资源描述：
《中小企业绩效管理存在的问题及对策》由会员上传分享，免费在线阅读，更多相关内容在工程资料-天天文库。
中小企业绩效管理存在的问题及对策SomeexpertspredictthatthecompetitivenessofChina，seconomywilldependonthedevelopmentofSMEsinthefuture・Smallandmedium-sizedenterprisesandplaysanimportantroleandirreplaceableinnationaleconomy,butsmallandmediumsizedenterprisesarefacingfiercemarketcompetition,andinthecapital,technology,talentexistsobviousshortcomings,inordertoenhaneethecompetitivenessofsmallandmedium-sizedenterprises,manyattemptstostrengthenperformancemanagement,toimprovetheoverallperformancelevel,makethepersonandpropertymaterialandinformationresourcestoplaythebiggestrole・Intheimplementationofperformaneemanagementprocess,butfoundthatdidnotreceivethedesiredresults,andsomehaveevenbeentroubledbysomeproblems・WhataretheproblemsofperformancemanagementinSMEsandhowtosolvethem?Somesuggestionsareputforward・Themainproblemsofperformaneemanagementinsmallandmediumenterprises1.performancemanagementisoutoflinewithdevelopmentstrategyThebehaviorofallenterprisesandactivitiesshouldbebasedonthestrategyandgoalsasthestartingpointanddestination,sotheperformancemanagementsystem,performancenumagementsystem,butmanysmallandmediumenterprisesbutwithstrategicphaseseparation,doesnotmeettherequirementofstrategicdevelopment,theIong-terminterestsofenterprisesisnotfullyembodiedinthemanagementandcontrol,eventhoughsomeoftheindexsystemcanguidelocalimprovements,butnotastrategicimprovementintheoverallpromotion,toachievestrategicobjectives・ 1.thevacancyofperformancefeedbackinterviewAtpresent,China，ssmallandmedium-sizedenterprisesinvariousformsfortheemployee，sevaluationresults,rarelytimelyfeedbacktoemployees,employeesareexperiencedallkindsoftests,orinshortorlongtime,performance,jobperformancecannotgettimelyfeedback・Inthecourseoftime,thestafflostinterestintheenterprise,thelossofenthusiasm,natureofworkisnotpositive,initiative,excellentemployees"jobhopping"blesstingalsocanhardlybeavoided・3.,thesinglenessofperformaneemanagementandevaluationinformationsourcesBecauseofthesmallscaleoftheenterpriseandthefamilymanagementmodel,theperformancemanagementandevaluationofmanysmallandmedium-sizedenterprisesaredisturbedbysuchfactorsas"humanfeelings","relations","relatives"andsoon.Performanceappraisalisoftenasinglesupervisortorevieworevaluationofsubordinates,evaluationasthedirectsupervisorofthestaff,performanceevaluationresultsandinfluencefactorsoftheirpersonalfriendshiporconflict,personalprejudicesorpreferencesetc・inviewoflargeprograms・Atthesametime,reviewersoftenfailtogiveconvincingcommentsandcommentsbecauseofthelackofrelevantinformation,whichcanevenleadtotensionandcontradictionbetweensubordinatesandsubordinates・4.,wecannotmakefulluseofperformanceappraisalresultsInmanysmallandmedium-sizedenterprises,themainpurposesofperformanceappraisalarebasedontherequirementofsalary increase,paymentofyear-endbonusandotherpersonneldecision-making.Themaingoalofperformanceappraisalisthepursuitofshort-termperformanceimprovement,whileignoringtheprimaryobjectiveofthedevelopmentofemployees,sotheassessmentresultsfailedwithstafftraining,occupationdevelopment,humandecision-makingandcompensationmanagementofmultipleobjectivesassociatedtheenterprisecompetitiveadvantageinhumanresourcesisgreatlyreduced・5.,theunscientificperformanceappraisalsystemManysmallandmediumenterpriseskeentopursuethelatestinternationalperformancemanagementideasandmethods,withoutconsideringtheapplicabilityoftheenterprise,resultingin''acclimatized・〃〃・Someintheevaluationcontent,indexsetandweightset,showingnocorrelation,butbasedonsomeready-madeexperienceormodulesmechanically,notaccordingtotheenterpriseindustrycharacteristics,strategicplanning,developmentstage,organizationalcharacteristics,businessprocess,evaluationobjectfactorsareanalyzedandfurtherrefined・Someevaluationcycleisnotreasonable,waituntiltheendoftheyearforareview,evaluationbyimpression,withmemory.6.deviationinperformancemanagementInsomesmallandmedium-sizedenterprises,therearestillsomevagueunderstandingofperformancemanagementfromseniorleadershiptoordinaryemployees.Forexample,somemanagersbelievethatperformancemanagementisonlytheworkofthehumanresourcesmanagementdepartment,andhasnothingtodowithotherdepartments,takeevasiveattitude・Eachdepartmentmanageracts asthemainpartofperformancemanagement,ordoesnotparticipateintheperformancemanagementprocess,orfailstoimplementtheevaluationsystem;Orlackofimplementationskills,whichresultsinthelackofreliabilityandvalidityofperformaneeevaluationresults・Someemployeesbelievethatperformancemanagementistofindtheirownlackofwages,bonuses,andoftentakeprotectiveattitudetothemselves,cannotactivelyface・CausesofproblemsinperformancemanagementofSMEs1.,duetothecharacteristicsofSMEsthemselvesComparedwithlargeenterprises,oneofthecharacteristicsofsmallandmedium-sizedenterprisesisweakandcompetitive・Enterprisesintheimplementationofperformancemanagement,itcannotbelikelargeenterprises,youcanrequestprofessionalconsuitingcompanydesignprogram,itisimpossibletoinvesttoomuchtimeandefforttostudyanddevelopprograms・Smallandmedium-sizedenterprisespaymoreattentiontothosewhobringeffectivevalueintheshorttermfortheenterprisethattosomeextent,oftenputsomemoreadvancedevaluationmeanstoimplementthe"doctrine",butdidnotnoticeittargetedto.Thecharacteristicsofthetwoislessstaff,organizationalstructure,humanresourcesorganizationisnotperfect,onlymadeasmallamountofmanagementpersonneltoimplementperformancemanagement,whichleadstolowefficiency,cannotgivefullplaytoallaspectsofperformancemanagementfunction・Thecharacteristicsofthethreeissmaller,thestructureofpropertyrightsisuniqueandthereisalackofsystematicmanagement,leadingtothe existenceofsimple,nonproceduralandarbitraryphenomenonintheperformancemanagement,howtousetheevaluationresultstodevelop''individualdevelopmentplan"andz，training〃and''compensationplan"andotherdeep-seatedproblemsishardtogetattentionintheperformancemanagement,theeffectisnotgood・2.performancemanagementislackofsystematicnessFromamacroperspective,SMEsdonotattachimportancetothefuturevisiontoguidethedevelopmentofenterprises,sothatperformanceappraisalhaslostthemostbasicfoundation.Theimportantpurposeofperformanceevaluationistoguideemployees,especiallymanagersinthedirectionofthinkingandaction,whichrequirestheguidanceofenterprisevisionordevelopmentstrategy.Atthesametime,SWOTanalysisshouldbecarriedout,whichincludesfouraspects:advantages,disadvantages,opportunitiesandthreats,soastoconsidertheirstrategymorerealistically.Generallyspeaking,SMEsdonothaveacleardefinitionofkeybusinessareas(KPA),whichmakeperformancemanagementfailtoimprovetheefficiencyandeffectivenessofkeybusinessareas・Fromthemicro,smallandmedium-sizedenterprisekeyperformanceevaluationindexsystemdesignisnotreasonable,orindexisnotreasonable,thesystemishuge,notexhaustive,accordingtothedifferentstagesofdevelopmentofenterprises,determinetheevaluationindex,theappropriatenumberofexecutable.Eithertheindexweightandthestandarddesignareunreasonable,andcannotreflecttheguidingintentionoftheenterprise・Eithertheevaluationcycleisunreasonable,toolongortooshort・Performancemanagementsystemisalsodisjointedbetweenthevariousaspectsofthephenomenon. 1.performancemanagementlacksoperatingenvironmentTheperformancemanagementsystemasasystem,itisnotaclosedsystem,butadynamicandopensystem,hasitsownparticularenvironment,theenvironmentforthequalityofenterpriseculture,enterprisehumanresourcesmanagementandotherfunctions・Performancemanagementcanonlysurviveandexertitsadvantagesonlywhenitmatchesthespecificenvironmentofanenterprise・Smallandmedium-sizedenterprisesintheprocessofperformancemanagement,thelackofgoodresearchontheoperatingenvironment,canaccordingtothechangeofenvironmenttoadjusttheperformancemanagementsystem,theactualsituationoftheenterpriseperformancemanagementfromtheenterpriseandleadtotheimplementationof.Thesolutionofperformancemanagementinsmallandmediumsizedenterprises1.necessarytimeandresourcessupportPerformancemanagement,asthekeylinkofhumanresourcemanagement,isthefoundationofallmodernmanagementmodels・Goodperformancemanagementcanimproveenterprise'sperformaneelevelandrealizeitsstrategictarget・Therefore,althoughSMEshavelimitedresources,theymusthavethenecessarytimeandcapitalinput・Necessarycapitalinput・Smallandmedium-sizedenterprisesintheimplementationofperformancemanagement,willinvolvethedesignanddevelopmentofperformancemanagement,trainingevaluationform,theseareneedtobeputinto,buttheseinputsshouldbeinlinewiththefundamentalinterestsoftheenterprise・ Seniorleadershipinvolvement・Seniorleadersshouldpersonallyparticipateintheperformancemanagementprocess,Spendsometimethinkingabouttheproblemsintheperformancemanagementprocess・Becauseonlytheleaderspersonallyinvolved,itispossibletohavethestrategicgoalofthecompanygraduallybreakdown,atthesametimetheconceptandmethodofperformancemanagementhaspenetratedintoeverycorneroftheenterprise,promotethedepartmentmanagersandemployeestoparticipateintheperformancemanagementofthe・Involvementoflinemanagers・PerformancemanagementisnotonlytheresponsibilityoftheHRdepartment,themainresponsibilityshouldbetherealdirectmanagersofeachdepartmentmanager,teamleader,director,theyshouldspendmoretimeandenergyonperformancemanagement,discusstheperformaneeobjectives,standardsandsubordinates,regularinspection,tograsptheworkofsubordinatesperformance,feedbackandcoachingsubordinates,subordinates'performanceevaluationresults,giverewardsandpunishment・1.,establishascientificperformanceappraisalsystemPerformanceappraisalisnotequaltoperformancemanagement,butitisthekeylinkinperformancemanagement・Effectiveevaluationsystemdesignistheguaranteeofsuccessinperformaneemanagement・Smallandmedium-sizedenterprisesshouldpayattentiontodesignevaluationsysteminthefollowingaspects:Choosetherightmethodofevaluation.Atpresent,therearedozensofwaystochooseandevaluate,andthetraditionalmethodsare mainlycomparativemethod,keyeventmethod,chartgradeevaluationmethod,behavioranchorgradeevaluationmethod,targetmanagementmethodandsoon.Nowmorepopularevaluationmethodsareeconomicvalueaddedmethod,keyperformanceindexmethod,balancedscorecardmethod,etc・・Nomatterwhatkindofevaluationmethodhasitsadvantages,butalsohasitsshortcomings,thereisnoabsoluteandeffectiveway.Smallandmedium-sizedenterprisesmayadoptthemethodwhichmanyfamiliesthinklong,selectseveralexaminationmethodssynthetically,andmakeupfortheshortcomingsofthesingleexaminationmethod・Butcostsshouldalsobeconsidered,includingtime,cost,andeconomiccosts・Thebalancebetweeneffectivenessandcostshouldbesoughtfortherightbalanceofthebusiness・Choosetherightevaluationcriteria.Indeterminingenterpriseperformanceindicators,shouldfocusonthestrategicobjectivesofenterprisestodeterminekeyperformanceareas,highlightingthemostcriticalperformanceconcerns,cannotbeexhaustive・Onthisbasis,theperformanceindicatorsofenterprisesarebrokendowntovariousdepartments,anddepartmentalperformanceindicatorsareformedwithdepartmentalresponsibilities・Inthedeterminationofdepartmentperformanceindicators,thedecompositiontotheindividual,andthecombinationofpersonalresponsibility,employeeperformanceindex,alsoaccordingtothecharacteristicsofdifferentjoblevel,consideringtheworkabilityindexandworkattitudeindicators,theformationofemployeeperformanceindex・Inthisway,theperformanceindicatorsofenterprises,departmentsandindividualsformanorganicwhole・Indeterminingtheindicators,jobanalysis,workflowanalysis,performancecharacteristicsanalysisandtheoreticalverificationshouldbecarriedout,andtheperformanceindicatorsshouldcomplywiththe SMARTrule.Setappropriateindicators,weightsandstandards・Indeterminingtheweightofindicators,wecannotonlystartfromasingleindex,buttodealwiththerelationshipbetweentheindicators,andrationallyassigntheirweights・Theindexweightshouldreflecttheguidingintentionandvaluesofthemembersoftheenterprise・Therearemanyconcretemethodstodeterminetheweight,includingsubjectiveexperiencemethod,dualweightingmethod,analytichierarchyprocess,weightfactormethod,andsoon.SMEscanchooseaccordingtotheactualsituation・Determinetheweight,butalsotodeterminetheevaluationcriteriaforeachindex,accordingtoplanstandards,historicalstandards,peerstandardsorexperiencestandards,standardsmustbeclearandspecific.Determinethereasonableevaluationcycle・Theevaluationperiodistooshort,assessmentcostsincrease,smallandmedium-sizedenterprisestobear;theevaluationcycleistoolong,theevaluationresultswillinevitablyleadtotherecencyeffectevaluationerror,alsocanmaketheperformanceappraisaloftheemployeesloseattention.Accordingtothecharacteristicsofsmallandmedium-sizedenterprises,thegeneralstaffperformanceappraisalindicatorsinmonthlyorquarterlyisappropriate,andtheworkabilityandworkattitudeindicatorsoftheassessmentshouldberelativelylong,ineveryhalfayearisappropriate,butshouldpayattentiontotheaccumulationofinformationevaluation・3.realizetheeffectiveintegrationofallaspectsoftheperformancemanagementsystem Performancemanagementisacycle,dynamicsystem,performancemanagementsystemincludesseverallinkscloselylinked,Thedisconnectionofanylinkwillleadtothefailureofperformancemanagement,soSMEsshouldpayattentiontotheeffectiveintegrationofinternallinks・Performanceplan.Thislinkisaprocessthatmanagersandemployeesworktogethertodiscussandagreeonthetasks,performancemeasurements,possibledifficultiesandsolutionsthatshouldbefulfilledinthenextyear・Therefore,theperformanceplanishelpfulforemployeestoidentifytheroutesandrecognizethegoals.Itisthebasiclinkofthewholeperformaneemanagementsystem.Performanceimplementationandmanagement・Thislinkisatwo-wayinteractiveprocess,andthisinteractivecommunicationmustrunthroughthewholeprocessofperformancemanagement・Throughcommunication,sothatemployeesclearlyunderstandtheperformanceappraisalsystem,targetsettingmethod,measure,performance,problemsandimprovementmethods,alsoenablemanagersandemployeestohearthedesiredvoiceofperformancemanagement,performancemanagement,soinordertoachievethedesiredobjective・Performanceappraisa1.Thelinkitselfisalsoadynamic,continuousprocess,sowecannotconductperformanceevaluationinisolation,butshouldbeputintotheperformancemanagementsystem,andweshouldpayattentiontotherelevantworkintheearlyandlatestageofevaluation・Performanceplanningandcontinuouscommunicationarethebasisofperformanceappraisa1. OnlywhentheperformanceplaniscarriedoutandtheperformancecommunicationworkiscarriedoutatordinarytimescanthepossibilityofdivergenceofevaluationbesmalLPerformancediagnosisandperformanceimprovementarethefollow-upworkofperformanceappraisa1.Attheendoftheevaluation,weshouldanalyzetheresultsoftheevaluation,lookforproblems,andprovideimprovementprogramsforemployeestohelpthemimprovetheirperformance・Atthesametime,weshouldreasonablyusetheappraisalresults,willbefullyusedforcompensationdistribution,positionchange,employeetraininganddevelopment,recruitmentandselection,incentivetoplaytheroleofperformancemanagementtoimproveemployeeperformanceandcapability・Performancediagnosisandperformanceimprovement・Asaneffectivemeansofmanagement,performaneemanagementisabsolutelynotapunishment,themoreimportantisthatitcanprovideapromotionandimproveperformancetoimprovethetoolsfortheenterprise・Whenperformingtheperformanceappraisal,wecannotstayonthesurfaceoftheperformanceappraisaldata,buthowthemanagementdepartmentcomprehensivelyanalyzesandexaminestheinformationandtakesitasabreakthroughpointofperformanceimprovement.Managersidentifyproblemsthroughperformancereviews,identifyreasons,andhelpemployeesadviseandtroubleshootproblemswithemployees・Attheendofacycle,theperformancemanagementofthisroundisbasicallycompleted.Atthistime,weshouldsumupthenextroundofperformanceplan,andthengotothenextperformancemanagementcycle・Itcanbeseenthattheintegrationofallaspectsofperformancemanagement,performancemanagementhasbecomea completesystem・IfSMEscanfullyunderstandtheroleofeachlink,andeffectivelyintegrateallaspectstogether,themanagementeffectwillbequitedifferent・3.,strengthentheperformancemanagementsystemsupportingconstructionPerformancemanagementsystemisnotanisolatedmanagementsystem,anditseffectiveoperationalsorequiressmallandmedium-sizedenterprisestostrengthensupportingconstruction,soastoachievethebestmanagementeffect・Clearoperationalstrategicobjectives.Performaneemanagementisasystemofenterpriseexecutivepowerandanimportantmeansofmanagementtoimplemententerprisestrategicobjectives・Performancemanagementrevolvesaroundperformancegoals・Withoutperformancegoals,thereisnowaytotalkaboutperformancemanagement・Theimplementationofperformancemanagementisjustalotofsmallandmedium-sizedenterprises,onlytobeartheresponsibilitiesofstaffmanagement,enterprisescannotformtogether,mayresultintheresultswehaveverygoodperformance,butnottheresultoftheprogressofenterprises・Tobeasuccessfulperformancemanagement,smallandmedium-sizedenterprisesmuststrengthenthemanagementandoperationoftheformationofclearstrategicgoals,andthrougheffectiveperformancesystemdecompositiontoeachemployee,staffmanagementrealizestrategicobjectives・Formingahigh-performancecorporateculture・Thecoreofenterprisecultureisthevaluecriterionofanenterprise,andtheenterprisecultureplaysaninvisibleguidingandinfluencingrole intheimplementationandoperationoftheperformancemanagementsystem.Conversely,
