Employee Performance Evaluation and Management: A Practical Handbook to Maximize Organizational Performance Through Human Effort

Author: (English) Kahn
Publisher:
Publishing Time: 2005-09-01
Features: When I wrote this book in September 1999, I conducted a search on the Amazon website using the keyword "performance evaluation." It generated 70 matching results with the term "performance evaluation," and 29 results with the term "business performance evaluation." However, when I used the term "employee performance evaluation," no matching results were found. Why is this? Is it because people are not interested in the topic of "employee performance evaluation," or is it because it is a very new topic? My guess is that this situation is due to a combination of lack of interest and the presence of difficulties. The lack of interest is probably because most organizations believe they have already done a good job evaluating employee performance. Additionally, managing employees is not something everyone enjoys. If you ask a CEO how they plan to achieve significant competitive advantages or make major improvements in their business, I really don't know what their first reaction would be. Assuming they are not just busy surviving, would they quickly develop many new products? Or would they invest heavily in new equipment, new technologies, and e-commerce? Would they focus on global expansion or another cost reduction plan? Perhaps one popular method is strategic acquisition and mergers? All of these are obvious and simple ideas, although implementing them may not be as easy. There is one answer you are unlikely to hear, but it is a serious attempt to maximize the added value of the people in the organization. In my view, this is a unique and genuine opportunity for organizational growth. Clearly, all the improvement strategies mentioned above require organizations to mobilize their human resources to achieve their strategies, but this is different from specifically emphasizing employee performance and increasing value. In some organizations, many major changes aimed at gradual improvement have had the opposite effect. For example, in the case of index growth in outsourcing operations, the conditions that ensure the successful implementation of the main tasks are seen as technical rather than human, which oversimplifies the task. As a result, when you call to ask for insurance quotes, the other party finds it difficult to judge and has to input your detailed information into a database, leaving the computer to make the judgment. I even believe that in general, CEOs tend to resort to binding the power of their employees as a last resort, despite their public statements to the contrary. Some employees may be difficult to deal with, but they have their own interests just like their employers (why not?). Additionally, although we no longer suffer as much harm from union abuses as we used to, people have many other ways to resist change, especially due to competition and long-term pressure, where some changes provoke unions to resist. All of this makes managing employee performance a particularly worrying matter. Therefore, I am convinced that if possible, some financial directors would rather manage the business themselves without employees. Generally speaking, most CEOs rely on their market or potential market as the source of future growth. And indeed, anyone with a basic understanding of business knows this is the way to do business. Today, even