성과평가의 목적을 전략적 목적, 관리적 목적, 개발목적으로 나누어 설명해 보시오.

소개

성과평가의 목적을 전략적 목적, 관리적 목적, 개발목적으로 나누어 설명해 보시오.

목차

1.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

본문내용

성과평가가 낮은 종업원의 경우 그의 직무적성을 다시 파악하여 적합한 직무로 전환하여, 자신이 수행하고 있는 직무성과를 객관적으로 피드백 받음으로써 직무수행 결과의 수정과 개선을 유도한다.
종업원 개개인의 동기부여와, 능력발휘를 통해 기업의 성과를 향상시키기 위한 임금제도는 종업원이 창출하는 성과에 대한 분배에 종업원이 참여하는 성과 배분제, 인센티브제도 등 성과기반의 임금시스템들이 있다.
2.3 개발 목적
① 직위변화를 위한 지원개발
② 종업원의 잠재능력 확인
▷ 성과평가를 통해 필요한 직무능력을 파악하고, 요구되는 훈련과 개발을 인식한다.
→ 종업원 스스로 자기개발 및 경력개발을 할 수 있도록 유도한다.
▷ 공정한 성과평가는 구성원들 간의 믿음을 높여 커뮤니케이션과 구성원간의 관계 개선에 도움을 준다.
▷ 직원능력을 개발 지원한다. (직원의 강점을 파악, 직원의 관심사를 파악, 강점과 관심이 조화되고 있는지를 파악, 육성 계획)
▷ 직원만족의 효과
◦ 회사에 장기간 근속
◦ 결근율 감소
◦ 불만 감소
◦ 높은 업무수준
◦ 스스로 업무효율 증진을 위한 방법 모색
◦ 열정을 동료들과 공유

참고자료

· 없음