绩效管理中“能”与“不能”

Performance Management

每到年终，各个企业照例要张罗绩效评估：量化工作表现、写自我评价与领导评价、评定等级……填不完的表格，写不完的评语，打不完的分数，稍有不慎还会引发各个部门间矛盾，毕竟评估的结果与真金白银挂钩，奖金、晋升……似乎都在这一张张表格中定格。于是，绩效评估被大部分企业割裂于绩效管理之外，成为了每年为了争夺奖金而上演出的一幕幕分数大战。以激励为初衷的绩效评估，最终成为引发纷争、打击士气的悲剧和闹剧。

If we just take pertormance appraisal as the whole process of performance management, or just think a formula can bring the fair salary to every one, actually all of these are illusions. Salary is just an entrance price, but not a trump of keeping people. Performance management calls for both the force that drives employees to advance towards a definite goal,and a comprehensive evaluation system, which shows the enchantment in which people can feel their importance and the status of being fairly treated.As a result, pertormance management requires enterprises to attach equal importance to the past and the future.