如何写绩效管理类的assignment？

以下提供一篇绩效管理类assignment范文给大家参考：

1. Introduction介绍

腾讯成立于1998年，是中国最大的互联网综合服务提供商之一。同时也是中国网民数量最多的互联网企业之一。业务范围涵盖社交、支付、娱乐、新闻、工具、平台等六个主要部分。QQ、微信、腾讯游戏是其著名的产品和服务。此外，自2014年以来，腾讯的就业规模已超过3万人。腾讯的使命和愿景是成为中国最受欢迎的互联网企业，通过互联网服务提高人们的生活质量。此外，腾讯的企业战略是，一切都是以用户的价值为基础，以卓越的产品和服务不断满足用户的需求。腾讯致力于长远发展，绝对不会因为商业利益而损害用户的价值。它注重与用户的情感交流，尊重用户的情感，与用户一起成长。在行业和部门方面，腾讯主要有六个部门，分别是业务发展部、互动娱乐部、移动互联网部、网络媒体部、社交网络部和技术工程部（张，2016）。本文分别对腾讯的绩效考核、奖励政策和人才管理进行了详细的介绍、评价和建议。

Tencent, which was founded in 1998, is one of the biggest providers of comprehensive services of internetin China. It is also one of the internet enterprises that has the biggest amount of users in China. Its business scope covers six main parts, such as social intercourse, payment, entertainment, news, tools and platform. QQ, wechat and Tencent Games are its famous products and services. Besides, the employment size of Tencent has been over thirty thousand since 2014. The mission and vision of Tencent is to become the most popular internet enterprise in China and improve the quality of human life through internet services. Moreover, the corporate strategies of Tencent is that everything is based on the value of the user andcontinuously meet their needs with excellent products and services. Tencent is devoted to the long-term development and definitely refuse to do harm to the value of users due to the commercial interests. It focuses on the emotional communication with users, respect to their feelings and keep growing up with users. In terms of industry and sector, there are six main departments in Tencent, which are Business Development Department,Interactive Entertainment Department, Mobile Internet Department, Network Media Department, Social Network Department and Technical Engineering Department (Zhang, 2016). In this essay, the performance appraisal, reward polices and talent management of Tencent are introduced, evaluated and given advice in detail separately. 

 

2. The Performance Appraisal and Reward Polices 绩效考核与奖励政策

腾讯的主要绩效评估方法采用了图形评分量表，该量表显示了公司所需的一系列绩效组成部分和一系列绩效值（从不满意到优秀）（Gomez-Meja，2016年）。在评价过程中，首先要确定每个下属员工从每个评价因素中得到的最适合的得分。然后，计算方法是将每个员工在每个组成部分的所有分数相加，所得值为其绩效考核的最终结果（Azzone&Palermo，2011）。

腾讯采取的主要奖励政策是基本工资和一些福利。例如，基本工资、加班费、年度奖金、养老金、奖金和带薪休假都包括在内。除此之外，腾讯还采用了一些或有或有或有变动的薪酬方式，如绩效相关薪酬，为优秀员工提供更灵活的奖励，鼓励他们更加努力地工作。例如，如果腾讯的软件工程师能够为客户解决一个大的技术问题，为整个项目做出巨大的贡献，这一点已经得到了客户和公司高层的授权，他可以享受到与业绩相关的特殊报酬。

The main performance appraisal method Tencent has adoptedisGraphic Rating Scale, which demonstrates a series of the desired performance components of the organization and a range of performance values (from unsatisfactory to outstanding) (Gomez‐Mejia, 2016). During the evaluation process, the most suitable score from each of the evaluation factors should be identified for each subordinate employee at first. Then the calculation method is to sum up all the scores of each employees in each component and the obtained value is the final result of his performance appraisal (Azzone & Palermo, 2011). 

The main reward policies Tencent has adopted are base pay as well as some benefits. For example, basic wage, over-time work payment, annual bonuses, pensions, merit and paid leave are all covered. Besides, some contingent or Variable pay method, such asperformance-related pay is also involved in Tencent to offer excellent employees with more flexible awards and encourage them to work harder. For example, if a software engineer in Tencent can solve a big technical problemfor customers and make great contribution to the whole project, which has been authorized by both of the customer and company high level, he can enjoy special performance-related pay.

 

3. Existing Problems of the Practices 

In terms of Graphic Rating Scaleappraisal, although currently it has been widely used in most of the enterprises in the world, it still has plenty of problems which cannot be ignored. Firstly, the evaluation standards of this method is not clear enough. The words used in the Graphic Rating Scale is often something like “good”, “fair” or “outstanding”, which do not have precise and accurate meaning, so the results generated are likely to be too subjective. Besides, it can only provide the results of the evaluation but cannot give any solution to the problem existing.Moreover, there can be some bias existing in this evaluation system, because characteristics can affect rating a lot, such as stereotypes and selective attention. Besides, halo effect, central tendency and leniency or strictness also probably exist in this appraisal method. 

While for reward polices, from my own perspective, financial part is quite brilliant while the non-financial rewards still need to be improved. Nowadays, many people, especial those young employees, they care more about non-financial awards, except the actual payment they get, they pay more attention to personal growth and work-life balance, which Tencent now are still lacking in. 

 

4. Proposals and Recommendations

One of the most significant way to improve the performance appraisalof Tencent is to combine multiple appraisal method together to provide a more comprehensive and reasonable evaluation system. For example, forced distribution appraisal method can be added to avoid too many employees are rated a four or higher on a five point scale, which can improve the precision and accuracy of the performance appraisal (Levy & Williams, 2004). Moreover, behaviour-anchored rating scales is a upgraded version of normal Graphic Rating Scale appraisal, which divides the rates into smaller elements and offer more detailed and explicit explanation of each level (Miller & Cardy, 2000). 

The way to improve non-financial awards includes many aspects. Firstly, the working environment is one of the most significant parts. Relaxing and comfortable organizational atmosphere is very attractive. Try to developsimple and enjoyable interpersonal relationship so that people working here are friends for each other rather than only colleagues. Besides, there are many other excellent non-financial rewards policies that can be added into the reward policies of Tencent, such as journey plan provided for free or low price, reasonable team development and flexible vacation system. All these policies can provide great concerns and benefits for its employees and encourage them to work harder.

 

5. Talent ManagementPolicies 

In modern society, talent management is quite an important job, which Tencent is always paying great attention to, because of the fierce market competition. Talent is the most precious wealth for every enterprise (Farndale & Sparrow, 2010). During the process of recruitment and selection, the interview process is professional and strict, the direct leader, working partner as well as even customers are involved to find out the ideal employees. In particular, Tencent is a “young” enterprise because the average age of its employees are only 29 years old. Thus, Tencent greatly focuses on training and developing new employees. The talent with potential are introduced to the mentorship program, rotation training and guidance plan, which can help them grow up as fast as possible. Besides, some simple learning material are also provided by Tencent to help employees improve themselves rapidly. In terms of talent retention, Tencent allows some old employees who feel tired of their current job to apply for new positions in other departments. As long as they can be accepted by the new department he has ever applied, their origin department must approve this job relocation.  

 

6. Evaluation of the Talent Management Policies

In terms of the recruitment and selection process, this two-way selection method that involving a large range of people can comprehensively understand the knowledge structure, working background, elaborative faculty, all-round qualities and personal potentials of the interviewees in order to find out the best employees. In Tencent, the head of the group and chief human resources officer must take part in the interview process of over middle-level cadres, which reflects the great respects to the talents. 

The training methods for potential talents, which are introduced in the last section, provides a good developing path for the young. Those talents selected as reserve cadresare provided with specific training plan to help them improve themselves rapidly. Then a win-win situation, where both individuals and Tencent can get great benefit, are generated. Talents get clear promotion channel as well as the great opportunity to develop themselves thanks to this special cultivation. In turn Tencent acquires a great amount of talents at any time. The employee satisfaction survey is conducted by HR department half a year to test the effectiveness of the training plan, which has positive effect on how to make the training plan better. #p#分页标题#e#

Flexible job relocation policy helps Tencent keep many excellent talents. Thanks to this method, the problem of the brain drain has been solved greatly. Compared with looking for another suitable and satisfying job, which can be quite difficult and exhausted, obviously talents prefer to choose to work in a new department in Tencent when they feel tired of their current working content or anxious about trying new things. In Tencent, around sixty percent of employees are acquired in this way. And its biggest advantage is to give full scope to the talents as well as talents retention. 

 

References

Azzone, G., & Palermo, T. (2011). Adopting performance appraisal and reward systems. Journal of Organizational Change Management,24(1), 90-111.

Farndale, E., Scullion, H., & Sparrow, P. (2010). The role of the corporate hr function in global talent management. Journal of World Business,45(2), 161-168.

Gomez‐Mejia, L. R. (2016). Increasing productivity: performance appraisal and reward systems. Personnel Review,19(2), 21-26.

Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal: a review and framework for the future. Journal of Management,30(6), 881-905.

Mcdonnell, A., Lamare, R., Gunnigle, P., & Lavelle, J. (2010). Developing tomorrow's leaders—evidence of global talent management in multinational enterprises. Journal of World Business,45(2), 150-160.

Miller, J. S., & Cardy, R. L. (2000). Self-monitoring and performance appraisal: rating outcomes in project teams. Journal of Organizational Behavior,21(6), 609–626.

Stahl, G. K., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., & Stiles, P., et al. (2012). Six principles of effective global talent management. Mit Sloan Management Review,53(2), 566-585.

Tarique, I., & Schuler, R. S. (2010). Global talent management: literature review, integrative framework, and suggestions for further research. Journal of World Business,45(2), 122-133.

Vaiman, V., Scullion, H., & Collings, D. (2012). Talent management decision making. Management Decision,50(5), 925-941.

Zhang, X. N., School, M., & University, L. N. (2016). A study on the organizational characteristics of the corporate system for continuous innovation——a case of tencent inc. Technology & Innovation Management.