However, if a daughter-in-law wants to be a woman, she should not only have patience, methods and skills, but also understand some basic principles of being a daughter-in-law, follow some basic principles of being a daughter-in-law and keep the basic bottom line. For example, don't hurt your mother-in-law's dignity, don't keep secrets, don't let your mother-in-law catch anything, and so on. Otherwise, you may get an early divorce before the day you become a woman.
So is performance management. When we choose methods and improve our skills, we must not ignore some basic human resource management principles, otherwise it will be difficult to show the effect of performance, and it is more likely that it will end before it starts. Here, according to the performance analysis of many enterprises, Mr. Yao summed up the following four iron laws of performance that must be observed, hoping to provide some real help to HR managers who are eager to become mother-in-law and daughter-in-law.
1. Target principle
The core of performance management is to achieve certain goals. Before performing, you must set a good goal. First, there are company goals, then department goals, and then post goals. According to the hierarchical relationship, the goals are decomposed into job responsibilities, so that the post goals can be realized layer by layer. Performance process is the process of achieving goals, that is, the process of finding methods around goals. Any performance management that deviates from the target is invalid.
2. The principle of hierarchy
In the modern enterprise management mode, hierarchical management must be implemented, one layer is responsible for another layer, and the other layer is responsible for the first layer. Therefore, it is also necessary to implement hierarchical assessment. In performance practice, the most common phenomenon is that the general office or human resources department crosses all levels and directly evaluates all positions. This behavior is the most harmful to the organization-only sons can care about their daughters-in-law. What will happen if a family member directly cares about this beautiful daughter-in-law?
3. The principles of openness, fairness and justice
Many managers are shouting slogans and demanding fairness and justice. That's because there are too few things about fairness and justice in the whole society, so everyone is pursuing a kind of fairness. But what is publicity? What does performance management need to disclose? In performance practice, many people don't know these things. In fact, publicity is the disclosure of the performance results of the assessment data, and everything is operated in the sun; Fairness is to adopt a three-level evaluation model of "self-evaluation, evaluation and general evaluation", so that the evaluation object can evaluate itself first, then by the direct supervisor and finally by the company, so that basically everyone can feel a kind of fairness. Justice means that in the application of performance results, performance rewards and punishments must be carried out in strict accordance with the performance results with reference to the performance system, and the assessed object should be allowed to make performance complaints and arrange performance interviews appropriately to reflect justice. In this principle, openness is the foundation. Without publicity, there will be no fairness and justice.
4. The principle of things rather than people
In performance management, this principle is particularly important, otherwise managers will get burned. In all descriptions of performance documents, we must remember that they are all about things, not people. For example, responsibilities should be assigned to posts, goals should be set to posts, design indicators should be targeted at posts, and assessments should also be targeted at posts. The distribution of performance bonus is also assigned to this position. As for who is in this position, that is another matter. Post responsibility is for the post, not for people, and performance appraisal is for things, not for people, so as to be peaceful. Otherwise, performance will be involved in the whirlpool of interpersonal relationships, and it will also make a mess inside.
In performance management, these principles are interdependent. Without openness, fairness and justice, everything is empty talk. Without goals, it will deviate from the direction of performance. Without hierarchy, performance will be completely ineffective. If all the performances are aimed at people rather than objects, it will definitely bring shame to yourself and make the original simple problem very, very complicated.