(A) Map scale evaluation method
Also known as graphic evaluation method, it is one of the simplest and most widely used job performance evaluation techniques. It lists some performance components (quality, quantity or personal characteristics) expected by the organization. ), but also lists a wide range of work performance registration (from "unsatisfactory" to "excellent"). When evaluating work performance, first of all, find out the score that best conforms to the performance of each subordinate employee from each evaluation factor. Then add up all the scores obtained by each employee to get their final job performance evaluation results. Of course, many organizations don't just stay on the general job performance factors, they also further decompose these job responsibilities as evaluation criteria to form a more detailed and targeted job performance evaluation table.
There are many variations of this evaluation method. For example, by refining the indicator items, it can be used to evaluate the performance of people in specific positions. The dimension of indicators comes from the job description of the position where the tested object is located, and the key functional areas that are most closely related to the position are selected, and then the key performance indicators are summarized and analyzed, and then the importance degree, that is, the weight, is indicated for each indicator item.
Advantages: more convenient to use; Can provide a quantitative performance evaluation result for each employee.
Disadvantages: can not effectively guide behavior, can only give the results of evaluation, can not provide a solution to the problem; Can't provide a good mechanism to provide concrete and non-threatening feedback; This method is not accurate. Because there is no clear scoring standard for the scores on the evaluation scale, it is very likely that the evaluation is inaccurate and often subjective.
(2) Direct sorting method
It is a commonly used ranking assessment method. That is, select the best or worst performers in the group, list all the candidates who participate in the evaluation, and evaluate an evaluation element, which can be the overall performance, a specific job or a certain aspect of the performance. First, find out that the best employees in this factor rank first, then find out that the employees with poor performance rank last, then find out the second best and second worst, and so on.
Advantages: it is easy to identify employees with good performance and poor performance; If we evaluate according to the factor breakdown, we can clearly see the shortcomings of an employee in a certain aspect, which is conducive to performance interview and improvement.
Disadvantages: if the number of people to be evaluated is large, when it exceeds 20, this sorting work is more complicated; Strict ranking definition will leave a bad impression on employees. The best and the worst are easy to determine, but the middle ranking is vague and difficult to determine.
(3) Paired comparison method
For a certain performance evaluation factor, compare each employee with other employees, judge who is "better", record the number of times each employee is considered "better" when compared with any other employee, and rank employees according to the number. Similar to the direct ranking method, this is a more detailed method to evaluate the performance level through ranking. Its characteristic is that each assessment element should be compared and ranked in pairs between people, so that under each assessment element, everyone is compared with everyone else, and all the people who are assessed are fully ranked under each element. It is also a relatively qualitative evaluation method.
Advantages: because the ranking is obtained by pairwise comparison, the evaluation is more reliable and effective.
Disadvantages: Similar to the direct sorting method, it is only suitable for a small number of people, and the operation is more troublesome.
(4) Forced distribution method
It is to set the distribution ratio of performance level before assessment, and then arrange the assessment results of employees into the distribution structure. According to the relative merits of each person's performance, it is included in a certain level. Basic steps of evaluation method:
The first step is to determine the bonus distribution points of grades A, B, C and D, and the difference between grades should have sufficient incentive effect.
Second, every employee in each department scores all other employees except himself according to the performance appraisal standard.
The third step is to symmetrically remove several highest scores and lowest scores, and find out the average score of each employee.
The fourth step is to add up the average scores of all employees in the department, and then divide them by the number of employees in the department to calculate the average scores of all employees in the department.
Step five, divide the average score of each employee by the average score of the department, and you can get a standardized evaluation score. Employees with a standard score of (or close to) should get a moderate evaluation, employees with a standard score significantly greater than 1 should get a good or even excellent evaluation, and employees with a standard score significantly lower than 1 should get a pass or even fail evaluation. In order to strengthen the authority of managers, some enterprises can take the weighted average of the evaluation results of employee groups and managers as the final evaluation results of employees. However, it should be noted that the weight of managers should not be too large. The numerical boundary between different appraisal grades can be determined by managers according to the dispersion degree of previous employee performance appraisal results. This method of calculating the standard score can reasonably determine the distribution form of the performance appraisal results of the assessed employees.
Step 6: Calculate the total bonus points of the department according to the bonus distribution points corresponding to each employee's assessment grade, and then calculate the amount corresponding to each bonus point in combination with the total bonus that can be distributed to get the bonus amount that each employee should get. Among them, the total bonus distribution of each department is determined according to the mutual evaluation results of the main managers of each department.
In order to encourage each employee to evaluate his colleagues objectively and accurately, the employees whose evaluation order is closest to the final result should be rewarded by upgrading the evaluation level. In addition, employees' assessment results should not be made public during the current assessment period, and bonuses should also be distributed in secret to ensure employees' mood. However, the evaluation results of various departments should be made public to promote healthy competition among departments. The compulsory distribution method is suitable for the situation that there are many candidates, and it is relatively simple to operate. Following the normal distribution law can reduce the error caused by the subjectivity of the evaluator to a certain extent. In addition, this method is also conducive to management control, especially in enterprises that introduce the employee elimination mechanism, which has the role of mandatory encouragement and spur.
Advantages:
1, the grades are clearly divided, and different grades have different meanings and significant differences; Moreover, only the proportion of each level needs to be determined, and the result can be obtained through simple calculation.
2, the "forced distribution method" is often associated with employee rewards and punishments. Rewards for "excellent" performance and heavy penalties for "poor" performance, while using strong positive and negative incentives, give people a strong stimulus.
3. Compulsory distinction. Because it is necessary to distinguish grades among employees in proportion, it will effectively avoid one-sided phenomena such as being too strict or too loose in the assessment.
Disadvantages:
1. If the performance level of employees does not actually follow the set distribution model, it is easy to cause employees' dissatisfaction by making a hard distinction according to the appraisers' ideas.
2. Employees can only be divided into a limited number of categories, so it is difficult to compare employee differences in detail and provide accurate and reliable information when diagnosing work problems.
(5) Critical Event Method
It is a method to evaluate the performance level of employees through their key behaviors and behavior results. Under normal circumstances, the supervisor will record the excellent behavior events or very bad behavior events of his subordinates at work, and then interview the employees at the evaluation time (quarterly or semi-annually) to evaluate the performance level of the employees according to the records and discussions. Its main principle is to identify employees' work-related behaviors and select the most important and critical parts to evaluate the results.
Advantages:
1, the research focuses on work behavior, because behavior is observable and measurable.
2. Through this job analysis, the possible benefits and impacts of any behavior can be determined.
It provides some exact facts for you to explain the performance results to your subordinates.
4. It can also ensure that when you assess the performance of your subordinates, it is based on the performance of employees throughout the year rather than the performance of the recent period.
5. Dynamic recording of key events can also give you a concrete example of how subordinates can eliminate bad performance.
Disadvantages:
1, it takes a lot of time to collect those key events and summarize and classify them.
2. Critical events are defined as events that are significantly effective or ineffective for job performance, but this ignores the average performance level. For the job, the most important thing is to describe the "average" job performance. Using critical incident method, it is difficult to involve employees with medium performance, so it is impossible to complete a comprehensive job analysis.
3. Not all managers have the same definition of what is a key event.
4. It may make employees pay too much attention to what the boss wrote.
(VI) Evaluation method of behavior anchoring level
It is a method to evaluate the performance level of the assessed by observing and evaluating their work behavior. Behavior anchor rating method is an evaluation method that measures various typical behaviors that may occur in the same job, establishes an anchor rating table, and evaluates employees' actual behaviors at work on this basis.
Behavior anchor rating method is essentially a combination of key event method and rating scale method, which has both advantages. Behavior anchoring grade evaluation method is the further development and application of critical event method. It effectively combines key events with rating. Through a behavior grade evaluation table, we can find that there are a series of behaviors in the same performance dimension, and each behavior represents a specific performance level in this dimension. Quantifying the performance level according to grades can make the evaluation results more effective and fair. Behavior anchoring rating evaluation method usually needs the following five steps.
(1) Conduct post analysis to obtain key events, so as to describe some key events representing excellent performance and poor performance.
(2) Establish evaluation levels. Generally, it is divided into 5-9 grades, and key events are combined into several performance indicators, and the exact definition is given.
(3) Redistribution of key events. Another group of managers redistributes key events, classifies them into the most suitable performance factors and indicators, determines the final position of key events and determines the performance evaluation index system.
(4) Evaluate key events. Check the correctness of the registration and division of performance evaluation indicators, and the second group will arrange the important events contained in performance indicators from excellent to poor and from high to low.
(5) Establish the final performance evaluation system.
Advantages: it can provide employees with the expected level of the company and feedback on employee performance, with good consistency and high reliability; Performance appraisal standards are relatively clear.
Disadvantages: the design of anchoring standard is complicated; Moreover, when evaluating some complex jobs, especially those with unclear relationship between work behavior and effect, managers often pay more attention to the evaluation of the results, rather than based on anchoring events.
(7) Management by objectives:
Management by objectives is a widely used method in modern times. Managers usually emphasize profit, sales volume and cost, which can bring results.
Under the management by objectives method, each employee is determined to have a number of specific indicators, which are the key targets for the successful development of his work, and their completion can be used as the basis for evaluating employees.
(eight) written narrative method:
A qualitative evaluation method in which the evaluator writes down the employee's work performance, actual performance, advantages and disadvantages, development potential, etc. In a standardized format, including what obvious achievements have been made in the previous work, shortcomings and defects in the work, and then put forward suggestions for improvement.
Advantages: simple and fast, suitable for institutions with small number of people and low management requirements.
Disadvantages: the effectiveness of its evaluation depends not only on the actual performance level of employees, but also on the views of supervisors and the writing skills of evaluators.
(9) 360-degree evaluation method
"360-degree assessment method", also known as "all-round assessment method", was first put forward and put into practice by Intel Corporation. The traditional performance evaluation is mainly evaluated by the superior of the assessed; 360-degree feedback evaluation is anonymously evaluated by people close to the evaluated, including superiors, colleagues, subordinates and customers. If employees want to know how others evaluate themselves and whether their feelings are consistent with others' evaluations, they can mainly ask for a 360-degree evaluation. Of course, this kind of assessment is not necessary for every employee, but generally for employees and key employees who work long hours. The 360-degree assessment method is divided into four groups: superior, peer, subordinate and customer service, and at least 6 people are selected in each group. Then, the company uses an external consulting company to conduct analysis and submit a report to the assessed.
Advantages:
(1) breaks the traditional examination system of superior to subordinate, and can avoid the phenomena of "halo effect", "intermediate trend", "tightness", "personal prejudice" and "blind spot" which are easy to appear in traditional examination.
(2) It is difficult for an employee to influence more than one person, and the information obtained by the management is more accurate.
(3) It can reflect different examiners' different views on the same examinee.
(4) to prevent the behavior of the assessed for quick success and instant benefit (for example, only work hard on performance indicators closely related to salary).
(5) More comprehensive feedback information helps to improve the various abilities of the assessed. 360-degree assessment is actually a way for employees to participate in management. To a certain extent, increasing their autonomy and control over their work will make employees more motivated, more loyal to the organization and improve job satisfaction.
Disadvantages:
(1) The evaluation cost is high. It takes a lot of time when a person has to assess multiple peers, and the cost increase brought by multiple people participating in the assessment may exceed the value brought by the assessment.
(2) Become a way for some employees to vent their personal anger. Some employees do not face up to the criticisms and suggestions of superiors and colleagues, turn work problems into personal emotions, and use the opportunity of assessment to "express personal grievances".
(3) The assessment and training are difficult. The organization should train all employees in the assessment system, because all employees are both examiners and examinees.
(10) negative performance appraisal method
The negative performance evaluation method was founded by Cao, a tutor of cultural diagnostics. This method combines management by objectives with corporate culture, and holds that performance appraisal is not the ultimate goal, but a management tool. Performance appraisal is not only for the results, but also for the process. Negative performance appraisal mainly combines target management with positive and negative performance appraisal mechanisms while comprehensively applying traditional methods. When employees complete their goals and tasks, they can adopt a general performance appraisal mechanism, even if formalism and inaccuracy appear in the performance appraisal process, they can relax appropriately. Because when employees complete their goals and tasks, it means that they have achieved enough performance, and there is no point in strict assessment. Only when employees fail to complete their goals and tasks, or when the strategic objectives of the whole enterprise are not realized, then employees and enterprises need to conduct self-diagnosis and performance analysis, and focus on negative performance appraisal. Improve the overall level of management system through negative performance appraisal. The basic rule of negative performance appraisal is that the ratio of unfinished target quantity to completed target quantity must be equal to the ratio of negative performance to positive performance.
The basic operation process is as follows:
1. Employees first make work plans according to their own conditions and submit them to department heads in writing.
2. The department head puts forward suggestions to modify the employee's work plan according to the requirements of departmental goal decomposition.
3. Evaluate the completion of the plan at the end of the month (the work stage can also be designed according to the specific situation). That is, performance appraisal in the usual sense.
4. For employees who have not completed the plan, the department head or the human resources department will conduct negative performance appraisal according to the specific situation, so as to encourage employees to reflect on themselves and improve themselves.
5. Guide employees to do cultural reflection on the rationality of objectives, the feasibility of methods and the effectiveness of organizations (cultural diagnosis will provide a set of analytical methods). Through subtle influence, the cultural and psychological mechanism of employees' self-reflection, self-motivation, self-transcendence and self-restraint is formed, and the corporate culture atmosphere of the company is gradually formed. In the process of long-term mechanism and deepening, the goal decomposition and positive and negative performance appraisal are refined to everyone, every day and everything, so that performance self-management and corporate culture can be reflected in the behavior and thinking mode of employees.