對績效得思考中，這樣的信號難道不是被傳遞了嗎？上司追求團隊目標，但獎勵個人的時候，確實基于他們對員工的工作表現(xiàn)（或

18、者是基于他們對員工個人的偏好？）。的了解</p><p>　　組織試圖在成本合理的基礎上，提供能夠產(chǎn)生高水平顧客滿意程度的適時、高質(zhì)量的服務。但當一個人注意到員工薪酬等因素，他就會認識到可以預算的規(guī)模和個人績效評估（基于工作質(zhì)量、數(shù)量和獨立性）的重要性。一個雇員掌握的勞動技能和同一時期內(nèi)平均的直接勞動成本是相對應的。除了發(fā)現(xiàn)顧客滿意度、新顧客的數(shù)量、現(xiàn)有顧客的流失數(shù)量、產(chǎn)品/服務的感知等4項外，一個人可以發(fā)現(xiàn)幾乎

19、所有事情。當然也包括促銷的績效，這是對此人取得信用的有效途徑。</p><p><b>　　3績效模型</b></p><p><b>　　關鍵問題如下：</b></p><p>　　在組織內(nèi)，為了產(chǎn)生組織績效，怎樣才能決定在每一組織層次上什么是必需的。</p><p>　　在組織每一層次上，如何測

20、量和獎勵績效。</p><p>　　如何使個人和整體重新聚焦于滿足顧客，而不是取悅于組織等級的更好層次。</p><p>　　第一步是澄清合適的組織水平，使在這一層次上績效可以被信賴、認可和測量，以及獎勵這一層次上的績效[2]。一旦合適的組織水平被澄清，用于測量和獎勵績效的標準就是明確的。如績效模型顯示一個組織在一個績效團體（擁有影響組織績效的可識別的產(chǎn)出的個人、團隊、整體、）中如何被澄清

21、。每個雇員在一個或多個績效考核團隊中都是參與者，通過識別他們，組織可以識別每個個體在哪方面是重要的以及哪些方面應該受到獎勵。</p><p>　　CEO（首席執(zhí)行官）和COO（首席運營官）被評估和獎勵的基礎是他們團隊的績效——組織。一個專業(yè)銷售代表可能是一個績效單位。一個研究科學家或許也是一個一人的績效單位，或是一個工程團隊、研究組織的成員。</p><p>　　一旦一個績效模型被一個組織

22、建立，它有可能用來作為對員工建立有效策略的障礙。當一個單位的使命和目標是清楚的，測量績效的標準則變得容易確認。對員工和人力資源發(fā)展（為工作選擇；為選擇培訓；設計適合人們的工作）可供選擇的方法就可以被評估。一旦績效單位被確認或他們的績效章程得到發(fā)展，則合適的策略就可以被選擇。</p><p>　　獎勵（為進行的工作支付薪水；為個人能力支付薪水；為結果支付薪水）可供選擇的方法是可以被評估的。最終，員工、獎勵和發(fā)展策略

23、可以被相互整合，以保證它們能協(xié)調(diào)和支持組織的整個人力資源策略。</p><p>　　有一點是必須強調(diào)的，那就是組織績效模型也許和組織結構圖非常相似，或者完全不一樣，這取決于正式的結構。如果伴隨著獨立性質(zhì)的職員功能企業(yè)一經(jīng)成立，這個相似性的可能性就很大；另一方面，如果結構是基于其中的公司管理所決定的，則績效單位和正式組織框架內(nèi)的單位有完全不一樣的觀念。</p><p>　　績效模型必須是可變

24、的。任務驅(qū)動的團隊將會形成，并且最后被撤除，職員的功能將更好地服務顧客，企業(yè)將被重新塑造得更加適合所服務的市場，并更好地提供產(chǎn)品和服務。如果這些改變被行政方面的原因忽視，將會降低目的的清晰度，減少來自擁有清晰目的所帶來的利益。遺憾地是，現(xiàn)實又印證了那句至理名言“沒有風險，就沒收益”。</p><p>　　3.1滿足首要的目標</p><p>　　一個績效章程可被塑造產(chǎn)生一個在顧客滿意程度的

25、聚焦。如：績效通過顧客直接感受到的單位績效的影響來被定義和評估。顧客滿意度是企業(yè)生存與發(fā)展的重要參數(shù)，當此參數(shù)作為績效評估的內(nèi)容進行細化的時候，所有的被評估對象就必須對自己的服務情況進行認真的審視，對那些導致顧客滿意度下降的行為，應該及時制止或進行相應調(diào)整。以下是保持績效管理科學性和系統(tǒng)性的相關步驟：</p><p>　　第一個步驟是識別每個績效單位的外部和內(nèi)部顧客。例如，人力資源單位把每個雇員和每個組織單位看成

26、一種顧客。其它的員工單位，如財務、數(shù)據(jù)處理、采購，典型的識別特定組織單位作為顧客的前線功能，諸如銷售、制造和售后服務等，有著外部顧客，這些外部顧客可能是個體顧客，或是組織顧客。</p><p>　　其中一個保持績效管理過程行政便捷的方法是識別關鍵顧客，而不是一切單位中、一切顧客或一切潛在顧客。當涉及到眾多外部消費者（就像一個醫(yī)院過去的、目前的、潛在的病人），那就有必要發(fā)展一個采樣框架，這個采樣框架能夠帶來一定數(shù)量

27、的可管理顧客，并且能夠提供有效截面。</p><p>　　當這些關鍵顧客被識別后，下一個步驟就是定義什么是顧客從單位中所需要和期望的，然后開發(fā)一種能夠測量顧客實際所得的方法。很多組織正在開始認識到他們的政策和程序在特定系列環(huán)境下規(guī)定了嚴格的行動流程，也認識到如果顧客的反應與先前假定的不一樣，或者改變了他們的需求/偏好順序，他們的計劃很可能失敗。</p><p>　　不斷增長的現(xiàn)實案例就是這

28、種痛苦錯誤的結果。美國汽車制造商基于對狂購小型轎車是一種臨時的風尚的假定，曾在消費者面前極力推銷大型橋車。工業(yè)產(chǎn)品的提供商經(jīng)常僅提供能被長線有效流程生產(chǎn)的標準種類物品，甚至當消費者快速增長的需求就要接近定制的產(chǎn)品/服務。</p><p><b>　　3.2改變獎勵系統(tǒng)</b></p><p>　　采取“罐裝方法”服務消費者是被組織系統(tǒng)、絕大部分績效考核和獎勵系統(tǒng)永存的

29、案例。雇員被期望要求遵守政策，即使這種政策有可能導致他們與不斷變化中的消費者的需求完全不同。為了追求得到薪水的高水平的增長/激勵性獎勵，對很多雇員來說，很有必要獲取一個高的績效考評等級。為了獲取一個高的績效考評登記，對很多雇員來說，是有必要說服上司，而不是消費者，這樣，績效就已經(jīng)是相當好的了。這種封閉的思維封鎖了組織從消費者處得到反饋和信息，這種反饋和信息能夠使得消費者的需求得到精確的評估和處理。</p><p>

30、;　　在采納類似上例中的模式，它能夠使員工即時的方式了解消費者而且努力去滿足當前消費者的要求和需求，這種得反饋的循環(huán)能夠使員工/績效單位確定什么是消費者感知到正在發(fā)生的，這或許比正在發(fā)生的更為重要。</p><p>　　在這樣一個模型中，消費者的評價也可以得到獎勵，這樣就增加了權重以及增加了員工在聚焦消費者身上的激勵。消費者被看成組織使命的核心，這樣能有機會能夠為參與傳遞這種期望結果的雇員提供明確清晰的導向。&l

31、t;/p><p>　　這種模型視人力資源（績效）管理為一個開放的系統(tǒng)，對環(huán)境敏感同時與環(huán)境又相互作用。什么是可以從供應商處得到的（在什么周期內(nèi)，以怎樣的成本）以及什么樣子的來自外部環(huán)境/組織框架內(nèi)強行施加的限制，這些都會影響績效單位追求有效性的運行方式。為了運行即時，而又不等同于無組織狀態(tài)。雖然大規(guī)模、呆板僵硬的計劃會不合適，但有效持續(xù)的計劃、團隊建設等方面在人力資本的投資將會有助于組織管理績效的有效性。</p

32、><p>　　3.3必須完成的目標 </p><p>　　一個組織必須采取相應的承諾，只有那些步驟開放的人力資源系統(tǒng)，才能夠使系統(tǒng)和外部環(huán)境在相互影響的情況下相互作用，通過每個績效單位開發(fā)的一個組織結構，建立有效的績效管理平臺后，有必要對績效單位進行跨績效單位的績效單位整合，通過識別，從其它績效單位中獲取資料，這些績效單位有可能行使著消費者功能、供應商、環(huán)境制約的來源。組織也必須使績效單位的目

33、標不相互沖突。最后，組織必須開發(fā)水平－整合策略，以確保績效單位戰(zhàn)術計劃在跨目標的情況下不能相互工作。</p><p>　　激勵措施和計劃必須保證適合績效模型和績效組織結構，因此，既有目標和最終的激勵結果必須是一致的。喬治曾明智的說過：“如果你領導的方向錯誤，就不要激勵你的員工”。選擇、取代、發(fā)展策略和計劃也必須分散在績效模型中，這樣可以保證合適的人在合時的崗位上追求績效單位使命和他們的目標。</p>

34、<p>　　最后，消費者必然成為評估的焦點，無論組織產(chǎn)生什么結果，如果有消費者對這個結果產(chǎn)生有效需求（或者愿意付錢），這個組織就有一個可行的目標。如果消費者沒有感興趣的產(chǎn)品/服務，他們認為不值交易價格或者沒必要消耗去生產(chǎn)它，那么組織的表現(xiàn)水平實在是不能夠令人接受。</p><p>　　不管是公共的還是私人部門，不管他們是盈利還是非盈利的，也不管他們是產(chǎn)品制造商還是服務提供者，所有的組織部門都必須要修正

35、他們在消費者身上對資源的消耗。這就是九十年代公司、企業(yè)所面臨的殘酷事實。然而，還是有某些職工或者部門為了生存而去取悅他們的上司，在有這類型員工或者部門的公司、組織會發(fā)現(xiàn)當他們想要給績效較好的表現(xiàn)者一些必要的獎勵時，他們往往會感到力不從心，甚至無能為力。</p><p>　　Robert J. Greene 《A '90s Model for Performance Management》 Ph.D., S

36、PHR, CCP, </p><p>　　A '90s Model for Performance Management</p><p>　　Today's human resource (HR) function must take the lead in attracting, retaining, and motivating a high-quality wor

37、kforce. The key issues are how to: 1. determine what is needed at each level within an organization to produce organizational performance, 2. measure and reward performance at each level, and 3. refocus individuals and u

38、nits on satisfying customers rather than on pleasing those higher in the organizational hierarchy. The first step is to identify the appropriate organizational level</p><p>　　Performance Management character

39、istic</p><p>　　Performance unit is comprehensive</p><p>　　In modern management theory, effective management activities should be a closed circle which is also a continual process of improving. B

40、ased on the systematic viewpoint of continual process of improving, performance management system could use Dam circle theory---- the using of P-D-C-A dynamic circle model for constructing. The P-D-C-A dynamic circle mod

41、el is a basic procedure of quality management in all aspects. It was first suggested by the world famous management master----doctor DAM. It’s a</p><p>　　All other resources can be bought in the marketplace

42、-- by anyone(1) Lester Throw, in these few words, identifies one of the prinicipal challeges facing human resource practitioners in the '90s.</p><p>　　Given the scarcity of customers and the competition

43、for these customers, organizations must, above all else, seek that source of competitive advantage that will enable them to survive. Today's human resource function is critical to the performance of the organization.

44、 It must take the lead in attracting, retaining and motivating a high-quality work force.</p><p>　　Proven methods don't work</p><p>　　HR should avoid two critical errors in this effort:</

45、p><p>　　1. Using prescriptions that were effective on past maladies to treat a new condition.</p><p>　　2. Borrowing prescriptions others claim successful in treating the same condition.</p>

46、<p>　　The first error assumes the old prescription is a panacea for the organism, no matter what the affliction. The second error presumes a cure will be effective across organisms, even though those organisms have

47、different histories, different immune systems. These approaches are bad medicine in an environment that contains a multitude of different strains of what appears to be the same virus but where individual organisms are ve

48、ry dissimilar in their specific makeup.</p><p>　　When one reads the current HRM literature, it is easy to conclude that several new magical spells have been discovered in the late '80s. For example, it i

49、s often claimed that all organization that implements skill based pay and gain sharing, to replace "merit" pay and individual incentives or profit sharing, will instantly have a better time of it. Productivity

50、and satisfaction will go up, and the compensations field is a way to catch up to the organizational development people who have had seve</p><p>　　Many practitioners have a "program" orientation. Sp

51、ecific programs are designed and implemented to deal with a fixed set of challenges or to afford control over the way the organization's resources are expended. These programs are administered within an organizationa

52、l framework and in accordance with administrative policies. Stability and consistency are sought and decisions flow vertically through the chain of command.</p><p>　　This type of approach is often supported

53、by considerable research. Unfortunately, the research assumes a deterministic, Newtonian world, thereby suggesting that results can be used to establish causation linkages, which enable the organization to plan rigid, lo

54、ng-term courses of action. Regrettably, research results from a deterministic system cannot be assumed to be applicable to an open system.</p><p>　　Many organizations continue to use direct-pay programs whic

55、h purport to pay level and pay increases to individual performance, even though they have shifted to production teams which require cooperative, often self-effacing behaviors.</p><p>　　Assume you are on one

56、of those teams, behaving in a cooperative manner to support team goals. At the end of the year, you receive a small pay increase because the budget is limited and your supervisor feels several others performed better as

57、individuals. How will you be motivated to behave during the next performance period? Look out for #1 and upstage others whenever possible? Isn't that the message sent during the performance review? After all, supervi

58、sors talk team goals but reward individual</p><p>　　Organizations want to provide high-quality timely service which will produce high levels of customer satisfaction and the economic success which goes with

59、it, all at a reasonable cost. Yet when one looks at the factors which determine an employee's pay one typically finds: size of budget available, individual performance appraisal (based on quantity of work, quality of

60、 work and dependability), how many skills the employee has command of and the average direct labor cost for the period. One finds</p><p>　　Performance models</p><p>　　The key issues are as follo

61、ws:</p><p>　　How to determine what is needed at each level within an organization to produce organizational performance.</p><p>　　How to measure and reward performance at each level.</p>

62、<p>　　How to refocus individuals and units on satisfying customers rather than on pleasing those higher in the organizational hierarchy.</p><p>　　The first step is to identify the appropriate organizati

63、onal level at which performance can be reliably recognized and measured and to reward it at that level.(2) Once the appropriate level is identified, the criteria to use in measuring and rewarding performance become clear

64、. Exhibit 1, Performance Model, illustrates how an organization can identify each of its performance units (individual, group or unit which has an identifiable output impacting organizational performance). Each employee

65、is a</p><p>　　The CEO and the COO are evaluated and rewarded based on the performance of their unit -- the organization. A field sales representative may be a one-person performance unit. A research scientis

66、t may also be a one-person unit, or may at times be a member of a project team and/or research organization.</p><p>　　The real value in having a defined performance model is that it organizes and clarifies r

67、oles and focuses on objectives, rather than emphasizing the formal hierarchical structure as defined in an organizational chart.</p><p>　　Once a performance model has been created by an organization, it can

68、be used as the basis for establishing effective strategies for staffing, development and rewards. When a unit's mission and objectives are clear, the criteria for measuring performance become easier to define. The al

69、ternative approaches to staffing and human resource development (select for the job; train for the job; design the job to fit the people) can be evaluated. An appropriate strategy can be selected once the performanc</

70、p><p>　　The alternative approaches to rewards (pay for the job held; pay for the individual's capabilities; pay for results) can also be evaluated. Finally, the staffing, rewards and development strategies

71、can be integrated with each other to ensure that they fit with and support the overall human resource strategy.</p><p>　　It should be emphasized that the performance model of an organization may look very mu

72、ch like the organizational chart or may bear little resemblance to it, depending on the formal structure. If business units have been created, with self-contained staff functions, the similarity may be great. If, on the

73、other hand, the structure is based on centralized corporate management, performance units may have entirely different boundaries than units in the formal structure.</p><p>　　The performance model will also b

74、e 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

75、. 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

76、the sign in Gold's Venice G</p><p>　　Satisfaction a primary objective</p><p>　　A performance charter can be fashioned to produce a focus on customer satisfaction. (See Exhibit 2.) Here perfo

77、rmance is defined and evaluated by the customers who directly feel the impact of the unit's performance.</p><p>　　A first step is to identify the external and internal customers of each performance unit.

78、 The human resource unit, for example, has each employee and every organizational unit as a customer of sorts. Other staff units such as finance, data processing and purchasing would typically identify specific organizat

79、ional units as customers. The line functions such as sales, manufacturing and sales service would have external customers, whether these be individual consumers or other organizations.</p><p>　　One way to ke

80、ep 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 hospital's pas

81、t, current and potential patients, for example), it may be necessary to develop a sampling frame which results in a manageable number of customers but which provides a valid cross-section.</p><p>　　After the

82、se critical customers are identified, the next step is to define what customers need and expect from the unit, then to develop a method of measuring what the customers actually get. Many organizations are beginning to re

83、alize their policies and procedures prescribe rigid courses of action for specific sets of circumstances and that these plans can go haywire if customers react differently than assumed or change their needs and/or priori

84、ties.</p><p>　　This growing realization is the result of many painful errors. U.S. auto manufacturers continued to push big cars at consumers, assuming the small-car buying binge was a temporary fad. Industr

85、ial suppliers often provide only standard catalogue items which can be created in long, efficient production runs, even while customers increasingly demand rapid access to customized products and/or services. The same ty

86、pe of error is repeated by many employers who offer their standard jobs to the labor for</p><p>　　The sales personnel is the real estate enterprise realizes the value to be most important the auxiliary boost

87、er, because the sales work is extremely laborious, the sales personnel is withstanding the average man unendurable pressure and the pain, caused this profession to appear the high reward, the high personnel were mobile;

88、the unusual economic phenomena. How maintains the sales personnel's good point of view, the maintenance sale team relatively stable, sells the difficult problem which mana</p><p>　　The function standard

89、is sells manager to the sales personnel job performance expectation and the request. Carries on the examination and critique take the duty standard as the criterion is the objective examination and critique, he and work

90、direct correlation. The considerable examination and critique method use target has three big kinds: Delivers the target (order form number, customer number and so on), the investment target (sale access, operating time

91、and time assignment, expense, non-sale</p><p>　　The function condition is sells manager to the sales personnel working ability expectation and the request. By the function condition the examination and criti

92、que which carries on for the basis is the subjective examination and critique, with ability direct correlation. The examination and critique content includes: Sales achievement (sales volume, to new customer sales volume

93、, various types product sales volume and so on); Work knowledge (product situation, enterprise knowledge, sales promotion</p><p>　　The examination and critique is achieves the sales goal the guard. The sale

94、goal is sells the management process the beginning. It sells the organization, sells the region design and the sales fixed quantity formulation instruction function. After these completions of work, the sales economy sta

95、rts 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 reorgani</p><

96、p>　　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 carr

97、ies on the appraisal to the sales personnel's achievement which one gives the sales personnel's corresponding reward or the treatment in the appraisal foundation, avoids producing not fairly, drove the sales pers

98、onnel continues to try hard. </p><p>　　The examination and critique is excavates sells talented person's effective method Can verify the sales personnel's actual sales ability through the examination

99、 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; If discovered they have not obtained t

100、he full display in some aspect ability, may give it even more to have the challenge duty, provide sun folds the talent f</p><p>　　The examination and critique is advantageous to strengthening to the sale cam

101、paign management in sales management process. Had each month examination and critique, respectively sells the region these active mass to be able automatically to increase, because the sales personnel all hoped said the