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视频学习辅助绩效管理起源于我国，在欧美国家得到发展。绩效管理是企业实现约束控制、提升效率和生存能力不可或缺的基础。企业绩效管理是工商管理学科的一门重要的应用课程，涉及经济学、管理学、心理学等多个学科的理论。目前绩效管理领域已经形成了成熟的理论、方法和工具。本课程旨在通过明晰它们的本质和内在关联，向学习者打开这个领域。
本课程的目的是帮助管理者超越策略和交易的狭义视角，从广义的战略视角来管理企业绩效。具体而言，即抓住更多的机会发挥绩效管理在协同各种角色决策中的作用，反映商业模式和文化的独特性。为此，本课程将涵盖4个模块12章，围绕三大主题：战略协同、绩效测量、员工开发，向学习者呈现绩效管理的科学性、前沿性和实用性，帮助学习者掌握基本理论、成熟的和前沿的战略性绩效测量体系、绩效测量方法、员工开发和绩效辅导的技能，并懂得如何灵活运用于我国企业。
Performance management originated in China and developed in Europe and America. Performance management is the indispensable foundation of businesses for constraint and control, enhancing efficiency and capabilities to survive. As an important applied course in business management, “Performance Management in Businesses” is related to theories in various disciplines including economics, management, psychology and so on. Now mature theories, methods and tools have been developed in the field of performance management. This course is intended to unfold them to learners by clarifying their nature and inner connection.
This course is aimed to help companies adopt a broader strategic perspective which goes beyond the narrow tactical and transactional facets and reaches the strategic facet of performance management, specifically, seizing the greater opportunity to leverage the power of performance management as a business management tool that aligns decision making differentially across various roles, and reflects the unique aspects of the business model and culture. Hence, covering 12 chapters in 4 modules, this course will center around three themes: strategic alignment, performance measurement, employee development and provide learners a scientific, up-to-date, and practical world of performance management, thus helping them acquire basic theories, mature and latest strategic performance measurement frameworks, approaches to measuring performance, skills of employee development and coaching, and be able to tailor them to fit into Chinese enterprises.
本课程旨在帮助学习者:
· 理解绩效管理的演变和基础知识
· 掌握将企业战略转化为具体日常活动的原理、方法和工具
· 领悟绩效管理体系的实施过程和难题
· 获得尊重和开发员工的理念与技能
This course is intended to help learners:
(1) Understand the evolution of performance management and its basic knowledge;
(2) Acquire the principles, approaches and tools used to translate corporate strategy into specific daily activities;
(3) Apprehend the process of implementing performance management systems and related difficulties;
(4) Gain notions and skills of respecting and developing employees.
0.0 Introduction to the Course 课程简介
Introduction to the Course 课程简介
Chapter 1 Fundamentals of Performance Management 绩效管理基础
1.1 What is Performance Management? 什么是绩效管理？
1.2 Differences between Performance Appraisal and Performance Management 绩效考核与绩效管理的区别
1.3 Contributions of Performance Management 绩效管理的贡献
1.4 Disadvantages/Dangers of Poorly Implemented Performance Management Systems 绩效管理系统实施不当的劣势/风险
1.5 Purposes of Performance Management 绩效管理的目的
1.6 How is Performance Management Linked with Reward System 绩效管理与报酬体系怎样联系起来
1.7 Terminology for Chapter 1 第1章专业词汇中英文对照表
Quiz for Chapter 1 第1章测验
Chapter 2 Performance Management Process 绩效管理过程
2.1 Overview of Performance Management Process 绩效管理过程概述
2.2 Performance Planning 绩效计划
2.3 Performance Execution 绩效执行
2.4 Performance Assessment 绩效评价
2.5 Performance Review绩效反馈
2.6 Terminology for Chapter 2 第2章专业词汇中英文对照表
Quiz for Chapter 2 第2章测验
Chapter 3 Development and Trends of Performance Management 绩效管理的发展与趋势
3.1 Evolution of Performance Management 绩效管理的演变
3.2 Integration with Other Human Resources and Development Activities 与其他人力资源及开发活动的融合
3.3 Key Characteristics of an Ideal Performance Management System 理想绩效管理系统的关键特征
3.4 Trends of Performance Management 绩效管理的趋势
3.5 Terminology for Chapter 3 第3章专业词汇中英文对照表
Case for Module 1-第一模块案例
Further Reading for Module 1 第一模块延伸阅读
Quiz for Chapter 3 第3章测验
Chapter 4 Strategic Performance Measurement (SPM) 战略性绩效测量
4.1 Why Fail to Execute Strategy? 为什么战略执行不力？
4.2 An Overview of Strategic Performance Measurement 战略性绩效测量概述
4.3 Organization's Internal Conditions for Strategic Performance Measurement 战略性绩效测量的组织内部条件
4.4 Framework of Strategic Performance Measurement: Skandia Navigator 战略性绩效测量框架：斯堪迪亚导航仪
4.5 Framework of Strategic Performance Measurement: Performance Prism 战略性绩效测量框架：绩效棱柱
4.6 Terminology for Chapter 4 第4章专业词汇中英文对照表
Quiz for Chapter 4 第4章测验
Chapter 5 Designing a SPM Framework: Balanced Scorecard and Strategy Map 设计战略性绩效测量系统：平衡计分卡与战略地图
5.1 Development of the Balanced Scorecard 平衡计分卡的发展历程
5.2 Three generations of the BSC 三代平衡计分卡
5.3 Structure of the BSC 平衡计分卡的结构
5.4 Principles of the BSC 平衡计分卡的原理
5.5 The building blocks of the BSC: Mission, Values, Vision and Strategy 平衡计分卡的基础：使命、价值观、愿景和战略
5.6 How to develop a Strategy Map 怎样建构战略地图
5.7 Terminology for Chapter 5 第5章专业词汇中英文对照表
Quiz for Chapter 5 第5章测验
Chapter 6 Designing a SPM Framework: Organization-wide Key Performance Indicators (KPIs) 设计战略性绩效测量系统：组织层面关键绩效指标
6.1 The System of Organization-wide Key Performance Indicators (KPIs) 组织层面关键绩效指标体系
6.2 Four Types of Performance Measures 绩效指标的四种类型
6.3 Foundation Stones of Organization-wide KPIs 组织层面关键绩效指标的基础条件
6.4 Six Stages of Developing KPIs (1) 开发KPI的六个阶段(1)
6.5 Six Stages of Developing KPIs (2) 开发KPI的六个阶段(2)
6.6 Terminology for Chapter 6 第6章专业词汇中英文对照表
Case for Module 2-第二模块案例
Further Reading for Module 2 第二模块延伸阅读
Quiz for Chapter 6 第6章测验
Chapter 7 Measuring Performance 测量绩效
7.1 What is Performance? 什么是绩效
7.2 Determinants of Performance 绩效的决定因素
7.3 Dimensions of Performance 绩效的维度
7.4 Approaches to Measuring Performance—Trait, Behavior and Result 测量绩效的方法——特质法、行为法和结果法
7.5 Terminology for Chapter 7 第7章专业词汇中英文对照表
Quiz for Chapter 7 第7章测验
Chapter 8 Measuring Behaviors and Results 行为和结果的测量-黄彬云
8.1 How to determine key accountabilities?怎样确定关键职责
8.2 How to set Performance objectives? 怎样设定绩效目标？
8.3 How to Set Performance Standards 怎样设定绩效标准？
8.4 How to Measure Behaviors？怎样测量行为？
8.5 Comparative Measurement Systems 相对评价体系
8.6 Absolute Measurement Systems 绝对评价体系
8.7 Terminology for Chapter 8 第8章专业词汇中英文对照表
Quiz for Chapter 8 第8章测验
Chapter 9 Gathering Performance Information 绩效信息收集
9.1 How to design performance appraisal forms?怎样设计绩效考核表
9.2 Appraisal or Review Period 绩效考核或绩效反馈周期
9.3 Formal Performance Management Meetings 正式的绩效管理会议
9.4 Who should Provide Performance Information 由谁提供绩效信息？
9.5 Reasons for Rating Distortion 评价扭曲的原因
9.6 Terminology for Chapter 9 第9章专业词汇中英文对照表
Quiz for Chapter 9 第9章测验
Chapter 10 Ensuring the smooth-going of a Performance Management System 确保绩效管理体系的顺利推行
10.1 Communication Plan and Appeal Process 沟通计划和申诉
10.2 Rater Training Programs 评价人培训计划
10.3 Rater errors 绩效评价误差
10.4 Pilot Testing, Ongoing Monitoring and Evaluation 试运行和持续监控
10.5 Culture and System Implementation 文化与绩效管理系统推行
10.6 Terminology for Chapter 10 第10章专业词汇中英文对照表
Case for Module 3 第三模块案例
Further Reading for Module 3 第三模块延伸阅读
Quiz for Chapter 10 第10章测验
Chapter 11 Performance Management and Employee Development 绩效管理和员工开发
11.1 Personal Development Plans (PDPs) 个人开发计划
11.2 Types of Development Activities 开发活动的类型
11.3 Direct Supervisor’s Role in Creating PDPs 直接主管在设计个人开发计划中的作用
11.4 360-degree Feedback Systems 360度反馈体系
11.5 Objectives & Key Results (OKRs) 目标和关键结果法
11.6 Terminology for Chapter 11 第11章专业词汇中英文对照表
Quiz for Chapter 11 第11章测验
Chapter 12 Performance Management Skills 绩效管理技能
12.1 What is Coaching? 什么是辅导
12.2 Coaching Styles 辅导风格
12.3 Observe and document performance 观察记录绩效
12.4 Give Feedback 开展绩效反馈
12.5 Terminology for Chapter 12 第12章专业词汇中英文对照表
Case for Module 4-Can an airline cut turn times without adding staff 第四模块案例-航空公司可以不裁员减少周转时间吗?？
Further Reading for Module 4 第四模块延伸阅读
Quiz for Chapter 12 第12章测验
组织行为学、战略管理、人力资源管理
Organizational Behavior, Strategic management; Human Resource Management
1. Herman Aguinis. 绩效管理（英文版第4版），中国人民大学出版社，2020
2. 赫尔曼˙阿吉斯著、刘昕、朱冰妍、严会译：绩效管理（第4版），中国人民大学出版社，
2022
3. Ashdown, Linda, Performance Management: A Practical Introduction
(HR fundamentals) 2nd edition, CIPD, 2018
4. Blokdyk, Gerardus. Performance Measurement: A Complete Guide, Emereo Pty Limited,
2019
5. 克里斯蒂娜˙沃特克著：《OKR工作法：谷歌、领英等顶级公司的高绩效秘籍》，中信出版
社，2017
6. HBR Guide to Coaching Employees, Boston, Massachusetts: Harvard Business Review Press 2015
7. HBR Guide to Delivering Effective Feedback, Boston, Massachusetts: Harvard Business Review
Press 2016
8. 罗伯特˙卡普兰和戴维˙诺顿著，刘俊勇译：《平衡计分卡：化战略为行动》，广州经济 出版社，2013
9. 罗伯特˙卡普兰和戴维˙诺顿著，刘俊勇等译：《战略地图：化无形资产为有形成果》，
广东经济出版社，2005
10. 罗伯特˙卡普兰和戴维˙诺顿：《平衡计分卡战略实践》，中国人民大学出版社，2009；
浙江教育出版社，2022
11. 罗伯特˙卡普兰和戴维˙诺顿：《组织协同》，商务印书馆，2010；中国人民大学出版
社，2021
12. 罗伯特˙卡普兰和戴维˙诺顿：《战略中心型组织》，北京联合出版公司，2017
13. Chandler, M.Tamra著，孙冰和陈秋萍译：《绩效革命：重思、重设、重启绩效管理》，电
子工业出版社，2017
14. Parmenter, David. Key Performance Indicators: Developing, Implementing and Using Winning
KPI. Hoboken, New Jersey. John Wiley & Sons, 2015
15. Patricia, Lichiello, Guidebook for Performance Measurement, Turning Point Resource
16. 秦杨勇：《平衡计分卡与绩效管理经典案例解析（第3版）》，中国经济出版社，2012
17. Rao, T.V., Performance Management: Toward Organizational Excellence,2nd Edition, New
Delhi: SAGE Publications Ltd, 2016
18. Shapiro, Mary, HBR Guide to performance management, Boston, Massachusetts: Harvard Business
Review Press, 2017
19. 孙波：《绩效管理：本源与趋势》，复旦大学出版社，2018
20. 约翰˙杜尔著，曹仰锋、王永贵译：《这就是OKR》，中信出版社, 2018
21. Bloomberg Businessweek
22. Harvard Business Review
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