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一家IT公司的人力资源部经理在一年内换了5个人。每一个新来的人力资源经理都在绩效考核上栽了跟头,每一个新上任的人力资源经理都把前任失败的绩效考核推翻重来一遍,结果仍然是失败。绩效管理者的绩效成了“众矢之的”发人深思,这个公司的问题很典型,是很多IT企业的缩影,也是一些公司人力资源管理的通病。众矢之的:成也“绩效”,败也“绩效”,公司绩效管理缘何失败?这些初来乍到的人力资源经理按照老板的意图(很可能还没有完全理解或者理解错误),在没有切实了解企业情况的时候,以很理想的一大堆复杂标准(因为人们误认为复杂是好的,尤其是人们在并不了解问题实
The human resources manager of an IT company changed five people within one year. Every new HR manager has made a comeback in performance appraisal. Each new HR manager has overturned his previous failed performance appraisal and the result is still failure. The performance manager’s performance has become “public opinion.” It is thought-provoking. The company’s problems are typical. It is the epitome of many IT companies and is a common problem in the human resources management of some companies. Opinions: Success is also “performance”, failure is also “performance”. Why does the management of corporate performance fail? These newly arrived HR managers follow the boss’s intentions (perhaps not fully understanding or understanding the mistakes) when they do not really understand the situation of the company. , with a very large number of complex standards (because people mistakenly think that complexity is good, especially if people don’t understand the problem