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분야
hwp1.성과 평가란 무엇인가? ···························································································3
2. 성과 평가의 목적 ·································································································4
3. 성과 평가의 목표 ································································································6
4. 평가자 오류 ·································································································8
5. 성과평가의 방법 ·······························································································11
6. 성과평가의 유형 ·······························································································16
7. 다양한 성과평가 활용 ··························································································19
8. 효과적인 성과평가 관리························································································20
9. 기업사례············································································································23
10. 결론·················································································································29
11. 참고 서적 & 사이트····························································································29
12. 부록 ·············································································································30
기업에 있어서 보다 많은 이윤 창출을 위해서는 기업 구성원에 대한 공정한 성과평가에 따른 합리적인 보상 체계를 확립하여 구성원에 대한 동기부여를 해야 한다. 공정한 성과평가는 각 근로자의 직무능력, 근무 태도, 근무 실적을 합리적으로 규정된 평가항목에 따라서 평가하는 제도이다. 이러한 성과평가를 바탕으로 인사를 실시하여 인력 배치 및 이동, 인력개발, 보상, 조직 개발 등 다양한 자료로서 활용된다. 능력
(현재/잠재능력)개인특성
(성격/적성/태도)작업행동공헌도(성과)․직무지식
․자격증
․영업지식
․지식․인간관계
․신뢰성
․애사심
․정직성
․창의력
․리더쉽
․적성․작업규칙의 준수
․보고서 작성
․작업기록 유지
․제안건수
․신속성
․정확성
․매출액
․생산량(업무량)
․불량률
․사고율
․장비수선
․고객서비스
․고객만족성과평가의 내용(예)
1) 종업원 혹은 집단이 수행한 업무 수행 결과를 객관적으로 파악하여 차후 보완, 개선을
도모하는 인사활동을 의미한다.
2) 조직목표를 고려한 성과평가는 종업원들의 긍정적인 행동변화를 야기할 수 있는 기초를
마련하는 과정이다.(객관적으로 측정한 성과결과를 피드백하여 집단이 수행한 결과가 조
직목표에 긍정적 또는 부정적으로 기여를 했는지 인지시키고,성과 평가의 타당한 목적을
종업원에게 직접 알려서 종업원의 동기부여와 조직정책의 수용성을 높인다.)
▷ 과거의 성과평가 : 고과(rating)이라는 용어를 사용, 업무결과를 통제한다는 의미를 강하
게 내포한다. 성과측정은 곧 임금, 승진, 해고 등을 결정하는 단순한 종업원 통제 목적으로 이용한다.
▷ 오늘날의 성과평가:조직목표와 종업원 개발을 고려하지 않고서는 조직 경쟁력 확보가
어렵다.
2. 성과평가의 목적
