How is performance calculated?

How is performance calculated?

Overview of performance evaluation

Performance evaluation, also known as personnel evaluation, performance appraisal, employee appraisal, etc., refers to the supervisor or Relevant personnel make systematic evaluations of employees' work. We define performance appraisal as a formal system that measures, evaluates, and affects employees' work performance to reveal the effectiveness of employees' work and their potential for future work, thereby benefiting the employees themselves, the organization, and even society. For most companies, if they can effectively assess employee performance, they must not only understand the contribution or shortcomings of individual employees to the company, but also provide decisive evaluation data for the management of human resources as a whole. To establish a good performance evaluation system, an organization must do the following:

1. Establish the organization's career goals and its requirements for human resource management.

2. Conduct job analysis to determine the duties and responsibilities of each job, and develop corresponding performance evaluation standards based on this.

3. Choose appropriate and effective performance evaluation methods to evaluate employees’ work performance and work results.

4. Communicate expectations to employees for their work results before evaluation.

5. Establish a feedback mechanism related to work performance.

6. Evaluate the effectiveness of PAS (effective performance assessment system) in achieving the established goals, and make necessary revisions to PAS on this basis.

The importance of performance evaluation

Almost every modern enterprise will consider how to improve the productivity of the organization, especially as external competition becomes increasingly fierce and the rate of internal productivity growth slows down. . Generally speaking, the production efficiency of modern enterprises depends not only on technology and capital, but also on human resources. However, many enterprises tend to focus on the first two and ignore human resources. We should see that performance evaluation, whether formal or informal, is an important human resource management tool. Major decisions involving employee transfers, promotions, salary increases, etc. must be based on accurate assessment results. Generally speaking, the importance of performance evaluation is mainly reflected in three aspects.

(1) Impact on the productivity and competitiveness of the organization The impact of employee performance on the productivity and competitiveness of the organization is very important. Job performance can be measured in the following three aspects.

1. Work results.

2. Actions at work.

3. Work attitude.

(2) As an indicator for personnel decision-making

Performance evaluation is an important reference indicator when making personnel decisions, such as promotion and demotion, appointment and dismissal, job transfer, salary increase and decrease, etc. , all involve performance evaluation. For example, a biopharmaceutical company hired an overseas Ph.D. in bioengineering research with a high salary to serve as the manager of a certain product department of the company (the company implemented a product manager system). As a result, it was found that the sales performance of the product not only failed to improve, but also declined seriously. sign. After investigation, it was found that although the manager was relatively knowledgeable about biomedicine, he had very little experience in other aspects of product operation. In addition, his personality was not very good at handling employee relations in the department, which resulted in ineffective department management and reduced efficiency. The personnel department decided to transfer him to the company's product research and development center, and soon the doctor achieved outstanding results in his new position. Similarly, if performance evaluation is not conducted before promotion, demotion, salary increase or decrease, the selection criteria will be lost. (3) It helps to better manage employees. Performance evaluation is often used for two main purposes: evaluation and helping employees develop. These two aspects are important aspects of employee management. 1. Evaluation aspects include:

(1) Performance measurement. Performance level reflects the size of an individual's contribution to the organization, which provides the basis for personnel decisions such as appointment, removal, promotion, etc.

(2) Compensation. The amount of salary and bonus is determined based on the evaluation of work performance, and reasonable and equal compensation can be made for the labor invested.

(3) Incentive. This is an accompaniment to an effective evaluation system. As long as the evaluation is reasonable and rewards and punishments are clear, it will naturally produce an incentive effect. 2. Aspects to help employees develop include:

(1) Strengthen employee self-management. Because performance evaluation strengthens clear job requirements for employees, it enhances employees' sense of responsibility and makes it clear what they should do to better meet expectations.

(2) Discover the potential of employees. By evaluating employees' potential, they can be transferred to more challenging positions or positions that can better unleash their potential. This may lead to unexpected work results.

(3) Achieve better communication between employees and superiors. Performance evaluation provides an opportunity for communication between superiors and subordinates, which helps superiors better understand their subordinates' thoughts and also helps subordinates better understand their superiors' expectations for their work. This kind of communication process can promote greater consistency of goals and tacit cooperation between superiors and subordinates. (4) Improve employees’ work performance. Through performance evaluation, employees can clarify their achievements and shortcomings in their work, which can encourage them to use their strengths in future work and strive to improve their shortcomings, so as to further improve the overall work performance.

Standards for performance evaluation

There are three standards for performance evaluation: absolute standards, relative standards and objective standards.

1. Absolute standards are to establish behavioral characteristics standards for employees’ work, and then include meeting the standards within the scope of evaluation, without comparing employees with each other.

2. Relative standards are to compare the performance of employees with each other, that is, to evaluate the quality of individual work by comparing with each other, to rank the assesses in a certain order, or to Evaluates are placed into the previously decided grades and then ranked.

3. Objective standards are when the evaluator judges the characteristics of an employee and their performance in performing work, each characteristic or performance is based on the relative benchmark of each point on the rating scale. Position it to help the evaluator make an evaluation.

General principles of performance evaluation standards: work results and organizational efficiency

According to the organization's strategy, individual or group work behavior and work result standards can be formulated, although there can be multiple standards , each item also has very detailed requirements, but there are only two general principles for measuring performance: (1) whether it maximizes work results; (2) whether it helps improve organizational efficiency. For example, evaluate the work of a bank loan officer. Behavioral standards for this job might include "preparing various credit documents for clients in a timely manner," while from a job outcome perspective, performance standards might be: "Lending low-risk loans of five million yuan per month." Comparing these two standards, it is obvious that the latter is really important. If the loan officer can lend low-risk loans of five million yuan per month, his work will still be appreciated by his superiors; if the loan officer can lend every time If he fails to meet the requirement of "preparing various credit documents for customers in a timely manner", his work is still unsatisfactory. Main methods of performance evaluation

Performance evaluation methods directly affect the effectiveness of the evaluation plan and the correctness of the evaluation results.

(1) Conventional methods

1. Sorting method. In the direct ranking method, the supervisor ranks employees one at a time from best to worst based on their performance, which can be either overall performance or performance on a specific job.

2. Pairwise comparison method. The pairwise comparison method refers to comparing each employee with other employees on the basis of a certain performance standard to determine who is "better", and recording the number of times each employee is considered "better" when compared with any other employee. Rank employees according to the number of times.

3. Grade allocation method. The grade allocation method can overcome the shortcomings of the above two methods. In this method, the evaluation team or supervisor first formulates relevant evaluation items and roughly ranks employees' performance according to the evaluation items.

(2) Behavioral evaluation method

1. Scale evaluation method.

2. Critical incident method.

3. Behavioral rating method.

4. Mixed criteria rating method.

5. Behavioral observation and rating method.

(3) Work results evaluation method

1. Performance target evaluation method.

2. Index evaluation method.

(4) Principles for effective use of performance evaluation methods Good and applicable evaluation methods should comply with the following principles:

1. Best reflect the organizational goals and evaluation purposes;

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2. Play a positive role in guiding and motivating employees' work;

3. Able to evaluate employees' work more objectively;

4. The evaluation method is relatively economical Cost;

5. The evaluation method is practical and easy to implement.

Operation of performance evaluation

1. Collect intelligence

When collecting and evaluating "critical events", supervisors can obtain this information from the following two main sources: Information:

1. Records of work performance. 2. Through other people who have contact with the person being evaluated, including direct supervisors, colleagues or people whom the employee serves.

2. Set the interval for evaluation

Setting the interval for performance evaluation is also an essential part of the evaluation operation process. The intervals between performance evaluations should also vary depending on the purpose of the evaluation. If the purpose of the evaluation is to better communicate the intentions of superiors and subordinates and improve work efficiency, the interval should be appropriately shorter; if the purpose of the evaluation is for personnel transfer or promotion, the employee's work performance should be observed over a relatively long period to avoid being Blinded by the opportunistic behavior of some employees.

3. 360o Performance Evaluation

(1) Supervisor Evaluation

The supervisor refers to the direct supervisor of the employee being evaluated, and is usually the most important person in the performance evaluation. evaluator.

1. The advantages of boss evaluation are:

(1) Evaluation can be combined with salary increases, rewards and punishments, etc.;

(2) Opportunities to communicate more with subordinates Communicate well, understand the thoughts of subordinates, and discover the potential of subordinates.

2. The disadvantages of boss evaluation are:

(1) Because the boss has real power of rewards and punishments, subordinates often feel threatened during evaluation and have a heavy psychological burden;

(2) The boss’s evaluation is often reduced to preaching – one-way communication;

(3) The boss may lack the training and skills to evaluate;

(4) The boss It may be biased and cannot guarantee the fairness and impartiality of the evaluation, which will dampen the enthusiasm of subordinates.

(2) Subordinate evaluation

1. The main advantages of subordinate evaluation are:

(1) It can help bosses develop leadership and management talents. Subordinate evaluation reveals the deficiencies in the superior's work - especially the deficiencies in handling the relationship between superiors and subordinates, which can prompt the superior to improve the leadership and command methods and make the work more effective;

(2) Able to To achieve the purpose of checking and balancing power. Subordinate evaluation enables supervisors to be effectively monitored at work, preventing them from being arbitrary and arbitrary.

2. Since subordinate evaluation has not yet been developed and perfected, there are still many shortcomings:

(1) Subordinates often dare not express their opinions realistically during evaluation. In order to avoid the boss's retaliation, they will exaggerate the boss's advantages and hide their dissatisfaction with the boss;

(2) The boss does not really value the opinions of the subordinates. Even if they promise to correct their mistakes, they only pay lip service to them and do not There is no real action;

(3) Subordinates cannot have a comprehensive understanding of the boss's work, so they often focus on individual aspects during evaluation, which is prone to one-sided views.

(3) Self-assessment

1. Self-assessment has the following advantages:

(1) Self-assessment is the easiest among many assessment methods. Neither the evaluator nor the appraisee is threatening and will not feel a lot of pressure;

(2) Self-evaluation can enhance employees’ awareness of participation;

(3) Self-evaluation is The results are more constructive and job performance is more likely to improve.

2. The disadvantages of self-evaluation are:

(1) Self-evaluation tends to overestimate one's own performance, and the results are often different from those evaluated by supervisors or colleagues;

(2) When the assessment results are used for administrative management, self-assessment will be subject to systematic errors;

(3) It is only applicable to assisting employees in self-improvement of performance. In other aspects (such as salary increase) , promotion, etc.) are not sufficient as criteria for judging.

Overcoming bias in evaluation

1. Innate shortcomings of the evaluation process

The evaluation process involves the concentration and analysis of a large amount of information, so the workload is large

1. Employees’ behaviors and work results must be carefully observed and stored in the employees’ short-term memory bank time and time again.

2. The completion of performance evaluation is based on the summary information retrieved from the memory bank and other information added intentionally or unintentionally by the evaluator.

2. Errors in evaluation

1. Halo effect error.

2. Recency error.

3. Emotional effect error.

4. Suggestion effect error. 5. Prejudice error.

3. Measures to reduce errors

1. Evaluate every aspect of the work, rather than just make a general evaluation.

2. The evaluator’s observation should focus on the work of the person being evaluated, rather than focusing too much on other aspects.

3. Do not use unclearly defined wording on the evaluation form to prevent different evaluators from having different understandings of these words.

4. One evaluator should not evaluate too many employees at one time, so as to avoid unfair evaluations such as loosening first and then tightening or tightening first and then loosening.

5. Provide necessary training to both the appraiser and the appraisee.

Develop a performance improvement plan

After the evaluation, it is important to provide feedback on the evaluation opinions of the appraisee, because one of the main purposes of performance evaluation is to improve performance. Therefore, supervisors and employees should work together to plan performance improvement plans. 1. Principles for selecting areas for improvement

1. Re-examine areas of insufficient performance. Are the supervisor’s evaluations factual? Maybe the supervisor is not really aware of the employee's shortcomings that caused the problem; maybe what the supervisor sees as shortcomings are actually the employee's strengths.

2. Start improving where employees are willing to improve. This can create incentives for employees to improve their work, since employees often don't pick areas they don't want to improve on.

3. Start improving from the aspects that are easy to produce results. The experience of immediate results always gives people a greater sense of accomplishment and helps to continue to improve in other areas.

4. Choose the most appropriate aspect for improvement in terms of time, energy and money spent.

2. Four Key Points of Performance Improvement The purpose of performance improvement plan design is to enable employees to change their behavior. In order for changes to be realized, four key points must be met:

1. Willingness. Employees’ own desire to change.

2. Knowledge and technology. Employees must know what to do and how to do it.

3. Atmosphere. An employee must work in an environment that encourages him to improve his performance. The most important factor in creating this kind of work atmosphere is the supervisor. Employees may be afraid to try changes because of fear of failure. At this time, supervisors need to assist them and help them build confidence.

4. Rewards. If an employee knows that he will be rewarded for changing his behavior, it will be easier for him to change his behavior. Rewards can be divided into material and spiritual aspects: material aspects include salary increases, bonuses, or other benefits; spiritual aspects include self-satisfaction, praise, increased responsibilities, and more freedom and empowerment. Conclusion

In summary, performance evaluation should be fair, fair, and open, and can truly reflect employees' work performance. At the same time, the negative impact of performance evaluation should be avoided as much as possible, and it can improve, maintain, and improve employees' performance. The purpose of development, rather than discussing the matter. As an enterprise, we should create conditions for employees to perform better and treat employees as partners of the enterprise rather than as workers. Therefore, performance evaluation must also be organically integrated with employees' career planning and the company's training plan, and is not limited to employees' salaries, bonuses, promotions and exemptions. Social development is dynamic, and the standards and scale of performance evaluation should be adjusted accordingly. How are performance appraisal scores calculated?

Performance itself is a kind of trade-off exchange of interests. Simply put, if you want to get something in this company, you must pay accordingly.

Of course, when business owners (shareholders) pursue maximizing profits, there will be a disproportion between what they pay and what they receive, which will be linked to salary!

Performance is divided into result-oriented (performance, contribution) and process-oriented (job responsibilities). The performance assessment of the sales department is more prominent, and the SOP assessment of the logistics department positions is more prominent.

An excellent company must have standard performance appraisals to enable the company to operate normally and maximize the interests of the company and individuals.

A relatively new salary system divides salary into two parts: basic salary for the position and performance salary. The basic salary remains the same every month, but the performance salary is just like a bonus. You will be scored based on your performance this month. If you score 90 points, your performance salary will be multiplied by 90% to get your performance salary for this month.

The so-called performance is an expected result. The so-called performance management is to effectively control all aspects of achieving the results in order to better achieve this result. What is the relationship between performance, performance appraisal and performance management

First, let’s introduce what performance, performance appraisal and performance management are:

1. Performance, learned from management From a perspective, it is the result expected by the organization and the effective output displayed at different levels by the organization to achieve its goals. It includes two aspects: personal performance and organizational performance. The realization of organizational performance should be based on the realization of individual performance, but the realization of individual performance does not necessarily guarantee that the organization is performing.

2. Performance appraisal is one of the core functions of human resource management. It means that the evaluator uses scientific methods, standards and procedures to evaluate the performance information (performance, achievements) of the behavioral subject related to the evaluation task. and actual actions, etc.) to observe, collect, organize, store, extract, integrate, and make as accurate an evaluation as possible. It is a link in enterprise performance management. Common performance evaluation methods include BSC, KPI and 360-degree assessment. Mainstream business management courses include the design and implementation of performance evaluation as an important human resource management capability requirement for managers. .

3. The so-called performance management refers to the formulation of performance plans, performance coaching and communication, performance appraisal and evaluation, application of performance results, and improvement of performance goals that managers and employees at all levels participate in in order to achieve organizational goals*** A continuous cycle process, the purpose of performance management is to continuously improve the performance of individuals, departments and organizations. The process of performance management is usually viewed as a cycle, which is divided into four links: performance planning, performance coaching, performance appraisal and performance feedback.

Performance is an overall concept, performance management is management behavior based on performance, and performance appraisal is a part of performance management.

The dignity of national law

The dignity of national law

Performance

The earliest, from the 1921-1921 Chrysler assembly line in the United States The technical term for management science, which began to emerge in the invention period in 1927, is extremely complete and accurate calculation of workload.

It means:

Specific results, performance appraisal, and absolute finished product qualifications Quality products, within unit working time, can be calculated through absolute quantity price and value, and the effect obtained is actually recognized and recognized on site.

Performance Appraisal

The rules come from the above.

Further, for the assessable part of the unit production subject, within the unit time, the total and total examination-style evaluation and the complete factual identification and recognition of the factual production product results, at the same time and within the framework of definition formats and working procedures within the scope of unified standards.

Performance management

Responsibility comes from the above.

In the further integration and comprehensive management integration of the higher management level, any management coordination and implementation methods and channels that can determine the production model and achieve specific product value and quantity management should be followed. one.

If, from the United States, the birthplace of management science, one of the most developed countries in the West, the world's highest business platform, more than 100 years of management science examples and cases, and common knowledge from all known publications In our country, when looking at the language understanding of Chinese translation, this word can be understood as a word order of flashback and inversion.

：

Use performance methods

to achieve the goal of all online workers and office clerks in the company

After completely quantifying all work standards and measurements

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After the summation and comprehensive study and judgment, we have achieved the best management and management.

Manage all the most advanced performance and achievements and effectiveness and achievement assessments that must be restrained and developed on the premise.

Salute

Shang Qi! . How is the total amount of incentive performance pay for a school calculated? That is, how is 30% of the total salary calculated?

The total amount of incentive performance pay for a school is the product of the number of faculty and staff in the school multiplied by 30% of the performance pay. If your school has 50 faculty and staff, and 30% of the annual average performance is 3,000 yuan, that is, the total performance of your school is 3,000*50=150,000 yuan. How is performance pay calculated?

The predecessor of the performance pay system is piece-rate pay, but it is not a wage form in the simple sense that wages are linked to the quantity of products, but a wage system based on scientific wage standards and management procedures.

The basic feature of the performance pay system is to link employees' salary income with personal performance. Performance is a comprehensive concept that is broader than the quantity and quality of products. It includes not only the quantity and quality of products, but also other contributions of employees to the enterprise. Although the performance wages paid by enterprises to employees also include several main contents such as basic wages, bonuses and benefits, they are not independent from each other, but are organically combined. According to the 1991 Fortune magazine ranking of 500 companies in the United States, 35% of companies implemented a performance-based salary system, while 10 years ago, only 7% of companies implemented this approach.

Performance pay, also known as performance pay increase, reward pay (Merit pay) or appraisal-related pay (Appraisal related pay), is based on the job where the employee is hired, and is based on the technical content and The job level is determined by the size of the responsibility, labor intensity and the quality of the environment. The total wage is determined based on the economic benefits of the enterprise and the price of labor. Labor remuneration is paid based on the employee's labor results. It is a wage system that closely integrates the labor system, personnel system and wage system. . Performance salary consists of four parts: basic salary, age salary, position salary, and incentive salary. The performance pay system has its advantages, but it also has shortcomings. How is performance pay implemented?

Performance pay is an assessment coefficient for an individual’s daily work based on relevant company documents. There are generally two types of performance pay, one is fixed performance, which is like a fixed performance of 1,000 yuan. It is based on the company’s assessment of your performance this month. The completion coefficient of each company is 0.8, then your performance is 800 yuan. Another method is based on the company's overall performance. If you can get a commission of 30,000 yuan from sales revenue this month. According to the document, your share coefficient is 0.2, and your assessment coefficient is 90%, then your performance salary is 30,000*0.2*90%. =5400 yuan. Generally, companies provide basic salary + performance, and the purpose is to increase everyone's enthusiasm. There is also the need to adjust the salary levels for those with differences.

1. The structure of salary: fixed salary + floating salary + special allowance

2. The relationship between performance salary and allowances: Performance salary is a floating salary, which is formulated based on work performance, and allowances It is formulated based on the situation of the position.

3. Performance salary implementation: After the performance appraisal is completed, the performance salary will be increased or reduced according to the assessed level. How is the leader's monthly performance calculated?

As a leading cadre holding a top position, the unit's monthly performance is the leader's monthly performance.

As a deputy leader, the monthly performance of the department in charge is the monthly performance of the deputy leader. What is procurement performance? What is the evaluation process of procurement performance?

1. Let’s first talk about the competencies that a procurement personnel should have.

The characteristics of the purchasing position determine that he should have: 1. Knowledge: commodity knowledge, purchasing expertise and supplier management knowledge; 2. Skills/abilities: commodity and price information collection and processing ability, inquiry ability, negotiation ability, cost awareness, quality Awareness 3. Quality: Integrity, self-discipline, integrity, responsibility, initiative. 2. Once the competencies of purchasing personnel are clarified, they can be managed, evaluated and assessed in a targeted manner. 1. First of all, it is necessary to clarify the responsibilities and work content of the purchasing personnel, and arrange and require their work. 2. Provide relevant knowledge and skills training based on their competency items so that they can be competent for their jobs; at the same time, attention should be paid to cultivating and improving their professional abilities and qualities to establish an excellent and proven procurement team. 3. Implement plan management, require its work to be completed as planned, assess the completion of the plan, analyze the reasons and formulate improvement measures. 4. The focus of procurement management is: whether the source of supply can be quickly found, the quantity and quality of supplier development, procurement timeliness, procurement price (procurement cost control), procurement quality, etc. Requirements, plans, and management goals can be formulated from the above aspects, and procurement personnel can be managed, assessed, and evaluated. For example, there should be no less than 3 suppliers for each commodity; annual procurement costs should be reduced by 3% year-on-year; monthly procurement plan completion rate, etc. 5. Integrity management of procurement personnel: Establish an internal control and supervision mechanism. Procurement auditing is a form, but it is an after-the-fact control. A mechanism for prevention beforehand and control during the process should be established so that procurement personnel have no chance of corruption, such as a) bidding system; b) price review; c) division of labor and effective supervision, with different personnel responsible for supplier development and price negotiation. , order execution and other work; d) Regular job rotation to prevent one person from staying in one position for too long and causing corruption. 6. Encourage morale: Procurement work is actually not easy to do. We have to constantly deal with the production department’s urging, suppliers’ demands for accounts, and the handling of procurement quality problems. We should provide more incentives and use the method of “do not trust those who employ them, and do not use those who doubt”. Management allows purchasing personnel to consciously do their jobs well, with more rewards and fewer penalties. 7. The evaluation of purchasing personnel can be carried out from three aspects: work performance, work ability and work attitude. a) Work performance evaluation: completion of goals/plans, procurement timeliness, procurement cost reduction rate, number of procurement errors, number of suppliers, etc. b) Ability/quality: such as information collection and processing capabilities, inquiry capabilities, negotiation capabilities, cost awareness , quality awareness, integrity and self-discipline c) work attitude: such as responsibility, initiative, etc.