The concept of evaluation emphasizes fairness. Through scientific evaluation, we can evaluate the effect of strategy implementation, production and operation activities of enterprises and post work by evaluating the quantity, difficulty and quality of workers' efforts. If an enterprise cannot establish evaluation consciousness, it cannot be said to be a strong performance culture. The benefit view emphasizes that culture serves the benefit of enterprises and is the touchstone. If a corporate culture cannot promote the improvement of corporate efficiency, it is unhealthy. In fact, efficiency is also one of the ways to reflect strategic value. Performance culture tends to serve the interests of culture. The concept of distribution emphasizes the gap. Fairness is not equal to average, and harmony is not equal to pot rice. The gap properly reflects the value of labor, and the performance culture can be reflected.
Performance culture is embodied in three aspects, one is the goal, the other is the process and the other is the result. From the goal direction, it mainly emphasizes strategic awareness and promotes the consistency between everyone's goals and organizational goals. From the process, it mainly emphasizes the sense of difference and promotes people to do their best; From the results, the difference distribution is fair, and no difference is unfair, which promotes the distribution according to performance.
Performance culture emphasizes the concept of evaluation, so performance culture also needs evaluation. In other words, an enterprise's performance culture must be measurable to be qualified. If the advocates of performance culture can't operate according to the performance culture themselves, they can only sit and talk.
How to evaluate? In terms of cultural evaluation, Liu Xiaoquan is an authority in China. How did he keep his technical "secret"? Here I just say my own understanding. It is often said that culture is suitable, how to adapt. First, culture and strategic direction match, culture refers to one direction, and strategy is one direction, which is inappropriate; Second, the cultural structure does not conflict. It is inappropriate for quality culture to emphasize one aspect and human resources to emphasize another; The third is the level of cultural management. If you don't have the basic ability to manage culture, you may just shout at the meeting.
After measurement, it is possible to find differences. Cultural differences are also reflected in three aspects, one is individual differences, the other is individual and organization differences, and the third is external differences.
One is the difference between individuals. We must admit that there are differences between people, especially differences in ability. Different people have different advantages and disadvantages in different abilities, and different people have differences in the same ability. Only by acknowledging people's differences can we manage them effectively. It is difficult to evaluate the cultural differences between individuals, which involves input and output.
Second, there are differences between individuals and organizations. Personal goals and organizational goals cannot be completely consistent. We must admit this difference. Only by admitting it can we constantly correct it and make personal goals consistent with organizational goals. On the other hand, there are differences in investment, investment methods and investment amount. In fact, there are differences among different team groups in an organization, which is often the focus of quantitative evaluation and requires a certain level of quantitative technology.
The third is the difference between the whole enterprise and the outside. There are advantages and disadvantages compared with domestic counterparts. We must give full play to our advantages and avoid disadvantages in order to maximize the performance of the whole enterprise. There are also differences with international first-class enterprises, and even this difference is all-round, which requires more organizations to make continuous efforts to evolve into excellent enterprises. This is often what people are willing to analyze qualitatively or quantitatively, which has certain reference value and is relatively easy to fight.