Keywords: performance performance management performance management system literature review
1 on the origin of performance management thought
At the beginning, performance management was mainly embodied in performance evaluation. Performance evaluation has a long history, which can be traced back to the HIf period of the Three Emperors and Five Emperors. The Book of History, Qi Dian, has the title "Being at the foot of the mountain, being fascinated by storms", which means that Qi conducted a performance evaluation before ceding the throne to Yu. However, with the development of economy and management level, more and more managers and researchers are aware of the limitations and shortcomings of performance evaluation. Performance management is gradually formed and developed on the basis of improving and developing the traditional performance evaluation. Levinson( 1976) once pointed out that most of the performance evaluation systems in use have.
There are many shortcomings, which have been widely recognized. 5pangengerg( 1992) thinks that the traditional performance evaluation is a relatively independent system, which is usually separated from other background factors in the organization, such as organizational goals and strategies, organizational culture, commitment and support of managers, etc. These background factors play a very important role in the successful implementation of performance evaluation. It is precisely because the traditional performance evaluation plays a very limited role in improving employees' satisfaction and performance, and it has little effect on completing organizational goals, which leads to the development of performance management system. Pamenter(2000) pointed out that the purpose of traditional performance evaluation should be shifted to the improvement of employees. There are serious shortcomings in the traditional performance evaluation: due to the subjectivity of the evaluation, the evaluation has not been well implemented; Many managers' evaluation of employees is inconsistent on the surface and privately. On the surface, the evaluation score may be high, but in private, they want to dismiss them from paying attention to the process and form of evaluation, ignoring the value of evaluation and having little effect on organizations and employees. Fandray(2 130 1) points out that performance management system should be used instead of annual performance evaluation. The abolition of evaluation is only the beginning of performance management. Nickots( 199 1) believes that performance evaluation to performance management depends on the following four principles: goals must be set and agreed by both managers and employees 1 2; The scale to measure whether employees successfully achieve their goals must be clearly stated; The goal itself should be flexible and reflect the changes in the economy and workplace environment; Employees should regard managers not only as evaluators, but also as mentors to help them succeed. Jenkins thinks that the change from performance evaluation to performance management should be the change of the overall culture of the organization, including guidance, feedback, salary and promotion decisions and legal elaboration. This actually includes most of the contents of the current performance management system. To sum up, performance evaluation is an important part of performance management, but performance management is by no means equal to performance evaluation.
2 On the meaning of performance management
2.1the meaning of performance
Bates and Holton( 1995) pointed out: "Performance is a multidimensional construction. Different angles of observation and measurement will lead to different results". From the perspective of management, performance is the result of organizational expectation, and it is the effective output of the organization at different levels to achieve its goals. It includes two aspects: personal performance and organizational performance. From the perspective of economics, performance and salary are the reciprocal commitment between employees and organizations, performance is the commitment of employees to organizations, and salary is the commitment of organizations to employees. From a sociological point of view, performance means that every member of society assumes his share of responsibility according to the role determined by the social division of labor. His sacred power is guaranteed by the performance of others, and his performance guarantees the survival rights of others. There are two levels of performance: organizational performance and individual performance. The definition of performance a few days ago mainly has the following viewpoints.
First, regard performance as a result. Bemardin( 1995) and others believe that "performance should be defined as the result of work, which is most closely related to the strategic objectives, customer satisfaction and investment of the organization". Kane( 1996) pointed out that performance is "something left by one person, which exists independently for more than an acre". From the above, we can see that performance is the result, which is the result of work and a record of one's work achievements. Second, regard performance as an individual's behavior. Murphy( 1990) defines performance as "performance is a set of behaviors related to the goals of the organization or unit in which a person works". Campbell( 1990) put forward that "performance foot behavior should be related to the result area."
Separate, because the results will be affected by system factors. " Performance is the behavior related to organizational goals that employees can control themselves. And think that only the behavior related to the goal can be regarded as performance. The organizational citizenship behavior proposed by Bateman (1983) holds that organizational citizenship behavior is a favorable angle for organization.
Out-of-color behaviors and gestures are not emphasized by formal roles, nor are they derived from labor remuneration contracts, but are a series of informal cooperative behaviors that can effectively improve organizational performance as a whole, such as helping colleagues, protecting organizations and making constructive suggestions. Third, regard performance as a competency feature or competence. The view that performance is regarded as a competency is in line with the performance standard of "looking forward" put forward by some enterprises and managers. That is to say, by measuring the individual's competence, the individual's performance is explained. Because employees with these competencies have a greater possibility of success. Today, organizations are paying more and more attention to "sustainable development", and the inspection of employees' competence is increasingly valued. To sum up, organizations in different industries have different views on performance, including results, behaviors and competency characteristics. How to determine it depends on the specific situation of the organization. In fact, most organizations in China often use "morality, ability, diligence and performance" to measure the performance of employees. Analysis, we can find that these four aspects are actually the synthesis of results, behavior and competence. In this evaluation standard, "diligence" embodies behavior; "Performance" reflects the result; "ability" embodies competence, that is, personal characteristics; "Virtue" embodies both behavior and personal characteristics.
2.2 the meaning of performance management thought
British scholars Rogers (kloc-0/990) and Bredrupl995 believe that performance management is the process of managing organizational performance. This view combines many management ideas, concepts and practices that appeared in the 1980s and 1990s. Its core lies in that performance management is implemented by determining organizational strategy, organizational structure, technical career systems and procedures, and mainly considers goal setting, performance improvement and examination from the organizational point of view. It looks more like a strategy or career plan, and individual employees will be affected in this process, but it is not what performance management should consider.
The main target.
3 Performance management system
Performance management is a complete system. Performance management system should be related to the organization's strategy and objectives, which is helpful to the realization of the overall strategy and objectives of the organization. The main goal of performance management is to improve the overall performance of the organization. Organizations must realize that performance management is a system, not just for annual evaluation and setting goals for the coming year. Performance management system can accomplish many tasks for organizations, such as measuring performance, helping to make decisions such as salary and promotion, helping employees to develop, train, shape the environment, update equipment, select and evaluate, etc.
The performance management system has the following viewpoints.
In the book "Enformanee Management" (1999) written by richard williams, England, the performance management system is divided into four departments.
Points: the first stage: guidance and planning. That is, to set performance goals and standards for evaluating performance for employees; The second stage: management and support. That is, supervise and manage the performance of employees, provide feedback and support, and help them remove obstacles that hinder the completion of performance goals; The third stage: inspection and evaluation. That is, to assess and evaluate the performance of employees; The fourth stage: development and reward, that is, according to the assessment results, employees are rewarded, trained and placed accordingly. Schneier, Beatty and Baird (1986) believe that the performance management system should be a complete cycle, including measurement and standards; Reach a contract; Planning; Supervise, help,
Control: evaluation; Feedback; Personnel decision; Development goes back to measurement and standards, and so on. In the questionnaire of IMS (Institute of Manpower Studies, UK, now renamed Employment Research Institute) (1987), the performance management system is divided into several parts: performance plan linked with strategy; Obtain employee commitment; Set unit goals; Negotiate individual performance goals and standards; Observe employee performance; Collect employee performance data; Give feedback and guidance; Conduct a formal performance evaluation; Performance pay. Chinese scholars Fu Yahe and Xu Yulin believe that performance management is a cyclical dynamic system, and several links included in the performance management system are closely linked and interlocking. The process of performance management is a complete and closed loop. The first part, making goals and performance plans. This part mainly links the overall strategy of the company with the work objectives of departments and employees, determines the specific standards and behaviors of employees, provides a basis for performance appraisal, and obtains employees' commitment to the goals.
The second part, continuous performance communication. This is the process for employees to perform tasks. In this process, organizations should give feedback, supervision and guidance to employees' performance.
The third part, the implementation of assessment. This itself is a dynamic and continuous process. Organize regular performance assessment of employees. The task of this stage is how to evaluate the performance of employees objectively and truly as much as possible, and at the same time make employees feel satisfied as much as possible. The starting point of performance appraisal is the performance contract or performance agreement made by both parties. The fourth part, performance appraisal and performance improvement. This is not only a means of reward and punishment, but more importantly, it can provide a signal for enterprises to promote work improvement and performance improvement. Extensive to intensive and refined transformation. In 2oo4, the company's marketing management mode, sales performance and assessment system made major adjustments again. The adjustment is as follows: marketing management: (1) unified channel management. will
The channels originally developed at the expense of the marketers themselves were unified into the company's management channels. Reduce the company's excessive dependence on some marketers and reduce the company's operating risks. (2) Establish brand management awareness. Brand packaging and promotion of all products, unified product pricing. (3) Establish a marketing expense management system. The marketing expenses shall be managed by the company and the marketing department at two levels; Develop new channels for budget management and control unreasonable marketing expenses. (4) Implement target management and performance appraisal system for marketing department and salesmen. The marketing performance appraisal and commission system has also been adjusted accordingly. First, the original four.
The sales mode is divided into pioneering sales mode and maintenance sales mode, and the sales volume and time of the two sales modes are redefined. Secondly, due to the cost management and brand management, the regional adjustment coefficient and the sales price adjustment coefficient were cancelled. Thirdly, the calculation method of the adjustment coefficient of accounts receivable is simplified to make it more reasonable.
Sex and science. Fourthly, according to the influence degree of each adjustment coefficient on sales performance, the corresponding weight coefficient is set up, and the influence of each adjustment coefficient on sales commission tends to be reasonable. Fifth. Adjust the sales commission coefficient again to match the profit rate of the company and the overall salary level of employees, and at the same time adopt the commission coefficient of.} thousand J. ffI decreases with the growth of sales performance, and it is tired by stages.
The total sum of products is more in line with the principles of economics and scientific. The adjusted sales performance and assessment system has clear definitions of various factors, reasonable weights among them, simpler calculation and more transparent remuneration, and at the same time, the corresponding marketing expense management has been introduced.
Management methods, marketing staff salary management methods and marketing expenses budget system, so that every measure of sales performance and assessment system has a corresponding system implementation. The implementation of the above system, the new sales performance and assessment system and related supporting systems has met the needs of enterprise development.
5 conclusion
The research shows that enterprises need different marketing models at different stages of development. In the start-up stage of enterprises, enterprises are faced with the problem of survival. Adopting the marketing model of high commission can effectively motivate marketers and help enterprises expand their business. Through the survival period. In the growth stage of enterprises, the management of enterprises is gradually standardized, and the corporate culture is gradually established. With the rapid increase of sales revenue and profits, the simple high commission model is no longer suitable for the overall marketing management of enterprises. At this time, marketing management should follow the principle of "giving priority to efficiency and giving consideration to fairness", and change from a single material incentive to a combination of material and spiritual incentives.
Heavy. In the mature stage of the enterprise, the marketing channels of the enterprise are gradually strengthened and the customer relationship is basically stable.
Set, corporate culture is roughly shaped. The marketing management of enterprises follows the principle of fairness first and gives consideration to efficiency.
The principle is mainly to carry out institutionalized construction, provide salaries with internal and external competitive advantages, and increase
Add the sense of belonging of the salesman, and the spiritual incentive is more than the material incentive. In the recession of enterprises, enterprises
Facing the risk of merger, acquisition and bankruptcy, marketing management should strengthen the original channels and customers.
Manage the relationship between customers and strive to maintain the stability of the marketing team. In short, the only scientific incentives are
Only by adapting to the environment and development stage of the enterprise can the enterprise and the salesman achieve the double.
Win, marketers will get greater incentives, and enterprises will realize accelerated development by leaps and bounds.
(Continued from page 103)
References:
1 fu yahe, Xu Yulin. performance management. Fudan university press .2003.
2 Wang Shuhong, Long Lirong. Summary of performance management. Chinese and foreign management herald, 2002.9.
3 richard williams. Performance Management. Dongbei University of Finance and Economics Press.1999.