绩效分析的定义与范围(ppt 22)

阿里巧巧績效分析的定義與範圍•界定組織績效要件與組織目標和能量相較的一個歷程•強調期望的績效情況，真正的績效情況，以及期望與現實之間的差距。•強調影響組織理想狀態的方向（directions）例如：願景vision、任務mission、價值values、目標goals、策略strategies•強調影響組織真正狀態的內外驅動力(drivers)，例如：組織organization、競爭competition、工作work、員工performer阿里巧巧績效分析的目的•界定並評量介於理想與真實績效之間的差距，以便改進組織，流程與員工的績效。阿里巧巧績效分析的技巧•現有資料的分析extantdataanalysis•需求分析needsassessment•知識任務分析knowledgetaskanalysis–Invisiblepartofperformance•步驟任務分析proceduraltaskanalysis–Visibledetailsofoptimalperformance•系統任務分析systemtaskanalysisSeep.24阿里巧巧績效需求與績效層級關係圖績效層級目標設計管理組織層級組織目標組織設計組織管理流程層級流程目標流程設計流程管理職務/員工層級職務/員工目標工作職務設計職務/員工管理定義產品標準，此標準需反應客戶對產品的需求與期待,包括：quality,amount,timeline,andcost指組織,流程or職務的結構（structure）的設計可幫助有效率的達成目標確定目標是組織目前追求的，且被實際實踐中Seep.23績效需求阿里巧巧分析技巧、目的與工具關係圖目的現存資料分析需求分析知識任務分析步驟任務分析系統任務分析理想狀態Ｎ/Ａ問卷團體歷程訪談訪談問卷團體歷程觀摩訪談團體歷程觀摩訪談團體歷程真正狀態質化/量化分析工具問卷團體歷程訪談訪談問卷團體歷程觀摩訪談團體歷程觀摩訪談團體歷程組織質化/量化分析工具問卷團體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ環境質化/量化分析工具問卷團體歷程訪談Ｎ/ＡＮ/ＡＮ/Ａ分析技巧分析工具阿里巧巧•組織分析的目的:seekdirections尋找組織方向•ComponentofTheHPTModel–Vision願景–Mission任務–Values價值–Goals目標–Strategies策略•範例–Dupont(vision,values,goals,strategies)–IBM(mission,values)–瀚宇彩晶(mission,values,objectives,strategies)–BenQ(vision,goals,values,strategies)–康軒文教（vision,mission,goals,strategies）–Acer（vision,mission,values,goals,strategies）阿里巧巧•困難–Leadersfeelnoneedstodefinetheirvisionorvalues–Differentinterpretationsofwords(ex.Vision,mission,goals)•但最重要：需知道–Endstate–Activities/strategiestogetthere–ReasonstomakethetripExercisepage30阿里巧巧’sExpectationsBusiness’CapacitytoMeetExpectationsExistingorPredictedGap外部的需求內部的目標內部的現況可能差距案例分析28頁阿里巧巧課堂小活動•請上網選定一家公司（國內外均可）•回答下列問題：–組織名稱為何？是否清楚定義？–Vision願景為何？是否清楚定義？–Mission任務為何？是否清楚定義？–Values價值為何？是否清楚定義？–Goals目標為何？是否清楚定義？–Strategies策略為何？是否支援組織達成其願景、任務、或目標？或是否與願景、任務、價值觀或目標一致？阿里巧巧•定義：aprocessusedtoidentifyandprioritizetherealitiesthatsupportactualperformance瞭解並排序現實中支援績效行為的因素•範圍：環境支援可來自：work,organization,competitiveenvironment.•目的：seehowtheseinfluencesperformance瞭解這些環境因素如何中影響績效行為阿里巧巧’sEnvironmentofHumanPerformanceworkerworkWorkEnvironmentOrganizationEnvironment阿里巧巧•OrganizationEnvironment(externalperformancesupport)–Stakeholders–Competition•WorkEnvironment(internalperformancessupport,whathappenwithintheorganization)–Resourcesandtools–Policiesandrecruitment、hiring、feedback、consequences•Work(jobdesignandperformancesupport,onaprocesslevel)–Workflow‧Responsibilities–Procedures‧Ergonomics•Worker(individualperformancesupport,whathappenw/theworker)–Knowledge‧Motivation‧Capacityorability–Skill‧Expectations阿里巧巧…Someoftheissuesare…1.OrganizationalEnvironmentLevelWhatishappeningwhentheorganizationinteractswithitsexternalandcompetition‧Customers‧Supplies‧Distributors‧Industryregulators‧Stockholders‧Specialinterestgroups‧Professionalassociations‧Competitors‧Other•Howdoestheorganizationinteractwithitsexternalstakeholders?•Whichinteractionsaremostcriticaltothesuccessoftheorganization?•Whatistheeffortofcompetitionontheorganization,theworkenvironment,thework,andtheworker?•Whatdoestheorganizationneedtodotostaycompetitive?•Howdothevariousstaleholdersdefineaqualityproductorservice?阿里巧巧…Someoftheissuesare…2.WorkEnvironmentLevelWhatishappeninginsidetheorganizationtosupportoptionalperformance‧Resources(times、money、staff、tools、materials、space)‧Information‧Policiesandprocedures‧Other•Doestheperformancehaveadequateresourcestoachieveoptimalperformance?•Doestheperformancehavetheinformationrequiredtoachieveoptimalperformance?•Dopoliciesforrecruiting、hiring、feedback、andconsequencessupportoptimalperformance?阿里巧巧…Someoftheissuesare…3.WorkLevelWhatishappeningonthejob?‧Jobdesign‧Workflow‧Jobresponsibilities‧Others‧Isthejobdesignedforoptimalperformance?‧Doestheflowfosterefficientcompletionoftasks?‧Arejobresponsibilitiesclearlyestablished?阿里巧巧…Someoftheissuesare…4.WorkerLevelWhatishappeningwiththeworkers?‧Skills‧Knowledge‧Motivation‧Expectations‧Capacityorability‧Doestheperformancehavetherequiredknowledgeorskillstoachievesuccess?‧Istheperformermotivatedtoachieve?‧Dotheperformer’sexpectationsmatchtherealityofthetotalperformanceenvironment?‧Istheperformanceabletoachievesuccess?案例分析35頁阿里巧巧•目的：identifythetypeofperformanceimprovementopportunitythatexists,andpavethewayforcauseanalysisandinterventionselectionanddesign.•與n