Evaluation of the results of the work of employees of the organization. Evaluation of labor productivity of employees of the printing organization LLC 'Artel-Service'

Method	a brief description of
Goal Management	It is based on an assessment of the achievement of goals set for a specific period, requires a discussion of achieved and unachieved goals and meeting deadlines. The method is expensive. Used to evaluate managers and specialists
Graphic Rating Scale Method	It is based on scoring (from 4 to 0) for each trait of an employee - the quantity and quality of work, initiative, cooperation, reliability. Ratings correspond to the rating. To improve the effectiveness of the rating scale, more clear descriptions of the completeness of the manifestation of a particular trait are compiled.
Forced choice	It is based on the selection of characteristics characteristic of a particular employee, corresponding to effective or inefficient work (for example, “works a lot”, “does not expect problems”). Based on the point scale, the efficiency index is calculated. Can be used not only by management, but also by colleagues
Critical Situation Evaluation Method	Based on the description of the "correct" and "incorrect" behavior of the employee in certain situations. The evaluator maintains a log in which these descriptions are categorized. Used only in management evaluations.
Method	a brief description of
Questionnaire method	Includes a set of questions or situations. A mark is placed against the description of a characteristic feature, and an empty space remains against an unusual one. The sum of marks gives the overall rating of the profile of a particular employee. Can be used not only by management, but also by colleagues and even subordinates

In most organizations, the method of management by objectives is used to evaluate the work of managers and other categories of employees not related to the release of products. The greatest difficulty of this method is the need to establish units of measurement for each category (%, days, rubles) and a system of indicators that reflect the results of the managers' activities.

Examples of goal formulations: “Reducing employee turnover from 13 to 10% by January 1”, “Find at least 5 new clients
in the area and conclude at least 3 contracts with them”, “Complete the development of the station project 10 days before the deadline for submitting documentation”.

Examples of performance indicators: “20% growth compared to the previous year”, “Percentage of transactions for which complaints were filed”.

According to the performance evaluation results, the documents use 5 fixed categories - from "outstanding performer" to "unsatisfactory". The final score is displayed as the arithmetic mean for each evaluated function and target tasks.

STAFF EFFICIENCY ASSESSMENT

In order to provide information that is necessary to solve the problems of the organization and does not conflict with the law, the performance appraisal system must provide accurate
and reliable data. To create an effective system for evaluating the performance of employees, it is necessary to:

1) establish labor productivity standards for each workplace and criteria for its evaluation;

2) develop a policy for conducting performance appraisals, i.e. Decide when, how often, and by whom to evaluate;

3) to oblige certain persons (or the employees themselves) to assess the effectiveness of labor;

4) impose an obligation on the persons making the assessment to collect data on the performance of employees;

5) discuss the assessment with employees;

6) make a decision and document the assessment.

The indicators by which the work of employees is evaluated are called evaluation criteria. This includes, in particular, the quality of the work performed, its quantity and the effectiveness of the results. The important thing here is that it is not individuals who should be judged,
and the effectiveness of their work.

The following are the requirements for the performance appraisal process:

a) the criteria used should be clear;

b) the information used for the assessment should be available;

c) evaluation results should be linked to a reward system;

d) the scoring system should be appropriate to the situational context.

Evaluation of labor can be daily, periodic
and capacity assessment (Table 6.1).

Table 6.1

Types of assessment and their features

Among the factors influencing the assessment of labor productivity include:

1. The nature of the tasks performed by this worker. Thus, the tasks of an employee or manager are likely to be more highly valued than those of a handyman.

2. Government Requirements, restrictions and laws. Control by the state in the field of promotion of workers, their wages and other indirectly pushes enterprises to create better evaluation systems.

3. The personal relationship of the appraiser to the employee. If the moral values ​​of the appraiser coincide with work ethic, his assessment can mean a lot. If this process is in bad hands, then the number of dismissals and refusals increases, it may decrease
and labor productivity: for a manager with a formal attitude to work, the evaluation of the effectiveness of someone else's work is also not of great importance.

4. Leader's work style. The manager can use the assessment received in various ways: honestly or dishonestly, in support or punishment, positively or negatively, and the assessment of performance can lead to
to completely different conclusions than it was supposed by its organizers.

5. Union actions. They also influence the assessment of labor productivity: they can both support and oppose this system.

There are the following main approaches to labor assessment:

1) score by result(for example, profit received). However, for complex, complex activities that affect many people, this approach is inadequate, since the problem arises of assessing the contribution of each to obtaining a result;

2) behavior assessment(according to the criteria related to the performed activity). However, it should be borne in mind that it is not so much behavior that is assessed as traits, therefore, special argumentation is required in the language of behavioral manifestations;

3) success ratings(according to indicators of scales reflecting behavioral measurements or measurements of traits). However, there is a danger of errors in generalization and generalization, when the estimates of some scales are unreasonably transferred to others. Examples of modified ratings are: a) behavior-oriented rating scales; b) behavior observation scales;

4) ranking procedures, making it possible to establish differences between a number of persons (according to one or a number of indicators). This approach can give reasonably reliable results for pairwise comparisons.

Evaluation of labor productivity is the function of the personnel manager. However, in some cases, other persons or bodies are involved in the assessment:

- Committee of several controllers. This approach has the advantage that it eliminates the bias that can result from one-manager evaluations.

- Colleagues of the assessed. Here it is required that they know the level of productivity of their colleague, trust each other and do not seek to win each other the opportunity to raise salaries and promotions.

- Subordinates of the appraised. This system was used by Exxon (for example, students evaluated the work of the dean's office).

- Someone not directly related
to the work situation. This approach is more costly than others and is used to evaluate an employee in some very important position, as well as to likely fight charges.
in prejudice.

- The worker himself using methods used by other evaluators. This approach is mostly used
for the purpose of developing skills of introspection among employees, rather than for evaluating the effectiveness of work.

Possible combination listed approaches : the controller's assessment can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues.

FEDERAL AGENCY FOR EDUCATION OF THE RUSSIAN FEDERATION

State educational institution of higher professional education

"TYUMEN STATE OIL AND GAS UNIVERSITY"

INSTITUTE OF OIL AND GAS

Department of Economics, Organizations

and production management

COURSE PROJECT

discipline: "Management"

on the topic: Staff performance

Made by a student of the EUM-06 group

Musikhina Ya.V.

Scientific adviser: Cheimetova V.A.

Tyumen, 2009

Lead 3

1. Labor productivity as a regulator of personnel competence management 5

2. Measuring the performance of management personnel 9

2.1 Factors of managerial performance

and specialists 9

2.2 Criteria for evaluating performance 11

2.3 Methods for assessing labor productivity

management employees 13

3. Evaluation of labor productivity of management personnel at 18

Conclusion 29

References 30

INTRODUCTION

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.

Currently, human resources are given increasing attention. If earlier the personnel service was represented by the personnel department, the main functions of which were personnel accounting, control over compliance with labor laws and document management, then at present personnel work is aimed at the formation of efficient and effectively functioning personnel.

To achieve this goal, various methods and procedures specific to different stages of the development of the organization can be used. But almost no direction personnel work in one way or another, it cannot do without assessing the effectiveness of the work of personnel. Personnel assessment procedures are the basis for many specific aspects of personnel work. In particular: when applying for a job - it is necessary to assess the degree of readiness of the candidate to work in the position, to determine the presence or absence of the qualities necessary for successful work; when promoting - it is necessary to assess how prepared he is to perform new functions; when preparing training - it is necessary to assess the level of professional competence, to identify a list of knowledge, skills that need to be mastered; when developing a remuneration system - it is necessary to evaluate the employee in order to determine the amount of bonuses and compensations; in case of reduction or dismissal - it is necessary to assess the prospects and give the dismissed employee guidelines and recommendations where he could be more successful, perhaps help him choose a retraining program, etc.

The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees do not perform their production duties in the same way. However, in order to carry out this differentiation, it is necessary to have a unified system for evaluating the effectiveness of each employee's performance of their job functions.

thus, the assessment of the effectiveness of the work of personnel is an integral element of the functioning of the organization. It permeates the entire personnel management system - recruitment, selection and placement of personnel, professional development of personnel (training of the personnel reserve, career development, training), motivation of activity. Evaluation of personnel performance is necessary during reorganization, it allows you to identify how each employee is able to adapt to new working conditions, select the most suitable candidates and leave them in the new organization. Evaluation is needed to make an informed decision on the reduction and dismissal of an employee. Thus, the evaluation of the effectiveness of the work of personnel permeates the entire system of personnel work.

1. Labor productivity as a regulator of personnel competence management

IN market conditions the efficiency of economic activity to a large extent depends on the quality of the work of the personnel management service, the effectiveness of their decisions. Therefore, it is difficult to overestimate the importance of a timely, objective, comprehensive analysis of the activities of the personnel management service. Such an analysis can provide the necessary information for fundamental changes in the nature and efficiency of any enterprise.

The effectiveness of the organization as a whole depends on the level of internal efficiency, i.e. on how “the right things are created correctly”. An internally effective organization rationally uses all types of resources, including labor resources. At the same time, products or services are produced at minimal cost and with high quality. Therefore, effective management of the organization is possible only if there is an effective management system. In order to assess the level of efficiency, a thorough analysis of the system is necessary.

Evaluation of labor productivity- one of the functions of personnel management, aimed at determining the level of efficiency of work performed by a manager or specialist. It characterizes their ability to directly influence the activities of any production or management link (organization).

Of course, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees. Further, the results of the assessment must be kept confidential, i.e. known only to the employee, his manager, the human resources department. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing the corrective action plan. The acceptance by staff of the evaluation system and their active participation in the evaluation process is also a condition for its effective functioning.

Evaluation of the performance of each employee is aimed at determining the level of efficiency of his work. It characterizes their ability to directly influence the activities of any structural unit of the organization. The result of an employee's work can affect the achievement of the goal of a unit or organization as a whole. Evaluation of personnel performance has the following objectives:

improving the efficiency of personnel work;

appointment of adequate remuneration for the work of staff;

making a decision * related to the employee's career.

In the practice of domestic enterprises, the problem of an adequate and accurate assessment of the work of an individual employee still remains unresolved. This means that the models labor relations and management of the human factor should be seriously reformed in the direction of a significantly better (by an order of magnitude) use of human creativity.

The creative abilities of a person are manifested through his competence, which is the central concept of the entire concept of personnel management *.

Competence- this is a rational combination of abilities, personal qualities and motivation of the company's personnel, considered in the time interval (Fig. 1).

Assessing the competence of personnel, we evaluate in the most general form:

personnel abilities (level of education, amount of knowledge, professional skills, work experience in a certain field, etc.);

personal properties (initiativity, sociability, reliability, etc.);

motivation (a range of professional and personal interests, the desire to make a career, etc.).

Personnel competence is a very dynamic and developing category. It can be significantly increased through continuous training, self-education, hiring workers from outside, and especially motivation. Therefore, the tasks of personnel management are to optimize the effectiveness of its actions, which depends on competence and motivation.

This leads to the conclusion that in order to increase the efficiency of the company, it is necessary, firstly, to develop the competence of each employee and, secondly, to improve the forms of labor motivation. The development of competence can be carried out both through professional education organized by firms and through self-education of the employee. In this regard, the desire of many firms to invest huge amounts of money in vocational training, quality circles, staff rotation, foreign internships, etc., becomes understandable.

Competence management can take place both at the firm level and at the individual level. At the level of the individual, competence management carried out in the following sequence:

the employee evaluates his competence in comparison with the requirements of the position held;

activates the knowledge and skills acquired by him in case of non-compliance with their requirements of the position;

decides on the need for additional training if these skills do not bring the employee to the level of compliance with the requirements of the position.

Competence management at the firm level is carried out by special workers and provides for:

assessment of the company's needs for personnel in accordance with the goals and objectives of the company;

assessment of the level of competence of employees;

comparison of available and required resources according to the level of competence;

making decisions to ensure the matching of available and required resources (through training employees or attracting workers from the labor market).

2. Measuring the performance of management personnel

2.1 Factors of labor productivity of managers and specialists

The indicators of the final results of labor of employees of the administrative apparatus, as well as its content, are influenced by a combination of various factors(Table 1). Accounting for these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, because increases the degree of validity, objectivity and reliability of assessment conclusions.

KAZAN FINANCIAL AND ECONOMIC INSTITUTE

Test for personnel management

Evaluation of the effectiveness of the work of personnel.

1. Goals and principles of business assessment of personnel.

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.

The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees do not perform their production duties in the same way - in any organization or department there are leaders, outsiders and middle peasants. However, in order to make this distinction, it is necessary to have single system evaluating the effectiveness of each employee's fulfillment of their official functions. Such a system improves the efficiency of management by human resourses organizations through:

positive impact on employee motivation. Feedback It has a beneficial effect on the motivation of employees, allows them to adjust their behavior in the workplace, and achieve increased productivity.

· planning of vocational training. Personnel assessment makes it possible to identify gaps in the competencies of each employee and provide for measures to eliminate them.

professional development and career planning. Employee evaluation reveals their strengths and weaknesses professional quality, which allows you to carefully prepare individual development plans and effectively plan your career.

Making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the management of the organization with the information necessary to make informed decisions on salary increases (remuneration the best employees has a motivating effect on them and their colleagues), promotion or dismissal. Upon dismissal, the availability of documented data on the systematic unsatisfactory performance by the dismissed employee of his official duties greatly facilitates the position of the organization in the event of litigation.

The benefits mentioned above do not automatically come to the organization at the time of the implementation of the assessment system. They are implemented when a number of additional conditions are met. Firstly, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees. Second, the evaluation results must be kept confidential, i.e. known only to the employee, his manager, the human resources department. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing the corrective action plan. The acceptance by staff of the evaluation system and their active participation in the evaluation process is also a condition for its effective functioning.

It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and understandability, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages. However, the system of periodic personnel appraisal is by far the most common.

2. Methods for assessing the effectiveness of personnel work.

Certification methods (in which employees are evaluated by the immediate supervisor) are traditional for most modern companies. They are effective in large hierarchical organizations operating in a fairly stable environment. external environment. At the same time, these methods have a number of shortcomings that make them inadequate for today's dynamic companies that operate in a globally competitive environment. Traditional methods:

· focused on the individual employee, evaluating him outside the organizational context. An employee of a unit that has failed a strategically important project can receive the highest certification mark.

are based solely on the assessment of the employee by the manager. In fact, the leader is in the position of "king and god" in relation to the subordinate - he determines his tasks, controls and evaluates at the end of the year. The opinion of other counterparties of the certified person is completely ignored - colleagues in the organization, subordinates, managers high level, customers, suppliers.

· focused on the past (on the results achieved) and do not take into account the long-term prospects for the development of the organization and the employee.

The dissatisfaction of many organizations with traditional evaluation methods has prompted them to start active search new approaches to personnel assessment that are more in line with today's realities. There are several directions in the development of non-traditional methods. Firstly, the new evaluation methods consider the working group (division, team, temporary team) as the main unit of the organization, focus on the assessment of the employee by his colleagues and the ability to work in a group. For example, some companies that widely use the method of project temporary teams carry out certification of its members at the end of the project, and not regularly at certain periods of time (once a year). Secondly, the assessment of the individual employee and the working group is made taking into account the results of the entire organization. Thirdly, it is not only (and in many cases not so much) the successful performance of today's functions that is taken into account, but the ability to develop professionally and master new professions and skills. An American aerospace company evaluates (and promotes) its employees wages) based on an assessment of the degree of mastery of new specialties and methods of work.

Non-traditional certification methods began to spread quite recently - 10-15 years ago, so they are still often called experimental. Nevertheless, some of them have already found wide application and have firmly established themselves as the "standard" methods for assessing the personnel of many companies. These methods certainly include "360° CERTIFICATION".

With "360° appraisal" an employee is evaluated by his manager, his colleagues and his subordinates. Specific evaluation mechanisms may be different (all assessors fill out the same assessment form, each category fills out a special form, assessment by colleagues and subordinates is carried out using a computer, etc.), but the essence of this method is clearly reflected in its name, namely - obtaining a comprehensive assessment of the employee.

Non-traditional methods of certification allow to overcome the inherent traditional system shortcomings, but their use can also create certain problems for the organization. First of all, the expansion of the composition of employees evaluating the person being certified can cause a number of conflicts between him and his colleagues or subordinates related to the objectivity of the assessment and the perception of this assessment as objective by the person being certified. A shift in emphasis towards potential, which is quite difficult to assess and, most importantly, explain to the person being evaluated, can also become a source of resentment and conflict. Therefore, new methods of certification should be carefully thought out by specialists and well understood by all other employees of the organization.

psychological assessment methods are a kind of non-traditional assessment methods. With the help of special tests, interviews, exercises, professional psychologists assess the presence and degree of development of certain characteristics in an employee. Unlike traditional certification, it is not the results (performance in the position held) that are evaluated, but the potential of the employee. Psychological methods make it possible to achieve a high degree of accuracy and detail in the assessment, but the significant costs associated with the need to involve professional psychologists limit the scope of their application. IN modern organizations these methods are mainly used to identify employees with leadership potential - future leaders. Large companies create special programs for assessing the potential of their employees with the help of psychological methods called the Capacity Assessment Centers

Organizations periodically evaluate their employees to improve their performance and identify professional development needs. Regular and systematic assessment of personnel has a positive effect on the motivation of employees, their professional development and growth. At the same time, evaluation results are an important element of human resource management, as they provide an opportunity to make informed decisions regarding remuneration, promotion, dismissal and development of employees.

The choice of personnel assessment methods for each specific organization is a unique challenge that only the management of the organization itself can solve, possibly with the help of professional consultants. As well as the compensation system, the certification system should take into account and reflect a number of factors - the strategic goals of the organization, the state of the external environment, organizational culture and the structure and characteristics of the labor force employed in it. In stable organizations with a stable hierarchical structure, as a rule, traditional methods of evaluation can be used effectively; for dynamic organizations operating in a changing environment, non-traditional methods are more suitable. When choosing an Attestation system, it is necessary to pay special attention to its compliance with other personnel management systems - compensation, career planning, vocational training, in order to achieve a synergistic effect and avoid conflicts and contradictions.