First, the basic principles of performance management
Performance management includes the following processes: performance planning, performance evaluation, performance coaching and communication, application of performance results and promotion of performance objectives. In the whole process, enterprise managers and employees participate in the implementation together, and finally achieve the goal of improving the overall efficiency of individuals, departments and enterprises. Performance management needs to follow the following principles. First of all, it is necessary to clarify the strategic objectives of the enterprise. The strategic goal of an enterprise is the basis of performance management, which can ensure that all departments of the enterprise establish a sense of * * *. Secondly, we should follow the principle of balance and objectivity, and the performance appraisal of enterprises should not only take into account all departments, but also refine all positions. Finally, it needs to be linked with material rewards, spiritual rewards and job promotion. Only in this way can we really improve the enthusiasm of employees and bring tangible benefits to enterprises.
Second, the role of performance management in human resources
1. Basis for selecting talents. Performance appraisal is an important management system to judge employees' moral quality, work ability and advantages and disadvantages, so it is an important basis for enterprises to select talents.
2. Effective means to motivate talents. Rewarding and punishing employees is the main content of enterprise performance management. Because there are tangible material and spiritual rewards, performance management is an effective means to motivate talents.
3. The basis of personnel deployment. Performance management can not only distinguish employees' working attitude and enthusiasm, but also distinguish employees' competence in their positions, so as to explore the advantages of each employee, so it is also the basis for deploying personnel.
Third, the problems in performance management
1. Performance management is a mere formality. Many enterprises make performance management a mere formality, which only shows that they have such a management system and have not implemented it effectively. They just send some written forms to the leaders of various departments at the end of the month, the end of the season and the end of the year. These leaders will evaluate the performance of employees and make a brief evaluation. This does not recognize the inherent meaning of performance management assessment.
2. Too much emphasis on "performance". The "performance" here refers to the direct economic benefits brought to the enterprise, and does not comprehensively consider the market situation of the employee's department. Some employees bring convenience to their work because of the advantages of the department, and some employees are very dedicated, but the "benefits" brought are limited. If the performance appraisal of these employees is lowered because of this, the morale of employees will be hit.
3. Subjective and casual. As evaluators of performance management assessment, mainly department leaders, often only see a certain performance or a certain performance of employees, so as to evaluate the overall performance of employees. This is one-sided and subjective, which affects the credibility of performance appraisal.
Fourth, the improvement measures for the above problems
1. Establish a good performance management appraisal system. The perfection of human resource management mechanism is the premise of effective implementation of enterprise performance management system. Enterprises should establish a human resource management system that is compatible with performance management, so that performance management and the development of human resource management, salary management and personnel reform are interrelated and mutually promoted.
2. Improve employees' understanding of performance management. Enterprises should make full use of the advantages of ideological and political work and propaganda resources, do a good job in changing the concept of employee performance management, and at the same time implement the strategic objectives, key points, difficult tasks and annual performance indicators of enterprises to all departments, which will then distribute them to all employees. Actively link performance management with employees' salary, benefits and job promotion, and improve the combat effectiveness of enterprise employees.
3. Improve the performance management system. The purpose of performance management system is to objectively discover and evaluate the advantages and disadvantages of each employee's work, and then realize the strategic goal of fostering strengths and avoiding weaknesses and improving performance, and finally realize the harmonious development of employees and enterprises. Therefore, a unified performance management system must be established. First of all, we should sort out all aspects of performance management and lay a solid foundation for our work. Secondly, clarify the position and role of human resources department in performance management, listen to employees' opinions and suggestions extensively, further strengthen and improve the existing management system, and realize the combination of performance assessment and quality assessment, qualitative assessment and quantitative assessment, and key assessment and general assessment.
4. Reasonable and scientific use of performance appraisal results. The results of performance appraisal should be combined with the development and use of talent ability through computer information means. Establish employee performance management files to actively reflect the importance of performance appraisal results in performance salary distribution, excellent talent selection, evaluation first, professional and technical title evaluation, post change, work change and so on. How to use the results of performance appraisal reasonably and scientifically is an important work in human resource management. First of all, the performance appraisal results are used to guide the improvement of employees' work skills and performance. By discovering the problems and defects of employees' work skills in completing the work, we can make targeted training plans, so as to improve the comprehensive ability of employees. Secondly, performance appraisal focuses on employees' performance, attitude and working ability, which can objectively and fairly reflect each employee's contribution to the enterprise, and can be used as the basis for linking employee performance results with performance pay and making reasonable distribution.
Performance management is the core of human resource management in enterprises, and it is the basis for enterprises to maintain considerable competitiveness and achieve harmonious development between enterprises and employees. Therefore, human resource managers should fully realize the importance of performance management, actively establish and improve the enterprise performance management system, rationally formulate performance appraisal methods, scientifically apply the achievements of performance management, and maximize the utilization rate of human resources.
Strategies for improving employees' satisfaction in enterprises
For an organization, performance is the completion of tasks in quantity, quality and efficiency; For employees, it is the evaluation of their work by superiors and colleagues. The performance depends on every worker, whether it is an ordinary worker or a leader. Psychological contract belongs to the category of psychology. A large number of practices have proved that it is impossible to fundamentally improve performance by only using economic methods and administrative means without considering the psychological point of view, so people gradually realize the importance of psychological contract. Psychological contract has become a means and method to improve enterprise performance.
An analysis of the influencing factors of psychological contract
Through the analysis of the formation of psychological contract, it is not difficult to see that the influencing factors of psychological contract are mainly the psychology of leaders and the satisfaction of employees.
1, the leader's psychology. Leaders are individuals with legal status and influence, who can promote the realization of the goals of enterprises and enterprise members, have certain powers, bear certain responsibilities and should fulfill certain obligations. As a trained person, a leader should understand people's psychological characteristics. It is difficult for a person who has not studied psychological principles to become a good leader, because if he does not understand people's emotions, thoughts, emotions and wishes, does not respect others, and is not good at establishing relationships with others at work, it is difficult to stand in the crowd. Obviously, when selecting a leader, it is very important to pay attention to his ability to establish mutual relations with subordinates, which is also the cognitive process of the leader to the selected person. Leadership cognition is a conscious and purposeful psychological activity and a psychological process driven and dominated by motivation. The correctness and strength of motivation determine the power of cognition, and motivation and the strength of motivation change in direct proportion to the depth of cognition. Job performance is the psychological direction of leadership cognition, which ensures the correctness of leadership cognitive direction and method. Therefore, the stimulation of cognitive motivation is the primary problem of leadership cognition.
2. Employee satisfaction. Emotional reaction plays a very important role in all aspects of motivation and behavior. A person's mood directly affects the quality of work, and then affects work performance. In the demand theory, the satisfaction of demand will have an impact on behavior; In the theory of fairness, the inconsistency between expectation and reality will cause dissatisfaction; In the theory of means, satisfaction can increase the efficiency of incentives, while dissatisfaction will reduce the efficiency of incentives; In the theory of self-efficacy, the individual's satisfaction comes from the result of comparing his behavior with some standard. It can be seen that satisfaction represents an emotional variable, and as a point on the "happy-unhappy" continuum, it plays a role in the development of work behavior.
Taylor's scientific management theory has greatly influenced the industrial society. His view of employees is simple, thinking that employees work only for money. I believe that reducing labor intensity and raising wages can improve employee satisfaction. Today, in the era of knowledge economy, in addition to salary, there are the following factors that affect employee satisfaction:
First, the work itself. There are two most important aspects that affect job satisfaction at work: first, the diversification of work. Like salary, the content of the job itself plays an important role in determining employees' job satisfaction. Many people prefer challenging jobs to repeating simple and boring jobs day after day. The second is the autonomy of working methods and work. For example, some unit leaders monopolize everything, which fetters their subordinates' hands and feet, making them lose their enthusiasm and initiative in their work and produce dissatisfaction.
Second, learn to improve.
Opportunities for further study and promotion at work have a certain impact on employee satisfaction. The unit has given the opportunity for further study, which shows that the past work has been appreciated by the leaders and there is potential for development and promotion in the future. Promotion to a senior position will undoubtedly bring about positive changes in management power, work content and remuneration. Senior positions in organizations usually provide employees with greater freedom, more challenging tasks and higher pay. If the superior leader or personnel department can't fully understand each employee and mistakenly appoint people with poor ability, then the employees with strong ability will have strong dissatisfaction.
Third, the working group. Friendly and cooperative colleagues are the general factors that affect employees' job satisfaction. Although it is a general factor, when employees are in an environment with complex relationships and prominent contradictions, their job satisfaction will be very poor.
Fourth, working conditions. Working conditions also affect job satisfaction in general. Such as workplace temperature, humidity, ventilation, light and noise, work arrangement and cleanliness, as well as appropriate tools and equipment, will affect job satisfaction.
Fifth, corporate culture. Advanced corporate culture has a strong attraction and cohesion for enterprise members, forming a positive, enterprising, trusting and cooperative corporate atmosphere, so that various elements in the enterprise can be combined more effectively, give full play to its effectiveness and realize the goals of the enterprise.
Countermeasures to improve the effectiveness of psychological contract
Any organization is composed of leaders, employees and organizational systems. If the organization is compared to an adult's body, leaders are like brains, and employees are like hands and feet, which are indispensable. Every leader wants employees to work hard and meet their expectations; Every employee wants the leader to be Bole, to meet his psychological needs and to show his value. This is the psychological contract. When both sides are satisfied, work performance will naturally reach the highest level. Implementing effective leadership can meet employees' expectations, improve employees' satisfaction, and then promote the realization of leadership goals.
3. Implement effective leadership. Enterprise leaders themselves should have certain qualities, and leaders must have keen insight and fair mind, so as to establish a correct psychological contract and ensure the accuracy of their cognition. This needs to examine leaders from the following two aspects:
The first is the quality of leaders. Behaviorists and psychologists try to determine the quality of leaders by analyzing their success or failure, but real life tells us that the personal quality of leaders is only a partial factor, not a decisive factor, but an essential factor. Leaders should have certain professional knowledge and communication skills, self-confidence, correct thinking, strong independence, broad vision, self-knowledge and self-control.
The second is the understanding of leaders. The effective behavior of a leader should change with the characteristics of the leader and the change of the environment, and it cannot be static. Because any leader, always in certain environmental conditions, through the interaction with the leader to achieve specific goals.
1, focusing on improving the job satisfaction of employees. Employees have certain goals (needs) when working in enterprises. For example, get the corresponding remuneration, have a challenging and often new job, be appreciated and given opportunities for further study and development, be able to participate in decision-making at work, and hope to have a harmonious working atmosphere and an elegant and comfortable working environment. The satisfaction of demand determines the level of employees' job satisfaction, and then directly affects the enthusiasm and initiative of work.
2. Understand employees' job satisfaction. To understand the employee's job satisfaction, we can take the following two forms:
(1) dialogue mode. It can be divided into two types: the conversation between superior leaders and employees and the conversation between personnel managers and employees. Although this form has the characteristics of direct, flexible and beneficial communication, it often leads to the phenomenon that employees are unwilling to disclose their true feelings. At the same time, the conversation is inefficient, time-consuming, subjective and poor in statistical data.
(2) Questionnaire survey. The early Minnesota Satisfaction Questionnaire provided the original satisfaction questionnaire for modern questionnaire survey, including creativity, independence, interpersonal relationship, technical ability, working conditions and so on. According to the research summary of management scientists, the modern satisfaction questionnaire only includes the following 14 aspects: reward system, information communication, further study opportunities, promotion opportunities, work interests, work initiative, organizational efficiency, organizational goals, organizational structure, caring for employees, employee participation in management, cooperative relationship, interpersonal environment and working conditions. Each aspect of these contents can be composed of several questions. According to the specific situation, the focus of each aspect can be different, so that the overall satisfaction of employees can be calculated.
3. Strengthen employee management according to job satisfaction factors. After finding out employee satisfaction, we should adjust policies, improve methods and improve the environment in time, and carry out work in the following four aspects in a targeted manner.
First, employees' expectations of their work should be at a reasonable level. Psychologists point out that a considerable part of dissatisfaction comes from irrational understanding. One tendency of people is to overestimate their own abilities, achievements and difficulties and underestimate others. Therefore, when employees complain about salary, the solution is not to be responsive, but to publish a report on the salary and welfare level of the same industry and make a comprehensive comparison to prove the rationality of the company's salary system; Or strengthen the communication between departments and employees, emphasizing that the company's profits depend on the Qi Xin cooperation of all employees; Or guide employees through training and publicity, from simply paying attention to material income to taking into account the improvement of professional quality and the realization of ideal values.
Second, the efforts and rewards of employees should match. The system of equal pay for equal work is the distribution standard in the new era. In the past, employees' enthusiasm for work was weakened because their efforts far exceeded their income. Only when the effort matches the reward can the potential of employees be fully tapped.
Third, we should create a good working environment. Working in a comfortable environment will make people feel comfortable and improve work efficiency.
Fourth, further revise and improve various systems. Many employees' complaints are not groundless. In view of the problems exposed in the employee satisfaction survey, the enterprise management should make corresponding improvements and improve the system.