Performance appraisal is an important part of performance management, a * * * knowledge process between managers and employees about work goals and how to achieve them, and an effective management method to motivate employees to make progress and pursue Excellence in order to achieve their work goals. In the performance appraisal, the following seven principles should be followed. First, the principle of process openness. The purpose of performance appraisal is to start the incentive mechanism and stimulate the enthusiasm of employees. Therefore, all the processes and links of performance appraisal must be made public to employees, including: the content and order of performance appraisal, the methods and procedures of appraisal, the evaluation and standards of appraisal, the results and use of appraisal, and the institutions and responsibilities of appraisal. As long as employees are fully aware of the above situation, they will inevitably glow with a sense of responsibility, urgency and crisis, so as to achieve the identity of ideals and goals in performance appraisal. During my training in Berlin, Germany, I visited an automatic control company that produces railway brakes. This enterprise has only 360 employees, but its annual profit has reached 10 billion euros. In the factory area of nearly 400,000 square meters, green grass and trees are dotted with green spaces, and the environment is elegant and quiet, making people feel like they are in a natural wetland garden. Into the production workshop, all kinds of large equipment are running in harmony. There are few workers in Nuoda's workshop, but they are meticulously busy. According to Mr. Bach, the young head of the company's personnel department, the company's production management personnel and products produced and sold are all piecework, and all economic, technical and quality indicators have strict assessment standards. Employees should keep in mind the relevant evaluation regulations. Strict and open assessment management system will inevitably inspire all employees to do their best to shape the perfect image of the enterprise. Second, based on clear principles. Ambiguous, vague or abstract words are the taboo of performance appraisal. Therefore, in the performance appraisal, the quantified data must be quantified, so that people can touch, see, calculate accurately and remember specific examples, in order to standardize people and what kind of things to do hard and achieve results; What kind of things should be banned, not crossed the line. Taking the automatic control company in Germany as an example, the company has put forward clear and quantitative assessment standards for new product developers, salespeople and front-line workers, which are linked to economic benefits. During our visit, we found that the more subtle the manual operation, the more careful and meticulous the workers are in production. Imagine, if there is no strict assessment criteria, if there is no clear quantitative indicators, if there is no high sense of responsibility, how can such an effect be achieved? Third, the principle of detailed record. Performance appraisal is a systematic project. For some important activities carried out by the unit, such as concentrated study, public welfare activities, visiting parties, etc., the host department must make detailed records of the participants and absentees, and submit them to the assessment department for the record in time as the basis for comprehensive evaluation of employees at the end of the year. If the departments are fragmented and lack overall cooperation, they either lack records or put them on the shelf after recording, and the year-end assessment is lacking, which is unfair to employees. In the performance appraisal, the Civil Affairs Bureau fills in the weekly work record form once a week and the quarterly examination form once a quarter. Among them, the completion of the main work plan this quarter is listed as five items, which I fill in, and then the competent leader makes corresponding evaluation opinions according to "good, good, average and poor" behind each major work. The scores of the above four grades are 90 points, 80 points, 70 points and 60 points respectively, and the average score of each job is divided into quarterly comprehensive evaluation scores. Because the basic work of performance appraisal is solid, it creates a convincing atmosphere for employee performance appraisal at the end of the year. Fourth, the principle of two-way supervision. Peter Walter, a professor at Dresden University, expounded the viewpoint of establishing "assessment-supervision-evaluation system" when he was teaching human resource management during his training in Germany. Mr. Lü kunna, our interpreter, is an official of the East German Embassy in China and a native of party member. In the process of translating this exposition, he also quoted a famous saying of the great mentor Lenin: "I believe that people are good, but we still have to supervise them." The practice of establishing "assessment-supervision-evaluation" system for employees in German automatic control company and civil affairs bureau shows that the assessment, supervision and evaluation between the competent department of performance appraisal and employees must be two-way. Only two-way supervision can make employees deeply feel that the organization is evaluating and supervising themselves at any time, which requires strict self-discipline and positive progress; Only two-way supervision can make the performance appraisal department realize that employees are monitoring and evaluating themselves at any time. So as to be fair and just, consciously accept the supervision of employees and do their job well. Five, the principle of feedback correction. The purpose of performance appraisal is to promote human resource management. Improve the overall quality of employees, motivate employees to actively complete the phased goals, and achieve the overall work objectives throughout the year. Therefore, performance appraisal is not year-end accounting. The best way is to record the usual assessment, quarterly assessment and year-end assessment. For the quarterly assessment, if the leader in charge puts forward suggestions for improving the work of his subordinates, the leader in charge or the assessment department should give feedback to the parties in time, so as to adjust and correct the deficiencies and shortcomings in the work in time, avoid "being lost in the parties" and "making small mistakes without correcting them", and make the work move forward along a healthy track. Of course, in the performance appraisal, the year-end performance appraisal should be regarded as an important aspect of performance management because of its universality and persuasiveness. Sixth, the principle of fair evaluation. Performance appraisal work, usually assessment is the foundation, and year-end assessment is the key. Therefore, the year-end performance appraisal must be extensive, objective, fair and just. Fair evaluation is mainly manifested in three aspects: first, the comprehensive evaluation score of each quarter. The second is to decompose the main work achievements of the individual into the sum of the scores. Including advanced honorary titles, investigation and research results, collectivism concept, information propaganda status, etc. The third is to make a 360-degree evaluation of the parties, including their own, superiors, colleagues, subordinates and customers. The sum of the above scores, in the order of scores, indicates the level of performance appraisal. Seven, the principle of rewards and punishments. Practice shows that performance appraisal must be linked with rewards and punishments, otherwise, it will definitely dampen the enthusiasm of employees. In linking rewards and punishments, we should pay attention to three links: First, the amount of rewards should be appropriate. It not only embodies the incentive function of commending the advanced, but also won't cause big fluctuations. Second, rewards should be cashed in time. Seize the opportunity to announce the results of performance appraisal, which will promote the completion of the work in the new year, and the rewards that have changed over time will lose the charm of performance appraisal. Third, individual rewards and punishments should be combined with team rewards and punishments.