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绩效目标管理是人事决策的重要依据。通常我们把绩效目标管理分为设置目标、目标过程管理、效果的测定与评价三个阶段。设置目标阶段突出强调职与责、责与事的匹配关系;目标过程管理注重事与钱、钱与效的适配度;效果测评阶段则强调效与管、管与控的有效性。但由于绩效目标具有多因、多维、动态等特点及考核者的情感等因素,考核难以取得令人满意的效果。当前行政事业单位绩效目标管理的指标一般取决于其提供的服务所带来的社会价值以及社会福利,这些指标更难量化和考核。在实施单位内部绩效目标管理时存在一些问题,本文主要是对这些容易出现的问题进行分析,并提出相关解决意见以供参考。
Performance goal management is an important basis for personnel decision-making. Generally, we divide performance management into three stages: setting objectives, managing objective processes, measuring and evaluating effects. The target phase is set to emphasize the matching between responsibilities and responsibilities and responsibilities. The target process management emphasizes the adaptability between things and money and money. The effectiveness evaluation stage emphasizes the effectiveness of management, control and management. However, due to the multi-cause, multi-dimension and dynamic characteristics of performance targets and the emotion of examiners, it is difficult to obtain satisfactory results. At present, the indicators of performance management of administrative units generally depend on the social value brought by the services provided and the social welfare. These indicators are harder to quantify and assess. There are some problems in the performance management of internal performance units, this article is mainly to analyze these problems that are easy to arise, and put forward relevant solutions for reference.