【精读组织】绩效管理之目标设定
理论来源/版权归属
<Organization Development & Change> Thomas G. Cummings Christopher G. Worley
灰姑娘的故事3《组织发展学 原理与应用》 加里·麦克莱恩（著）
<Human Resource Interventions 人力资源干预措施>方向板
1. Performance Management 绩效管理
1.1 A Model of Performance Management 绩效管理模型
1.2 Goal Setting 目标设定
1.3 Performance Appraisal 绩效评价
1.4 Reward Systems 奖励机制
2. Talent Management 人才管理国家税务总局四川省税务局
咱们班
鱼香豆腐
2.1 Coaching and Mentoring 教练与辅导
2.2 Management and Leadership Development Interventions 管理与领导力发展
2.3 Career Planning and Development Interventions 职业规划与发展
3. Workforce Diversity and Wellness劳动力多样性和健康
3.1 Workforce Diversity Interventions 劳动力多样性
3.2 Employee Stress and Wellness Interventions 员工压力和健康干预
1.2 Goal Setting 目标设定
星期二的英语单词Goal tting involves managers and subordinates in jointly establishing and clarifying employee goals. In some cas, such as management by objectives, it also can facilitate employee counling and support. In other cas, such as the balanced scorecard, it generates goals in veral defined categories, at different organizational levels, to establish clear linkages with business strategy. The process of establishing challenging g
oals involves managing the level of participation and goal difficulty. Once goals have been established, the way they are measured is an important determinant of member performance. 目标设定包括管理者和下属共同制定和明确员工目标。在某些情况下例如目标管理，它还可以促进员工咨询和支持。在其他情况下，如平衡计分卡，它会在不同的组织级别上生成多个定义类别的目标，与业务战略建立明确的联系。制定具有挑战性目标的过程包括管理参与程度和目标难度。一旦制定了目标，衡量目标的方式是成员绩效的重要决定因素。
Goal tting can affect performance in veral ways. It influences what people think and do by focusing their behavior in the direction of the goals, rather than elwhere. Goals can energize behavior, motivating people to put forth the effort to reach difficult goals that are accepted, and when goals are difficult but achievable, goal tting prompts persistence over time. Goal-tting process and interventions to improve them are common and have been implemented in most organizations. 目标设定可以通过多种方式影响绩效。它通过将人们的行为集中在目标的方向上而不是其他地方来影响人们的想法和行为。目标可以激励人们的行为，激励人们努力实现被接受的困难目标，当目标困难但可
以实现时，目标设定会随着时间的推移激发毅力。目标设定过程和改善这些过程的干预措施很常见，并且已经在大多数组织中实施。
1-2-a Characteristics of Goal Setting 目标设定的特点
An impressive amount of rearch underlies goal-tting interventions and practices; it has revealed that goal tting works equally well in both individual and group ttings. This rearch has identified two major process that affect positive outcomes: establishment of challenging goals and clarification of goal measurement. 大量的研究是目标设定干预和实践的基础；研究表明，目标设定在个人和团体环境中都同样有效。这项研究确定了影响积极结果的两个主要过程：建立具有挑战性的目标和明确目标衡量。
Establishing Challenging Goals 制定挑战性目标
The first element of goal tting concerns establishing goals that are perceived as challenging but realistic and to which there is a high level of commitment. This can be accomplished by varying the goal difficulty and the level of employee participation in the g
oal-tting process. Increasing the difficulty of employee goals, also known as “stretch goals,” can increa their perceived challenge and enhance the amount of effort expended to achieve them. Thus, more difficult goals tend to lead to incread effort and performance, as long as they are en as feasible. If goals are t too high, however, they can lo their motivating potential and could even lead to unethical behavior. One frequent method for increasing the acceptance of a challenging goal is to collect benchmarks or best-practice referents. When employees e that other people, groups, or organizations have achieved a specified level of performance, they are more motivated to achieve that level themlves. 目标设定的第一个要素是建立被视为具有挑战性但现实的目标，并对其做出高度承诺。这可以通过改变目标难度和员工在目标设定过程中的参与程度来实现。增加员工目标（也称为“延伸目标”）的难度，可以增加他们对挑战的感知，并增加为实现这些目标所付出的努力。因此，更困难的目标往往会导致更大的努力和表现，只要它们被认为是可行的。然而，如果目标设定得太高，他们可能会失去激励潜力，甚至可能导致不道德的行为。提高挑战性目标接受度的一种常见方法是收集基准或最佳实践参考。当员工看到其他人、团体或组织已经达到特定的绩效水平时，他们会更有动力自己达到该水平。
Another aspect of establishing challenging goals is to vary the amount of participation in the goal-tting process. Having employees participate can increa motivation and performance, but only to the extent that members t higher goals than tho typically assigned to them. Participation also can convince employees that the goals are achievable and can increa their commitment to achieving them. 制定具有挑战性的目标的另一个方面是改变目标设定过程中的参与程度。让员工参与可以提高动机和绩效，但前提是成员设定的目标高于通常分配给他们的目标。参与还可以让员工相信这些目标是可以实现的，并增强他们实现这些目标的决心。
PKB
All three contextual factors play an important role in establishing challenging goals. First, there must be a clear “line of sight” between the business strategy goals and the goals established for individuals or groups. This is a key strength of the balanced scorecard approach to goal tting. When the group is trying to achieve goals that are not aligned with the business strategy, performance can suffer and organization members can become frustrated. Second, employee participation in goal tting is more likely to be effective if employee involvement policies in the organization support it. Under such condi
是的英语怎么写
tions, participation in goal tting is likely to be en as legitimate, resulting in the desired commitment to challenging goals. Third, when tasks are highly interdependent and work is designed for groups, group-oriented participative goal tting tends to increa commitment. 三个背景因素在制定具有挑战性的目标时都起着重要作用。首先，在业务战略目标和为个人或团体制定的目标之间必须有一条清晰的“视线”。这是平衡计分卡目标设定方法的关键优势。当团队试图实现与业务战略不一致的目标时，绩效可能会受到影响，组织成员可能会感到沮丧。第二，如果组织中的员工参与政策支持，那么员工参与目标设定更有可能有效。在这种情况下，参与目标设定很可能被视为合法，从而产生对挑战性目标的理想承诺。第三，当任务高度相互依赖且工作是为团队设计的时，以团队为导向的参与性目标设定往往会增加承诺。
Clarifying Goal Measurement 明确目标如何衡量
The cond element in the goal-tting process involves specifying and clarifying the goals. When given specific goals, workers perform higher than when they are simply told to “do their best” or when they receive no guidance at all. Specific goals reduce ambiguity
about expectations and focus the arch for appropriate behaviors. 目标设定过程中的第二个要素涉及界定和澄清目标。当设定特定目标时，员工的表现要比仅仅被告知“尽最大努力”或根本没有得到指导时更高。具体的目标可以减少预期的模糊性，并集中精力寻找合适的行为。
To clarify goal measurement, objectives should be operationally defined. For example, a group of employees may agree to increa productivity by 5%—a challenging and specific goal. But there are a variety of ways to measure productivity, and it is important to define the goal operationally to be sure that the measure can be influenced by employee or group behaviors. For example, a productivity goal defined by sales per employee may be inappropriate for a manufacturing group. 为明确目标衡量，应在操作上定义目标。例如，一组员工可能会同意将生产率提高5%—这是一个具有挑战性的具体目标。但是，衡量生产力的方法有很多种，从操作上定义目标非常重要，以确保衡量指标会受到员工或群体行为的影响。例如，由每位员工的销售额定义的生产率目标可能不适合制造业集团。
