Looking at the entire domestic enterprise performance management, and there are several Misunderstanding : 1. The purpose of performance appraisal Most of enterprise performance management was still in the evaluation stage afterwards, performance evaluation is limited to "indigenes", as both the employees completed their work, another on the work of its staff performance evaluation and measurement, and in accordance with the results of the exam given material or spiritual reward and punishment. This violates the original intention of the performance management and appraisal staff right turn pale at the mention of attitude. 2, performance evaluation due to the implementation of this performance appraisal is completed, and other staff come to work after the judge, not enough time found that the performance gap According to the gap and provide targeted performance counseling and performance improvement plans, the staff performance appraisal of the low level of acceptance, performance evaluation of the implementation of this very weak. Because this examination can not allow its employees to see their own quality or capacity development can provide help, naturally lose the mass base. 3, performance management-oriented reasonable choice in selecting different performance management-oriented, enterprises must be based on their own style of management, operational characteristics, organizations such as a reasonable choice, not behind closed doors. More can not take it for granted. Goal-oriented, competence-oriented, attribute-oriented performance evaluation, the requirements of the enterprise is not the same. If the enterprise without serious analysis and screening, which it is used as a guide, Even other enterprises done a good job, performance evaluation the final outcome will not please everyone. 4, the key performance indicators diluted many enterprises extract key performance indicators is too vague, It is based on off-the-shelf template or indicators of the hard-create stir, but not in light of the strategic planning, business process, industry characteristics, stage of development, organizational characteristics, staff characteristics, such as an in-depth analysis, lead to examination of key performance indicators is universal, is not suited to the specific characteristics of enterprises. This will inevitably lead to the distortion of the results of the exam, and the staff was very difficult to recognize. 5, assessment tools for the random choice of assessment tools, a number of options, must be based on business characteristics, job characteristics for the measurement and reasonable choice, different jobs or different work requirements must choose different assessment tools. A post procedures such as a high degree, the change in the working environment of low, low autonomy, can work with the option compared to the standard evaluation methods, procedures and B posts lower level, changes in the working environment, work autonomy, can be considered relatively unstructured assessment methods. Many enterprises could not be good at changing positions taken different assessment methods, This led to the result of the evaluation of the accuracy or unreasonable. 6, the concept of a new international blindly follow many enterprises keen on international courted the latest management concepts and methods without considering the theory and methods and the applicability of enterprises. For instance, a 360-degree assessment, the enterprise customer resource control efforts, the timely collection of customer information. If this is not possible, customers using the 360-degree evaluation of the examination is just floating on paper, mandatory only a waste of time, money and energy, is the loss outweighs the gain. BSC also the same weaknesses. For another example, EVA, an enterprise financial management even no rush to implement standardized EVA, ultimate result can only be laughable. 7, assessment of the one-sided perspective of many enterprises in implementing performance evaluation, it only concerns the performance of individual staff quality, the expense of the assessment team, it is unscientific, from the management point of view will also have consequences that can not be ignored. First, it would be wrong to encourage their employees to train "Dulang consciousness" and at the expense of the interests of colleagues, damage internal coordination; Secondly, it will have a "cask" effect on performance because there is a "short plank" and the lowering of the overall "performance barrel" loading or life. Therefore, the scientific performance appraisal system, enterprises should also balance, teamwork, personal three levels of assessment, and through a certain weight distribution to accurately assess a person's value and performance. 8, the results of evaluation of the application of the limitations of many enterprises performance appraisal results Application poor, Some enterprises with the results of the exam were not related to other systems, the appraisals mere formality, and if things continue this way, ultimately lead to a staff of the examination of mistrust and apathy, the appraisals just to be writing a "perfunctory," Some enterprises have overkill, the result of the evaluation will indiscriminate application of the employees without fear of examination, eventually lead to the performance of employees or fell.

 

According to the staff of the personality characteristics of the different application model, thus ensuring that each of the results of the exam will truly allow our staff to the gap between themselves and improve or recognize their own strengths and be maintained. This is the implementation of the performance appraisal to justice. 9, the performance appraisal system of one-sidedness many enterprises one-sided emphasis on the importance of performance evaluation, ignored the connection with the other systems. For example, jobs, job evaluation, the quality of assessments. A scientific and rational performance appraisal system should be established on the integrity of the human resources management platform. If other systems not perfect, it is impossible to make a satisfactory performance management system. Human resources management theory, there are a relatively well-known "3P model," a good indication of the "post-performance-pay" the interlinkages between. Also, the quality of the survey, if the enterprise can not be a scientific and accurate evaluation of staff to the temperament, character, ability, professional bias. it will be impossible for the staff's ability to draw examination convincing answers.