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Jingdong book

绩效改进

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Jingdong book

绩效改进

Name: 绩效改进
Brand: Jingdong book
SKU: 3101008261
Price: 41.82 USD
Availability: OutOfStock

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Content Description

《绩效改进》从培训到绩效改进。是当前组织发展的一个重要趋势。《绩效改进》阐述了培训和绩效改进的关系，推演了从培训到绩效改进的逻辑过程。《绩效改进》具体内容包括：绩效改进的基本原理与过程模型。绩效分析的基本过程、方法与工具，干预措施选择与干预方案的实施与评价的原则、过程、方法及工具等。
《绩效改进》适合于组织学习及人力资源领域研究者、高层管理者、该领域的从业人员及培训机构从业人员阅读，可以作为高等院校相关专业的教材，还可作为政府、企业及学校网络学习部门的参考用书。

Catalogue

前言
导语从培训到绩效改进
第1部分绩效改进概述
第1章绩效改进的基本原理
1.1 绩效改进的基本概念
1.2 绩效改进的基本原则
1.3 绩效改进的基本流程
1.4 绩效改进的模型

第2章绩效改进的实践案例
2.1 企业大学的“量身定制”
2.2 生产车间的故事
2.3 销售人员的难题
第2部分绩效分析

第3章绩效分析概述
3.1 绩效分析的目的与任务
3.2 绩效分析的过程与模型

第4章需求评估
4.1 需求评估的任务与原则
4.2 确定绩效目标
4.3 调查绩效现状
4.4 得出绩效差距并选择改进重点

第5章原因分析
5.1 原因及其主要类型
5.2 原因分析的模型
5.3 原因分析的工具

第6章绩效分析报告
6.1 报告撰写
6.2 报告样例

第3部分干预方案的设计与开发
第7章干预方案概述
7.1 干预方案的基本内容
7.2 干预方案的重要性
7.3 形成干预方案的一般流程

第8章干预措施及其选择
8.1 干预措施的类型及代表性干预措施
8.2 综合型干预措施——企业教练
8.3 干预措施的选择与分析工具

第9章干预方案设计与开发
9.1 干预方案的设计
9.2 干预方案的开发
9.3 干预方案设计与开发工作报告模板

第4部分干预方案的实施——变革管理
第10章变革管理的意义与实施变革的影响因素
10.1 变革管理的意义
10.2 变革实施的影响因素
第11章变革管理的过程
11.1 前期准备
11.2 变革实施
11.3 评估效果

第12章变革管理的方法与策略
12.1 变革管理的方法
12.2 变革管理的策略

第5部分绩效改进评价
第13章绩效改进评价概述
13.1 评价目标与时机
13.2 评价的管理与推广功能
13.3 评价对象
13.4 评价主体

第14章绩效改进评价的过程
14.1 早期阶段：确定可评价性
14.2 中期阶段：设计与实施
14.3 结论阶段：分析与报告
14.4 后续阶段：学习与制度化
14.5 评价失误的可能原因

第15章可用于评价绩效改进的方法
15.1 员工绩效评价的方法
15.2 柯氏四级评价法
15.3 360度反馈评价法
15.4 平衡计分卡
15.5 评价项目的方法
15.6 常见误区

第16章 CT＆T公司的绩效改进评价案例
16.1 评价目标及其需要解决的关键问题
16.2 构建员工能力模型及追踪体系
16.3 构建员工绩效测评与追踪体系
16.4 将员工绩效与能力指标进行有效互联
16.5 案例反思
结语绩效改进从业人员的胜任力
术语表(中文排序)
参考文献

Book Abstract

经历了将近四周的调查工作，绩效咨询小组发现：资深销售人员认为销售业绩的瓶颈与市场有着很大关系，而不在于是否改变销售方案，他们不认为自己目前的做法需要改进，也不喜欢自己的能力受到质疑；刚进入公司资历较浅的销售人员非常努力，很想按照新方案把工作做好，但是由于对行业、对工作的不熟悉，在具体实施方案时还是遇到了很多困难；可当他们把困难向别人咨询时，资深员工忙着自己的销售任务而不愿提供帮助或分享经验；而经理们则忙着解决市场和销售的难题。此外，新方案中的电子数据库系统，前期开发没有充分调研用户需求，使用起来不够便捷，仅仅是信息从“纸”到“电”的搬家，并没有起到提高效率的作用，反而比原来增加了工作负担。最后，销售人员普遍反映：新方案实施的合作监督机制并不完善，在需要其他部门支持时，很多情况都得不到所需的帮助；而另一方面，新方案的其他合作部门则大多都认为，此项措施对销售部的业绩提高作用最大。尽管自己付出了努力，可最后的利益获得方还是销售部门，本部门并无太大的益处，况且自己还有本部门的多项事务需要处理，因此，并不积极为销售部门提供帮助。
对以上原因按照对实施新方案影响程度高低进行排序，绩效改进人员们发现：首先是销售部门人员的参与问题：资深员工参与不积极，新员工不能很好地参与，经理们则没有提供及时的反馈；其次是其他部门人员的参与问题，这与公司的激励有关，正是由于缺乏有关的激励机制，无法调动其他部门成员参与实施新方案的积极性；最后是新方案中的电子数据库系统设计不够良好，没能为员工提供好的支持，无益于工作效率的提高。
将绩效分析结果秘密提交给K公司总裁助理后，第二天，总裁就召开了一次包括绩效咨询团队所有人员以及公司高管参与的会议。在会议上，公司的管理阶层对绩效分析工作和结果给出了极大的认可，组成了改进工作团队，并对后续的问题解决做出了工作部署。三天后，改进工作团队制定了改进方案并获得了总裁认可。第四天，改进方案投入实施。
首先，副总裁邀请绩效咨询团队的代表以及销售部门各个经理和全体员工召开了销售人员的新方案实施会议，在会议上，向销售人员出示了行业增长数据以及竞争对手的发展数据，以改变他们对于市场的认知；之后说明不实施新的销售方案对于公司、部门和个人的不良后果，并描述实施后对组织的价值和意义，以激发他们将新方案积极付诸行动。针对资深人员，公司制定了有挑战性的业绩指标与较为丰厚的奖金，以激发他们完成任务，提升业绩；针对新手，公司一方面要求资深员工与新手结成小组，以师傅带徒弟的方式帮助新手适应销售方案的操作，并对业务完成较好的徒弟的师傅给予奖励，以激发资深员工带动和帮助新员工；针对销售部的经理们，改进方案要求他们向有困难的新手或小组提供帮助，并就自己员工的销售情况给予及时反馈。

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Jingdong book

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