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<>全部作者：樊宁第1作者单位：北京邮电大学电信工程学院论文摘要：本文介绍了基于肤色的人脸检测算法的原理与系统构成。
实验采用了Anil K.Jain等人在YCbCr色彩空间上所建立的肤色模型，根据其在色度平面上的聚类结果，对待检图像进行肤色分割。
此外提出在肤色分割前对图像光度进行高频提升滤波预处理步骤。
该举有效摒除了与皮肤色泽相近的背景物体的干扰，加强了肤色分割效果，提高了最终的检测准确率。
关键词：肤色分割；人脸检测算法；高频提升滤波(浏览全文)发表日期：2008年01月11日同行评议：本文主要贡献在于：在肤色分割前对光度进行了滤波预处理，该步骤可以提高最终的检测准确率。
文章表述较为清晰，但在实验部分建议以下修改：1）经滤波后图像检测的准确度为93.7%，那么未经预处理的图像检测的准确度为多少？虽然从视觉上，图1和图2在分割效果上存在着较大的差异，但通过ababoost算法进行检测，是不是仍然存在较大的差异？2）图1和图2应该改为彩色显示。
文中说图1中的红色砖墙背景在图2中被清除。
1个疑问是为什么红色砖墙会被误识为人脸，在训练时，人脸的采样中是否存在红色样本？还是由于光照的影响导致的结果，但是文中说明训练样本为自然光线下获取。
3）实验样本来源如何？有没有考虑到人脸色彩在不同种族上的差异。
另外训练样本是如何获取的？也是HHI中的137图像吗？另外测试样本和训练样本有没有存在重叠？4）文章中说8幅漏检的图像均为倾角70度以上的侧面人脸，那么漏检的原因是不是因为adaboost算法的局限性？还是由于分割算法的问题？因为根据颜色进行分割的算法应该和人脸的角度没有关系的。
希望能够增加漏检的图像样本，作为图例。
5）文章所有的参考文献都为2002年及之前，建议加入近几年国内外最新的研究工作综述，并且建议同至少1个近3年内该领域的分割算法进行实验效果比较，以增强算法的说服力。
综合评价：修改稿：注：同行评议是由特聘的同行专家给出的评审意见，综合评价是综合专家对论文各要素的评议得出的数值，以1至5颗星显示。
Performance evaluation of new product development from a company perspectiveHelen DrivaCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Kulwant S.PawarCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Unny MenonCal Poly State University,IME Department,San Luis Obispo,California,USAIntroduction Performance measurement is an essential element of effective planning and control.However,the degree of effectiveness of anycontrol strategy will depend on the adequacy of the metrics deployed.Historically,accounting-based measures have been relied on for a wide range of managerial monitoringof organizational performance.However,they are generally less than satisfactory for some organizational activities like new product development (NPD).This paper presents the longitudinal case study results which formed an important part of a larger research project,which examinedperformance measurement for NPD,using a triangulation of survey results from industry and academia,including longitudinalvalidation using in-depth case analysis at UKsites of multi-national firms.The focus of this paper is only on the case studies at tencompanies,which was one key component of the research.Full details of the entire project are available in Driva (1997).The structure of this paper includes an introduction to performance measurement from a NPD perspective,a review of state-of-the-art evident in contemporary literature,and an outline of current practice based on a survey of multinational firms.This isfollowed by a detailed discussion of the findings,with concise insights into ten company-based studies which provide a realistic basis for validation and forming general guidelines on the topic of performance measurement realities.Measuring performancePerformance measurement has been anessential element of management control for many years,but up until recently,the only measures consistently made were forfinancial records.It is generally agreed that financial performance measures are most useful at higher levels of management where they can reflect the success of strategies.According to Johnson (1992),relevance was lost between the 1950s and 1980s whenmanagement used cost accounting to drive marketing strategies and control operations.This view is backed up by Dixon et al .(1990)who consider that ``cost-based measures are inconsistent with the new emphasis on quality,JIT and using manufacturing as a competitive weapon''.Activity based costing (ABC)was initially hailed as the answer to all the problems of accounting systems.It is now widely agreed that ABC should be used as a tool for decision making rather than as a replacement for an existing cost accounting system.Financial measures alone cannot adequately reflect factors such as quality,customer satisfaction and employee motivation.By linking development,operational and financial measures,more meaningful ±and directly useful ±results can be obtained.To date,insufficient attention has been directed linking these measures.Activity in the area of concurrentengineering and performance measurement has increased enormously in the last few years (Driva et al .,1999).Notable work here includes that by Gregory (1993),Crawford (1988),Hronec (1993),Globerson (1985)and Sink and Tuttle (1989).In particular,Globerson compiled a useful ``dos and don'ts''list in the design and development ofanThe current issue and full text archive of this journal is available at /ft[368]Integrated ManufacturingSystems12/5[2001]368±378#MCB University Press [ISSN 0957-6061]KeywordsNew product development,Case studies,Performance measurement,Management controlAbstractThe importance of performancemeasurement is generallyrecognized in the literature and by industry.However,the adequacyof metrics applicable to differentaspects of the organization doesnot appear to have been addressed.Provides fresh insight to fill some of the knowledge gapsin this area with particular focuson evaluating productdevelopment performance from a company perspective.Alsopresents insights gained from tencompany-based longitudinal casestudies,which formed one essential part of a much largerresearch project with details ofthe other aspects of the project in Driva.Received:April 1999Revised:January 2000Accepted:July 2000effective performance measurement system. He recommends that for measures to be successful they must be derived from strategy and relate to specific and realistic goals.One of the most comprehensive global investigations of product development and management practices has been in the automobile industry.The conclusions recorded by Clark and Fujimoto(1991)and by Womack et al.(1990)stated that the auto industry example has far-reaching implications that will touch all R&D manufacturing organisations.However,they stop short of proposing a system of performance measures.One of the first studies to focus specifically on NPD was carried out in Canada by Richardson and Gordon(1980).They surveyed15 manufacturing firms,following up with interviews and a study of case literature in manufacturing policy.From this they reported that the traditional performance measures used by these firms inhibit innovation,with the measures focusing on the plant as a whole rather than individual products.An examination of the strength of relationship between innovation and continued market prosperity was one of several projects on success in NPD and innovation that have been carried out by Professor Hart(1996)at Stirling University (Johne and Snelson,1990).She reported that NPD success is often derived from overall company performance,which can be misleading.Mahajan and Wind(1992)carried out one of the few surveys of tools,methods and``models''used for measuring NPD.The main aim of this research was to determine the role of new product``models''in supporting and improving the NPD process. Marketing activities before and after product development(i.e.detailed market study for market identification,positioning and strategy,pre-market volume forecast,market launch planning,etc.)were the main focus of that research.However,the study revealed that there was a low usage of``models''and methods(including focus groups,conjoint analysis,Delphi,QFD and product life cycle models)among the respondents.Our literature review indicates that performance measurement research to date has been confined primarily to financial metrics,with some recent developments for manufacturing metrics by Maskell(1991), some organizational(Neeley et al.,1995)and business measurement systems(Neeley,1998; Black et al.,1998).Some research has been carried out in product development but this has focused on complexity,success and failure aspects(Griffin and Page,1996)and on strategy aspects(Barczack,1995).Currently, more and more attention is paid to assessing the nature of the relationship between business performance,organizational intellectual capital and knowledge management(Hansen et al.,1999;Klein,1998; Svelby,1997).In summary,the literature review revealed that:.There appears to be a lack of cohesive methodology presently available forassessing performance during productdevelopment using concurrentengineering principles(applied on aconsistent rather than on an ad hoc basis). .Use of currently available tools and techniques to assist in controlling product development activities(such as QFD,balanced scorecard(Kaplan and Norton, 1992)and diagnostic tool(Dixon et al.,1990))is fragmented and only used in some limited parts of the product development process(their limited use was laterconfirmed in our company questionnaire results)..There has been an unclear distinction between``hard''and``soft''measures ofperformance or the implications of using them..Measures of performance in product design and development are primarilyinternal measures that focus oncomparing activities and processes toprevious operations and targets.Owing to the diverse nature of products,processes and customers,external benchmarking in this area is often inappropriate(benchmarking across companies in agroup may be an exception)..Some surveys were not backed up by case studies(e.g.Gupta and Wilemon,1996;Nichols et al.,1994)which preventedfollow through of the findings intopractical situations..There is no one set of measures that will remain definitive over time.Performance measures,as with the organization itself, should be flexible to change.Research methodologyA combination of qualitative and quantitative methods was required to allow for large scale and in-depth information to be collected.The data collection phase used a combination of historical information(a literature review,document analysis and meetings with industry and academics in this area),structured questioning(through postal questionnaires and interviews with academics and companies)and in-depth case[369]and Unny Menon Performance evaluation of new product development from a company perspectiveSystems12/5[2001]368±378studies (including observation,sitting in on meetings and content analysis of documents at company sites).Secondly,ten follow-up cases and an in-depth longitudinal case were carried out to clarify specific needs andproblems in performance measurement.The research process concluded with a synthesis to formulate a framework and a performance measurement tool to aid product design and development.A framework was developed (see Figure 1for a high level conceptual view)to assist firms in implementing performance measures for design and development in a manufacturing environment (Driva et al .,1999).This framework encapsulated the themes brought out by the data analysis.Industrial consultation on the applicability of the proposed framework was a central part ofthe process.Two in-depth industrial studies were carried out to test out the viability of the framework by running it through activities on a real product developmentproject.Actual project scenarios were used to test out the benefits and identify any possible drawbacks.This paper will focus only on the results of the follow-up longitudinal cases,comprising ten companies,in our research.These cases have provided invaluable supporting data to validate our overall research study in an empirical manner as well as providingspecific examples and issues which managers face when designing,developing andimplementing performance measures for NPD in manufacturing firms.Furtherinformation on all other findings from the entire research can be found in Driva (1997).Current practice and future plans in performance measurement:case results from industrial applications in UK multinationalsThis section presents the results from follow-up cases with ten respondents of the company questionnaire.Company profilesPostal questionnaires,while being a valuable source of information,can be open toambiguous interpretation.In order to gain a deeper understanding of answers given,a representative sample of the respondents was selected for interview.An important note to add at this stage is that all ten companies are part of multinational corporations.A profile of the interviewed UK multinational companies is shown in Table I.A two to three hour semi-structuredinterview was carried out in each of the ten companies.All interviewees were the same person at the host companies who responded to the questionnaire survey and all were middle to senior-level managers.Interviews were based around questionnaire responses,but also explored the company's experiences with performance measures for product design and development and their plans for the future.Two in-depth cases are included in this paper,with the remaining eight cases available in Driva (1997).All cases followed the same format;background and overview,with the measures currently used and those for future improvements.The data werecollected on the understanding that they are confidential and would be used only for research purposes.Therefore,company names have been disguised.Figure 1The overall framework for new productdevelopment[370]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Overview of resultsTables II-IV provide summaries of the results of our study.Table II highlights the popularity of brainstorming,CAD andprocess mapping.An interesting finding was that despite academics'general enthusiasm for QFD as observed during ourquestionnaire survey (Driva,1997),it is not widely used by the companies.Within the case study companies,only three had used it ``to some extent''.This was backed up in the wider questionnaire,with only 25per cent of respondents having used it.Another surprise was the lack of use of internal surveys to gauge staff opinion.This is a useful and relatively easy way to investigate a whole range of issues (including current policy and practices,change management,ideas for improvement,etc.).With the increasedemergence of electronic intranets,this task has been made even simpler.Internalfeedback currently seems to be collected on an ad hoc and/or informal basis,regardless of the size of the companies.Increasingly,firms are using process mapping and/orflowcharting to depict visibly how theyoperate.In terms of the product development process,process mapping is especially useful to identify where bottlenecks occur and hence where performance measures can help.In Figure 2we portray the modes of communication for some types ofperformance measures at our ten companies.Management of the measuresThe way in which the measures are managed,including who brought in performance measures,who reports and who deals with them is summarized in Table III.Allrespondents used cross-functional teams to varying extents and eight were ISO 9000accredited.Senior management accounted for nearly all introductions of performance measurement (90per cent).This was greater than for the questionnaire results (75per cent).With the exception of two firms (out of ten),measures were collected through a combination of automatically generated information (e.g.as part of the accounting system,ISO 9000procedures,etc.)and specially generated for design anddevelopment.This was also higher than the questionnaire average (66per cent).A variety of people were responsible for reporting the measures,ranging fromfinance,IT/MIS and individual departments but with project teams taking responsibility in the majority of cases (60per cent).Again,this was higher than the questionnaires (41per cent).Where they did differ from general opinion was in the introduction of more performance measures.Virtually all stages were mentioned by follow-up caserespondents,but their most popular answer was to introduce additional measures at the feasibility stage (40per cent).This contrasts with the questionnaire respondents who considered that the specification stage was where they were most needed.Table IProfiles of follow-up case companies Ref.No.of employees No.of NPD aNature of No.Sector Site wide D&D projects Interviewee position production 1Chemicals 20010070R&D manager Mass2Engineering 48,0002,500500Project manager Project/batch 3Food 300308Technical director Mass 4Clothing 240740-50Technical director Batch 5Ventilation 3001210-20Technical director Mass 6Automotive 185145255Program manager Mass 7Adhesives 901210Technical manager Batch 8Brewing>3008030+Technical manager Batch9Instrumentation 200204Industrial engineer Batch/mass 10Sports equipment40012100sProject managerBatch/massNote:a Number of new product development projects run at one time Use of tools and techniques Reference No.Tools/techniques 12345678910Total Brainstorming 10CAD,CAM,CAE8Concept testing with customers6Design for X6Fishbone analysis4FMEA3Internal surveys 3QFD3Process mapping/flowcharting7Value analysis6[371]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Types of performance measures usedThe questionnaire responses revealed that the most widespread measures among the ten companies were the monitoring of thenumber of projects completed per annum (80per cent),the number of field trials prior to production (80per cent),the actual versus target time for project completion (70per cent)and the number of new products released per annum (70per cent).Thepreferred frequency of reporting was almost evenly split between monthly and perproject.Scores of those measures used now are plotted along with those that will be used in future in Figures 3-5.They have been grouped into four categories;cost based (Figure 3),time based (Figure 4),quality/reliability based (Figure 5)and general measures (Figure 6)to aid presentation.The follow-up cases allowed theresearchers to determine the three mostimportant measures that are currently beingused in companies (Table IV)and those they would most like to introduce in the future.As these data are of a very qualitative nature,it was decided to present them as they were described,rather than forcing them into categories.This list clearly shows that time and cost are the most important measures ±as would be expected.What is surprising is the lack of quality measures in the top three.Is this because quality-related issues are toodifficult to measure or do the companies in this survey leave quality measures to the quality department?Perhaps there may be some other reason?This could provide an interesting starting point for further research.Performance measures:some notable opinions from the ten firmsAs with current usage of performance measures,differences existed in what wasManagement of the measurespany name (disguised)Who brought in performance measures?How are measures collected?a Who isresponsible for reporting measures?Who measures are visible to (i.e.who sees them)NPD stage where more measures would be most useful Have ISO 9000?Use of cross-functional teams?1Plastico Division IT managerSpecially formulatedCentrallymanaged by IT All senior and project managers Feasibility No Some of the time 2Global pany-wide task forceMixture Project/team based CEO,team,seniormanagement All stages Yes Some of the time 3Petproducts LtdCorporate-led directive as part of ISO 9000MixtureDepartment/finance based CEO,finance,seniormanagement SpecificationYesAll of the time4Seasonswear Plc Technicaldirector Mixture Project/team based Team,senior management,finance Prototyping and tooling Yes Some of the time 5Airvent LtdMDMixture Project/team basedAll;``anyone who asks''Specification Yes Some of the time6Autosystems Inc.MD Specially formulated Project/team basedAll Detailed design Yes All of the time 7GluecoMDMixture Department basedProject team and project managers FeasibilityYes Some of the time 8Brewmasters UK MDMixtureProject/teamand department based(depending on project)AllConcept design 9002All of the time9Weighdex MD Mixture Department based CEO and senior management Feasibility Yes Some of the time10SportscoProject managerMixtureProject/team basedAll managers Feasibility NoSome of the timeNote:a Some measures were automatically generated from existing reporting information and some were specially formulated,with time spent collecting them [372]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378required for future measures across the ten companies.At Plastico,where they have only recently introduced formal performancemeasurement,the technical manager stated:We currently have an ad hoc system,where people monitor their own project time but realistically the results are questionable.Basically,we would like to be able to manage this area more effectively.At Global Engineering Co.things are more advanced,with performance measures beingintegrated into the new product introduction process.The project manager states:We are not satisfied with the number of measures currently used,we need more measures of performance to addressefficiency of the process and ones to giveearly warning of potential problems,etc.The major barrier to this is the lack of systems in place to support more measurement.The company is increasingly aiming to automate data collection because,as the number of projects increases,the cost of data collection becomes more significant.At Petproducts Ltd,the technical director sees performance measures continuing to play an important role:Our main measure has been and always will be (for the foreseeable future)growth.The key for us over the last five years has been to define additional critical measurements and find ways of assessing this performance in a pragmatic manner.I believe we have achieved this.At Seasonswear Plc,the technical director explained that:There are currently no strategic levelmeasures to compare the company divisions globally but I feel it is only a matter of time before this happens.We may eventually write a bespoke package in-house but this could take some time.We would especially like a ``what-if''scenario to help us schedule activities to avoid bottlenecks around the constrained activities.At Airvent Ltd there are severalimprovements that the technical director wants to make to the measurement system in the future:We are a very engineering-led company.While we want to retain this focus,we need to increase our consideration of the marketing aspects.This will be built in to the ``contract [product specification document].At Glueco,the technical manager wanted to focus on seemingly basic goals:The costing of projects is extremely difficult (especially for projects of indeterminate duration)but we really need to get a better approximation ±its currently very much based on gut feeling.However,we areencountering the usual problems of people feeling like they are being tested and tracked and others complaining that it's a waste of time or simply forgetting to fill out the sheets.Another performance measure that we would like to introduce in future is thenumber of new products released per annum against the increased sales generated.At Brewmasters,the engineering project manager had many ideas for future improvements.He stated:We need to find a way of using our resources more effectively.I would like to formalizeTable IVThree most important performance measures usedNo.of companiesTimeAverage time to market 2On-time delivery of PDP 3Schedule adherence 3CostTotal project cost against budget4Profitability analysis ±performance against objectives 2Product cost1Actual to predicted profit on products1Product development cost as percentage of turnover 1Margin analysis 1Quality and customerNo.and nature of engineering change requests (ECRs)per project1Adherence to original product specification 1Field trials 1GeneralPercentage sales from new products vs total sales 1No.of (new)products released p.a.3No.of successful development projects vs total no.of projects 2Money generated by new products over first two years vs total sales value1No.of products taken up (from project portfolio)vs total no.available1Figure 2Communicating performancemeasures[373]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378suggestions for future improvements (that could be fed back into the procedures).At Sportsco,the NPD manager had this to say about future improvements:I would like to see more performancemeasures at the feasibility stage of product development.Better market information would be the biggest improvement to input into the product specification.Of course this is very difficult to achieve.Auto Systems Inc.and Weighdex are the subject of a more comprehensive discussion which is presented in the following section.In general,the follow-up case companies were more advanced in their awareness ofand use of performance measures for design and development than the companies covered via questionnaire research.This is perhaps to be expected,because those who agree to deeply intrusive studies of this nature may have already taken the first steps towards substantial re-engineering of their development processes targeting for substantial improvements.Case study 1±Auto Systems Inc.Auto Systems Inc.(AS)designs and manufactures the full range of brakingsystems for many of the world's automobile manufacturers.It is part of a globalengineering group,with manufacturing sites across the world.The company operates under a matrix structure,with ``heavy-weight''cross-functional teams assigned to work on projects for different customers.The program manager at AS's UK design center explained how projects are organized:We have two types of teams,those working on a particular product type (e.g.brake discs)and those working with one customer.The performance measurement system was designed and implemented by the program manager.He firmly believes that ``measures of performance are a blunt tool''and that essential measurements are applied only to the areas of performance they are likely to improve.``Basically,they need to be valid to your business,otherwise it is likely that improvements will be made against areas that are not core to the problem and which may in fact cause deterioration in other areas of operation''.It was decided that there were three main criteria.First,there needed to be asignificant amount of resource utilized.Second,there are significant bottlenecks in time.Third,the equipment overhead rate is expensive.An additional consideration was that in order to be measured,activities require having a certain amount ofrepetitiveness,where the order of magnitude of the tasks and their complexity is largely the same.Initially four metrics were selected but,after short-term trials,one of them ±concerned with measuring the number of change notes over a period ±was rejected as being too prone to interpretation.The remaining three are listed below.The three most important performance measures they use are:1Actual vs target time for projectcompletion,i.e.schedule adherence where progress is monitored monthly on all projects.CostmeasuresTimemeasures[374]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±3782Product cost,monitored monthly during design and development.This includes shop-floor labour costs and material costs.Variance directly affects profit margin,as once the contract has been tendered,that price has to be maintained.There are two ways of costing time;use the functional budget for engineering (current practice)or on a project basis.The company wants to move towards the project basis as it is a more accurate reflection of its activities.3Total cost of project ±monitored monthly.This includes engineers'hours,any purchases and sub-contractors'hours.Without monitoring,project costs may spiral out of control and affect the potential profitability of the project.Projects are measured by the overallperformance of the project team and not by the performance of an individual or function:``There is no point using measures againstpeople.On the individual level,measures need to be made non-threatening by encouraging investigation of the teammember's role to search for improvements''.Performance was monitored by the project manager and communicated.On the subject of softer measures such as communication,the project manager had this to say:Measures of performance must be something you can physically get in your hand.``Communication''is not solid enough ±even if you have a feeling about what is happening,it's hard to prove.For example,how do you assess the cost of failure if it is attributed to communication?More importantly,communication is the cause rather than the effect,so if anything it should feed into other measures.Case study 2±WeighdexWeighdex is a well-established,small to medium sized company that designs and manufactures a range of mechanical and electronic weighing equipment.Products include bench scales,crane-weighers,counting scales and electronic weighingplatforms,manufactured on a make-to-order basis.They are part of a larger group based in the South of England,with another sister company in USA.The company has grown rapidly over the last ten years and isplanning to double its size again over the next three years.As part of this expansion,world exports,which currently represent approximately 15per cent of business,will be targeted as a major growth area.Additionally,a large part of the business comes from the company's reputation for after-sales service.Weighing is very much a trade-led business.Conforming to safety standards and weighing and measuring legislation is a vital part of the productdevelopment process.The company ISO 9001certified and has a comprehensivecontinuous process improvement program.Most bottlenecks that occur during product development tend to revolve around early errors.The industrial engineer stated:Basically (wrong)decisions or mistakes made at the feasibility and concept design stages manifest themselves in later stages,especially during tooling and pre-production.Of course,problems that are not spotted at the start of a project cost far more to resolve at the end.I would like to see more research done and measures taken earlier to prevent these problems occurring.The three most important performance measures they use are:1Actual to predicted profits on products.Figure 6GeneralmeasuresFigure 5Qualitymeasures[375]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378。
Performance Management and Appraisal Main points Performance and performance management 360-Degree feedback Methods of individual performance appraisal Balanced scorecard Problems of PM and performance interview Performance Performance Organizational performance Individual performance OP NIP Criteria of performance What constitute the PMS Corporate level –the balanced scorecard Individual level – the performance appraisal Integrated process- linkage of the above with HRM practices such as setting goals training and development of employees pay benefits changes in job and organization design Performance Management System PMS focuses on creating and maintaining core competence at the organizational and individual level PMS maintains a strategic perspective on the interactions of various levers of change on peoples behavior Individual performance appraisal PA means evaluating an employees current or past performance relative to hisher performance standards Objectives of performance appraisal To motivate staff reward feedback To develop staff To provide essential mgt information eg Assessing overall training and development needs Capability and knowledge management 绩效管理和传统绩效考核的区别传统的绩效考核 1 事后控制2 自上而下没有反馈3 以人力资源部为主4 薪酬奖金绩效管理和传统绩效考核的区别 Choice of Raters Supervisor Advantages connected with promotion reward punishment stand at a higher point Disadvantagespsychological load due to connection with Reward Payment short of training for appraisal de-motivate employee if not appropriate Peer Advantages comprehensive real Disadvantages far away from truth due to competitiveness or afraid of hurting a friend Subordinate Advantages Help manager develop managerial skills balanced the managers power Disadvantages dare not tell the truth of hisher boss for fear of dismissal do not understand hisher boss work Self Advantages comprehensive not much stress good for improvement Disadvantages overestimate 90 think they are above average can not be the basis for promotion and incentive Customer Advantages objective good for customer-orientation Disadvantages NO uniform standard time cost energy cost Expert For high-level manager Cost is too high Points of 360 Degree Feedback Main objective develop not evaluate Key Criteria KPI related to organizational performance Train evaluators Quick feedback and communication Effective goal setting SMART Goal P157 Specific Absolute terms satisfactory completion Measurable Quantitative terms Attainable Challenging but not too difficult encourage employees participation Relevant Consistent with organizational objectives Timely reflect deadlines and milestones Employee comparison systems Graphic rating scales Behavior observation scales Behaviorally anchored rating scales Management-by-objectives Strengths Low cost Practical Time efficient Eliminates some rating errors Aids decision making Weaknesses Accuracy and fairness questionable Failto direct or monitor behavior Cross-departmental comparisons difficult Firms performance appraisals Balanced score card 创建人 Balanced score card 以财务性数据为主的绩效管理体系平衡计分卡的优缺点 Rating errors --Halo effect --Leniency--Strictness--Central tendency--Primacy--Recency--Contrast effects 1 Halo effect P169 Halo effect is where an evaluation on one dimension influences evaluation on all the others Lack of conscientiousness Vague performance standards 2 Leniency P169 Leniency problem is the process of evaluating someone too easily 3 Strictness P169 Error of strictness is the process of evaluating someone too harshly Political Lack of conscientiousness Vague performance standards 4 Central tendency P169 Error of central tendency is the process of evaluating all the employees about average on all dimensions Administrative procedures Poorly defined scales 5 Primacy bias Primacy bias is the bias of giving the first information greater weight Cannot observe all aspects of employees job performance Categorizing employees by type of person 6 Recency bias Recency bias gives more weight to the last information Memory decay Failure to document job performance throughout appraisal period 7 Contrast effects If a criterion is notclear or a ranking system is used contrast effects will occur How to avoid appraisal problems Training the raters Developing appraisal criteria from documented job analysis Choosing the right appraisal tools BARS for service industry Increasing times of appraisal formal and informal Inviting subordinate participation Diary-keepingThe Appraisal Interview Types of interview TYPE Performance is satisfactory----employee is promotable satisfactory---- Not promotable Unsatisfactory----correctable OBJECTIVE Make development plans Maintain performance Plan correction Principle of interview Assembling the data Informing the employee at least one week earlier Enough time during the interview A quiet but not closed room Let employee relaxed Encourage the person to talk Help employee to improve his performance Dont get personal Be specific and direct Get agreement on how things will be improved and by when Process ofPerformance Management 案例一摩托罗拉绩效管理企业产品服务企业管理人力资源管理人力资源管理绩效管理摩托罗拉给绩效管理下的定义是绩效管理是一个不断进行的沟通过程案例一摩托罗拉绩效管理沟通内容 1 员工应该完成的工作2员工所做的工作如何为组织的目标实现做贡献3用具体的内容描述怎样才算把工作做好4员工和主管怎样才能共同努力帮助员工改进绩效5 如何衡量绩效6确定影响绩效的障碍并将其克服案例一摩托罗拉绩效管理一绩效计划在这个部分里主管与员工就下列问题达成一致1 员工应该做什么2 工作应该做多好3 为什么要做该项工作4 什么时候要做该项工作5 其他相关的问题环境能力职业前途培训等绩效目标业务目标business goals行为标准behavior standard 案例一摩托罗拉绩效管理二持续不断的绩效沟通强调全年的沟通和全通道的沟通 1 沟通是一个双向的过程目的是追踪绩效的进展确定障碍为双方提供所需信息2防止问题的出现或及时解决问题前瞻性 3定期或非定期正式或非正式就某一问题专门对话 4在这个过程中也要形成必要的文字记录必要时经主管和员工双方签字认可案例一摩托罗拉绩效管理三事实的收集观察和记录 1收集与绩效有关的资讯2记录好的以及不好的行为收集资讯全面好的不好的都要记录而且要形成书面文件必要的要经主管与员工签字认可以上两个过程一般在二三季度完成进入四季度也就进入了绩效管理的收关阶段到了检验一年绩效的时候了案例一摩托罗拉绩效管理四绩效评估会议摩托罗拉的绩效评估会议是非常讲究效率的一般集中一个时间所有的主管集中在一起进行全年的绩效评估它主要包括以下四个方面1做好准备工作员工自我评估2对员工的绩效达成共识根据事实而不是印象3评出绩效的级别4不仅是评估员工而且是解决问题的机会最终形成书面的讨论结果并以面谈沟通的形式告知员工考核结束不是说绩效管理就到此为止还有一个非常重要的诊断过程案例一摩托罗拉绩效管理五绩效诊断和提高这个过程是用来诊断绩效管理系统的有效性用来改进和提高员工绩效主要包括以下四个方面1确定绩效缺陷及原因2通过指导解决问题3绩效不只是员工的责任4应该不断进行 10个方面的工具衡量1我有针对我工作的具体明确的目标2这些目标具有挑战性但合理不太难也不太容易3我认为这些目标它对我有意义4我明白我的绩效达到目标是如何评估的5我觉得那些绩效标准是恰当的因为它们测量的是我应该做的事情6在达到目标方面我做的如何我能得到及时的反馈7我觉得我得到足够的培训使我能得到及时准确的反馈8公司给我提供了足够的资源例如钱仪器帮手等使我达到目标成为可能9当我达到目标时我得到赞赏和认可10奖励体系是公平的我因为自己的成功而得到奖励案例二罗芸与老马的绩效考核分歧飞宴航空食品公司服务于航空公司和其他订购盒饭和西餐的单位雇佣厨房人员采购全部原料提供给客户不搞分包制罗芸ＭＢＡ毕业公司总部四年的职能性管理工作担任飞宴航空食品公司地区经理近一年负责管理１０家供应站点每站有一个主任负责一定范围内的客户销售和服务老马供应站主任主任主要负责计划编制预算监控分管指定客户的销售服务员等活动资格最老只念过一年大专从厨房代班长干起三年前上任善于搞关系铁杆客户没有流失的客户部下经指点和培养得到提升作其他地区的经理但是不良饮食带来了健康问题请假３个月给罗打电话的次数超过了其他９位的总数好邀功案例二罗芸与老马的绩效考核分歧机会罗芸需要副手一名即地区副经理老马公开说他资格最老业绩好非他莫属罗芸觉得两人的管理风格太悬殊老马的行为会激怒地区和公司的工作人员绩效考评１０分制１０分为最优７－９良好５－６合格中等３－４较差１－２最差结果虽然老马一年的工作不错但是罗给了６分理由不注意卫生病假３个月案例二罗芸与老马的绩效考核分歧思考１罗对老马的绩效考评是否合理需要改进的地方２预计老马的反应如何罗怎样处理３如果你是老马对罗的结果采取怎样的态度和做法为什么案例二罗芸与老马的绩效考核分歧启示完整的绩效管理过程包括绩效计划绩效沟通绩效考核和绩效反馈四个方面１绩效计划绩效管理的起点上级和员工共同讨论达成一致２绩效沟通上下沟通预防或解决实现绩效可能发生的问题３绩效考核确定主题和方法作出评价４绩效反馈绩效周期结束上下级的绩效面谈告诉结果和不足一起制定改进计划案例中没有共同绩效计划缺乏全面评价的根据没有绩效沟通主观地考核不能公正公平和合理 Strengths Combine the benefits of critical incidents and quantitative rating Useful for directing and monitoring behavior Weaknesses Research has not substantiated its superiority over other methods Choosing one indicative behavior Time consuming to develop Behaviorally Anchored Rating Scales Goal Setting Planning Evaluation Management-By-Objectives Strengths Directing and monitoring behavior Performance standards are objective Practical and inexpensive Employee participation Weaknesses Does notspecify behaviors Focus on short-term Factors outside workers control Standards vary User acceptance Management-By-Objectives Financial indexes 1970s 1980s Product quality 1990s Satisfactory of customers Recent Balanced score card on managerial and competitive ability 指标构成核心构想财务衡量指标非财务衡量指标顾客满意度企业必须通过创新与学习持续改善企业内部运作过程获得最大化的客户满意才能获得不凡的财务收益罗伯特·S ·卡普兰和大卫· P ·诺顿内部流程创新与学习平衡记分卡是哈佛大学财会学教授罗伯特·S ·卡普兰和复兴方案公司总裁大卫· P ·诺顿在积累了大量实践经验的基础上建立的一套革命性管理系统目标考量财务面我们在股东眼里的表现目标考量客户面我们在客户眼里的表现目标考量内部运营面什么是关键成功因素什么业务流程是最优目标考量学习与成长面我们能保持创新变化和不断提高使命和策略飞行高度飞行速度耗油量以收益为基础的财务数字仅能够衡量过去决策的结果却无法评估未来的绩效表现容易误导企业未来发展方向当财务指标为企业绩效评估的唯一指标时容易使经营者过分注重短期财务结果急功近利有强烈动机操纵报表上的数字而不愿就企业长期策略目标进行资本投资由于不重视非财务性指标的评估致使企业竞争力下降原本强劲的财务数字有可能逐渐恶化财务性数据发生的根本原因不做深入的分析和调查片面的指标收集难以推动整体绩效的改善客户面内部流程财务性指标非财务性指标销售收入利润总额资金回笼现金流量成本支出全自动双缸单缸 xxxxxxxx xxxx xxx xxxxx xxxx xxx xxxxx xxxx 学习与成长面以公司竞争战略为出发点全面动态地评估有效防止次优化行为提出具体的改进目标对信息系统的灵敏性要求高对企业管理基础的要求比较高优点缺点罗克沃特公司是一家全球性的工程建筑公司的全资资公司在水下工程建筑业中处于全球领先地位高级管理团队把公司的愿景和战略转化为平衡计分卡愿景作为受顾客欢迎的供货商我们应成为行业领导者战略提供需要的服务顾客满意持续改进员工素质提高股东预期实现资本报酬率现金流项目盈利性业绩可靠性财务层面客户层面内部层面学习成长金钱的价值竞争性价格无争吵的关系表现优异的专业人员创新塑造顾客需要中标率品质服务安全损失控制良好的项目管理持续改进产品和服务创新得到授权的员工罗克沃特的战略目标 Human Resource Management 资本报酬率现金流项目盈利性利润预测可靠性销售储备财务层面客户层面内部层面创新与学习价格指数顾客排名调查顾客满意度指数市场份额与顾客讨论新工作的小时数投标成功率返工安全事件指数项目业绩指数项目终止周期新服务收入所占比例提高指数员工态度调查员工合理化建议数员工人均收益罗克沃特的平衡计分卡评估 Human Resource Management Causesof Halo Effect Highest lowest Highest lowest Causes of Leniency strictness Errors 1 2 3 4 5 Causes of Central Tendency Error 1 2 3 45 Stereotyping 1 23 4 5Similarity Causes of primacy bias Causes of Recency Error 1 2 3 45 P167 KPI Appraisal method Process of appraisal Appraisal interview Compensation Training Development Raters training Organizational strategy Results What Behavior How Performance Behaviors and results of jobs related to the organizational goals Quantity CostFinancial Quality Timing Behavior 合格率错误率投诉支出费用总额实际费用和预算的对比增长率利润率生产率产品数量处理零件的数量接听电话会见客户销售额利润限期胜任特征关键行为 P FSOME Skill Motivation Environment Opportunity Performance Factors influencing performance External Factors Internal Factors 绩效管理 1 控制方式事前事中及事后 2 沟通方式自上而下和自下而上结合反馈充足 3 公司各个部门都是绩效管理主体全员参加 4 薪酬福利晋升培训等人力资源相关领域u 行政使用 l 补偿 l 晋升 l 解雇 l 降职 l 临时解雇开发使用 l 识别优势 l 识别成长领域 l 开发计划 l 培训和职业生涯计划绩效管理 Strategic Plan Effective Performance Appraisal System Direct Behavior Correct Behavior Monitor Behavior Input Into Employment Decisions Perceived Fair And Accurate Process Improved Job Performance Improved Employment Decisions Minimized Litigation And Job Dissatisfaction Competitive Advantage Importance of Performance appraisal Supervisors Employee Subordinates Customers Self-rating Outside observers Peer 360 Degree Feedback 360 Degree Feedback systems are used most often as feedback devices Companies considering the use of 360-degree ratings for evaluative purposes shouldproceed cautiously --Appraised by the immediate supervisor--Self-ratings--Using peer appraisals--Appraised by customers--Appraised by subordinates--Rating committees Basic Appraisal Methods 1 Mike Winkle 2 Robert King3 Sally Morris4 Fred Taft Mike Robert Sally Fred MikeRobert Sally Fred Alternation Ranking Paired Comparison A B C D E 5 15 70 Forced Distribution EX --Exceptional WD --With distinction HS-- High standard RI --Room for improvement NA --unacceptable Employee Comparison Systems Ranking Methods Unsatisfactory Satisfactory Outstanding Quantity of work Qualityof work Dependability Graphic Rating Scale P160 Traits and a range of Performance Strengths Low cost Practical Single form applicable to all or most jobs in organization Weaknesses Accuracy questionable Fail to direct behavior Nonspecific job performance feedback Graphic Rating Scale P160 almost neveralmost always 1 2 3 4 5 ___1 Sets clear priorities for multiple goals ___2 Coaches subordinates effectively ___3 Breaks projects into doable components ___4 Develops subordinatesknowledge and skills ___5 Listens to employees concerns ___6 Seeksdecision input from subordinates Behavioral Observation Scale---Critical incident method Strengths Useful for directing and monitoringbehavior Useful for providing specific feedback WeaknessesTime-consuming to develop Behavioral Observation Scales EffectiveIneffective Group member has read all agreed-upon material Group memberparticipates in discussions though not always prepared Group member doeslittle work and offers no valuable ideas or feedback 5 4 3 2 1 Qualityof Group Member Input Behaviorally anchored rating scales BARS。
A•Abstract Resource 抽象资源•Abstraction 抽象•Acceleration 加速•Acceptability Criteria 验收标准•Acceptable Quality Level （"AQL") 可接受质量水平•Acceptance 验收•Acceptance Criteria 验收标准•Acceptance Letters 验收函•Acceptance Number 接受数目•Acceptance Review 验收评审•Acceptance Test 验收测试•Acquisition Methods 采购方式•Acquisition Negotiations 采购谈判•Acquisition Plan 采购计划•Acquisition Plan Review （"APR"）采购计划评审•Acquisition Planning 采购计划编制•Acquisition Process 采购过程•Acquisition Strategy 采购策略•Action 行动•Action Item 行动项•Action Item Flags 行动项标记•Action Plan 行动计划•Activation 激活•Active Listening 积极倾听•Activity Arrow Net 活动箭线网络•Activity Based Costing("ABC") 基于活动的成本核算•Activity Based Management （”ABM”) 基于活动的管理•Activity Calendar 活动日历•Activity Code 活动代码•Activity Definition 活动定义•Activity Description 活动描述•Activity Duration 活动工期活动持续时间•Activity Duration Estimating 活动工期估算•Activity Elaboration 活动详述•Activity File 活动档案•Activity ID 活动识别码•Activity List 活动清单•Activity Node Net 活动节点网络双代号网络•Activity on Arc (”AOA") 弧线表示活动双代号网络•Activity on Arrow （”AOA”）箭线表示活动双代号网络•Activity on Node节点表示活动单代号网络•Activity Oriented 面向活动•Activity Oriented Schedule 面向活动的进度计划•Activity Properties 活动属性•Activity Quantities 活动量值•Activity Status 活动状态•Activity Timing 活动定时•Actor 执行者角色•Actual 实际的•Actual and ScheduledProgress 实际进展的与计划进度•Actual Cost 实际成本•Actual Cost Data Collection实际成本汇总•Actual Costs 实际费用•Actual Dates 实际日期•Actual Direct Costs 实际直接成本•Actual Expenditures 实际的支出•Actual Finish 实际完成•Actual Finish Date 实际完成日期•Actual Start 实际开始•Actual Start Date 实际开始日期•ACWP 已完成工作实际成本•See Actual Cost of WorkPerformed•Adaptation 适应•Added value 附加价值•Addendum 附录•Adequacy 适当•Adjourning 解散•Adjustment 调节•ADM•Arrow Diagram Method•ADM Project ADM 项目•Administration 管理部门•Administrative 行政的•Administrative Change 行政变更•Administrative Management行政管理•ADP•Automated Data Processing•ADR•Alternative DisputeResolution•Advanced Material Release(”AMR") 材料提前发布•AF•Actual Finish Date•AFE•Application for Expenditure•Authority for Expenditure•Affect 影响•Affected Parties 受影响方•Agency 代理•Agenda 议程•Aggregation 汇总•Agreement 协议•Agreement, legal 协议合同•ALAP•As—Late—As-Possible•Algorithm 算法•Alignment 排列成行•Alliance 联合•Allocated Baseline 分配的基线•Allocated Requirements 分配需求•Allocation 分配•Allowable Cost 允许成本•Allowance 预留•Alternate Resource 替代资源•Alternative Analysis 替代分析•Alternative DisputeResolution (”ADR”) 替代争议解决方案•Alternatives 可选方案•Ambiguity 含糊不清•Amendment 修订•Amount at Stake 损失量•AMR 材料提前公布•Analysis 分析•Analysis and Design 分析与设计•Analysis Time 分析期•Analyst 分析员•AND Relationship 与关系•Anecdotal 轶事•Anticipated Award Cost 预期中标价•AOA•Activity on Arrow•Activity on Arc•AON•Activity on Node•AOQ•Average Outgoing Quality •AOQL•Average Outgoing Quality Limit•APMA•Area of Project Management Application•Apparent Low Bidder 最低投标人•Application 应用•Application Area 应用领域•Application for Expenditure ("AFE”) 支出申请•Application for Expenditure Justification 支出申请的论证•Application Programs 应用程序•Applied Direct Costs 实际直接成本•Apportioned Effort 分摊努力•Apportioned Task 分摊任务•Appraisal 评估•Approach 方法•Appropriation 拨款•Approval 批准•Approval to Proceed 批准继续•Approve 同意•Approved Bidders List 批准的投标人清单•Approved Changes 批准的变更•Approved ProjectRequirements 批准的项目需求•APR•Acquisition Plan Review •AQL•Acceptable Quality Level •Arbitrary 随意的•Arbitration 仲裁•Arc 弧线•Architectural Baseline 构架基线•Architectural View 构架视图•Architecture 构架•Architecture, executable 构架可执行•Archive 档案文件•Archive Plan 存档计划•Area of Project Application•Area of Project ManagementApplication•Area of Project ManagementApplication （"APMA”) 项目管理的应用领域•Arrow 箭线•Arrow Diagram Method("ADM"）箭线图方法•Arrow Diagramming 箭线图方法•Arrow Diagramming Method箭线图方法双代号网络图•Artifact 制品•Artificial 人工的•AS•Actual Start Date•ASAP•As-Soon—As—Possible•As-built Design 实际建造设计•As-built document．tion 实际建造文档•As-Built Records•As-Built Schedule 实际建造进度计划•As—Late—As-Possible（”ALAP”) 尽可能晚•As-Needed 恰如所需•As-of Dateo见Data Date。
2011年度CEP首次申请审评中的十大缺陷中英文对照及个人看法和经验分享笔者注：因为最近的手上的工作项目的缘故笔者查阅了这份由EDQM所发布的文件，觉得挺有价值的，于是便准备对其进行翻译以飨所需之人，查看网上发现了一篇由丁香园网友-Zhulikou431完成的翻译稿，仔细阅读下来发现有少数地方翻译的不够准确，同时也为了更方便与很多国际注册初学者的需要，因此便重新翻译了一次，并加上了一些本人的工作经验和心得体会，如有不正确的地方还望大家更正。
Top ten deficiencies found after first assessment of new applications in 20112011年度CEP首次申请审评中的十大缺陷(注意缺陷编号是完全根据原文来的，相同的原因是在统计的缺陷中相应的问题出现的次数一样，类似于并列排名)This document is a summary of the main questions resulting from the first assessment of new applications for Certificates of Suitability (CEP) for chemical purity. It is based on the content of a sample of 90 deficiency letters sent to applicants during the first months of 2011.本文件是纯化学类CEP证书新申请首次审评中发现的问题的汇总，所发现的问题的是基于90封发给申请人的缺陷信样本中的内容。
From the data obtained, the average number of questions for each application is 7, with the actual number of questions ranging from 0 to 14. During the period of reference, 2 CEPs were granted after the first evaluation (out of 90 dossiers treated).根据已有的数据显示每个CEP申请中发现的问题在0~14个之间，平均数是7。
performancetest工具结果解析-回复Performancetest工具结果解析Performance testing is a crucial aspect of software development as it provides insights into the performance and scalability of an application. Performance testing involves using various tools and techniques to evaluate system response time, throughput, and stability under different workloads. One such tool widely used for performance testing is Performancetest. In this article, we will delve into the interpretation and analysis of Performancetest tool results.1. Introduction to Performancetest:Performancetest is a comprehensive performance testing tool developed by PassMark Software. It allows testers to assess the performance of their applications by simulating real-world scenarios and generating detailed performance reports. This tool supports a wide array of performance tests, including CPU, disk, memory, 2D and 3D graphics, networking, and more.2. Understanding Performancetest metrics:Performancetest provides a range of metrics that help gauge the performance of an application. Some of the important metricsinclude:2.1 CPU performance:This metric measures the performance of the CPU by performing complex calculations and generating a score. A higher score indicates better CPU performance.2.2 Disk performance:Disk performance evaluates the read and write speeds of a storage device. It determines how quickly data can be accessed from or written to the disk. The metric reports the transfer rate in MB/s, with higher values indicating faster disk performance.2.3 Memory performance:Memory performance tests the speed at which the system can read from and write to the RAM. It measures the memory's latency and throughput. A higher score indicates better memory performance.2.4 2D and 3D graphics performance:This metric assesses the graphical rendering capability of the system. It performs rendering operations and provides a score. A higher score suggests better graphics performance.2.5 Networking performance:Networking performance tests the speed at which data can be transferred over a network connection. It measures the throughput and latency of the network. Higher values indicate better networking performance.3. Interpreting Performancetest results:Performancetest generates detailed reports in tabular and graphical formats, making it easier to interpret and analyze the results. Here's a step-by-step guide to interpreting the results:3.1 Identify the performance metrics being measured:The first step is to identify the metrics being measured in the performance test. Look for the specific metrics mentioned in the results report, such as CPU performance, disk performance, memory performance, and so on.3.2 Analyze the scores or values:Next, analyze the scores or values associated with each metric. Compare the values with industry benchmarks or previous test results to gauge the performance of the application. Higher scoresor values generally indicate better performance.3.3 Look for any anomalies:Check for any significant deviations or anomalies in the results. Anomalies may indicate performance bottlenecks or issues that need further investigation. For example, a sudden drop in network performance could suggest a network configuration problem.3.4 Consider the workload:Consider the workload used during the test and how it relates to the application's real-world usage. If the workload simulated in the test does not align with the expected usage pattern, the results may not accurately reflect the application's performance.3.5 Identify performance limitations:Identify any performance limitations based on the results. This could include CPU bottlenecks, slow disk read/write speeds, memory constraints, graphics rendering issues, or network latency.4. Understanding the implications of results:Interpreting Performancetest results also involves understanding the implications of the findings. Here are a few key considerations:4.1 Scalability:Evaluate how the application performs under different workloads. Determine if the performance remains consistent or degrades as the workload increases. Scalability issues could indicate the need for optimization or infrastructure upgrades.4.2 Performance bottlenecks:Identify the factors causing performance bottlenecks and prioritize their resolution based on impact. This could involve optimizing code, improving database queries, or upgrading hardware resources.4.3 Dependency analysis:Analyze dependencies between different components of the system and identify any bottlenecks or performance issues. For example, slow disk performance may impact overall application performance.4.4 Root cause analysis:If performance issues are identified, conduct a root cause analysis to determine the underlying reasons. This could involve analyzinglogs, profiling the application, or using additional diagnostic tools.In conclusion, Performancetest is a powerful tool for evaluating the performance of software applications. Understanding and interpreting the results generated by this tool is crucial for identifying performance bottlenecks and optimizing the application. By following a systematic approach and considering various factors, testers can gain valuable insights from Performancetest results and enhance the overall performance of their applications.。
·68· Chinese Hospitals,Jan.2020,Vol.24,No.1医院目标管理中绩效奖励方案的设计■ 孙树学① 赵冠宏① 陈 洁① 谢苗荣① 张澍田① 辛有清①基金项目：北京市卫生和计划生育委员会京津冀鲁辽健康智库建设课题研究(JF2018070047)①首都医科大学附属北京友谊医院，100050 北京市西城区永安路95号【摘 要】通过对目标管理绩效奖励方案的奖励对象、奖励力度等相关因素进行分析，提出定额目标值法、全额目标值法、均值排名法、满分差值法等绩效奖励方案。
比较4种目标管理绩效奖励方案的特点及适用条件，提出选择绩效奖励方案的原则。
建议从合理确定目标指标、通过测算数据选择方案、通过沟通形成目标共识、坚持持续改进方案等方面，实施目标管理绩效奖励管理。
【关键词】目标管理 绩效奖励 方案设计 绩效考核中图分类号 R197.323 文献标识码 A DOI 10.19660/j.issn.1671-0592.2020.01.21Design of performance reward scheme in hospital objective management/ SUN Shuxue, ZHAO Guanhong, CHEN Jie, XIE Miaorong, ZHANG Shutian, XIN Youqing// Chinese Hospitals. -2020,24(1):68-69【Abstract】Based on the analysis of the reward target, reward intensity and other related factors of the target management performance reward scheme, a performance target scheme such as a fixed target value method, a full target value method, an average ranking method, and a full score difference method is proposed. The characteristics and applicable conditions of the four objective management performance reward schemes are compared, and the principle of selecting performance reward schemes is proposed. It is recommended to implement target management performance reward management from the aspects of reasonable determination of target indicators, selection of plans through measurement data, formation of target consensus through communication, and adherence to continuous improvement programs.【Key words】objective management, performance reward, scheme design, performance evaluationAuthor's address：Beijing Friendship Hospital, Capital Medical University, No.95, Yong’an Road, Xicheng District,Beijing, 100050, PRC目标管理是医院绩效管理中广泛应用的方式，医院通过向科室主任等目标对象下达考核指标、实施指标考核、兑现绩效奖励等管理活动落实管理要求，实现医院管理目标[1]。
Performance Enhancing SubstancesBy Jason Arquilla ATC/L, CSCSJump higher, run faster, get bigger, and look leaner We all would like these things right? But at what cost?Students around the country are taking substances they know little or nothing about. I am not referring to illicit drug use. I am talking about supplements, specifically performance enhancing supplements. You know the ones: Creatine, ephedra, Ma Hung, Ginseng, Andro and many others. Some studies have actually shown that when students take these supplements, they don’t know how much they are taking or how much they should take.Not understanding these products can pose several different problems The product can be dangerous to your health Ephedrine that is now controlled by the FDA, was sold by the millions while athletes were dying from its effects on the heart. Phen-fen was a popular diet supplement that was widely used until it was linked to heart disease There is a fear that the use of creatine in teens may cause problems with normal growth. There can be long term risks that are unknown All of the research done, has been done on adults It could be a waste of your time and money (it doesn’t work) Studies have shown that Andro doesn’t work. So it was Mark McGuire’s skill that hit all of those home runs, not the effectiveness of the supplement.This website will provide information on three ways to help improve this problem 1. Education on the substances teens are tempted to take, on understanding claims, and having trustworthy sites to learn about claims. 2. Refocusing on what is important, that is taking the emphasis off winning and putting it on the individual’s performance. 3. A healthy Body Image: Body dysmorphia disorder, for both men and women.EducationIf a guy in a black trench coat came up to your friend on the street and offered him a pill, that would make him a better basketball player; what would you do? Imagine a super star athlete sent your friend an email about this great product that will make him run fast and jump higher. Would you let him take it? The only difference between these two scenarios is the package in which the product is wrapped. The first one is an unknown person on the street; the other is a famous athlete. Neither one you truly know, or should trust with your health. The scary thing is teens are taking supplements all over the country, without understanding what they do or what is truly safe. One of the reasons why is they see the advertisements and think, Hey its natural it has to be OK right? WRONG You see advertisers can say just about anything they want about their product, because most supplements are not regulated as drugs. This means we have to be smart consumers. We have to know more about the product than the advertisers tell us.EDUCATE YOUR SELF Who do you ask that you can trust? Parents Doctors Licensed/Registered Dietitian Health Teachers Where can you get unbiased information? Library Research articles Encyclopedias Books by INDEPENDENT RESEARCHERS ****This is important to understand. Some people do research with the goal of promoting their product. There is a basic problem in this approach. Those selling the product are biased. Unbiased research answers a question, like “Does ingesting 30 grams of creatine daily improve quadriceps strength?” ****Ideally research on a product should be done separately from the company that produces that product. If it is not, there is the risk of the research being biased. This means the company may not be giving you all of the information. Always look to see who did the research and who funded the research. Good sources of product research include government research agencies, like the CDC, NIH etc… ****Web sites that come from universities and government agencies (/or ) are good sources because the content on those sites have been doubled and triple checked for accuracy.Places and claims to be skeptical about Any outrageous claim Decrease you body fat without exercising Lose weight without changing your diet Add muscle mass with out changing your work-outClaims or advertisements without independent research Our scientist found……. Thousands of bodybuilders agree…… I (insert popular supers star) use it and it works great.Websites Those have no or little research backing the product Make outrageous claims Sound too good to be trueSources of Information on Performance Enhancing SubstancesUntied States Antidoping agency / /superstars/template.pl?opt=news&pubid=3681NCAA /education/ /membership/ed_outreach/nutritionperformance/about/articles/performance_enhancing.htmlHow things work /athletic-drug-test.htm/printableTexas Medical Association /ata/nrm/tme/texmedfeb02_performance_enhancers.aspPenn State University /ur/2002/performancdrug.htmlPhysician and Sports Medicine /issues/2002/11_02/guested.htmNew Brunswick Study on Adolescents http://216.239.37.104/search?q=cache:WL4MTcLOS0J:www.unbf.ca/Kinesiology/pilotreport2001.pdf+performance+enhancing+s ubstances&hl=en&ie=UTF-8National Federation of State High School Associations /press/supplement_concern.htmlOther Sites /health-wellness/sportsdrugs/links.htm/faclink/thatten/PPR237/Class_Notes/Chapter%2011.htmWinning at all costsEven when people are educated about these supplements, some still are willing to take the risk of getting sick from them. WHY? They are motivated to win at all cost. Most coaches and athletes focus on the win, versus the performance during the game. One basic concept in taught in sport psychology is the Achievement vs. Performance orientation. Achievement is winning. Performance is how well you do. Sport Psychologists have learned that the athlete should focus on the actual performance, not the achievement or outcome (winning or losing). There are different techniques to do this, but the basic premise is that you should only worry about what you can control, your own performance, not the outcome. There are too many things that effect who wins. No one can control them all. When athletes are coached this way they are more successful. When athletes are coached to focus on winning, they lose. Some sites to get more information on the Sport Psychology theory of Achievement Orientation/dept/coachsci/csa/vol63/grieve.htm /ess/people/newton/newton.html /2003Journal/Vol6-No3/confidence.htm /Standard Pages/NGSSA_Coaching_Philosophy.htm /education/psychology/index.htmlBody ImageOne other reason people may take these supplements is because of body dysmorphia disorder. A very simple definition of body dysmorphia disorder is an unhealthy and unrealistic self body image. The desire to be physically attractive drives us all to do strange things. It is when these strange things become dangerous things that we have a problem. Everyone’s body is different. This makes us all unique and special. But there are different types of bodies. Each type has its own characteristics that are unique to it. There are 3 common body types. 1 Mesomorph 2 Ectomorph 3 EndomorphMore information can be found on Healthy Body Image Everyone has read, or heard about this with girls and women with anorexia/bulimia. Abuse of supplements can be seen as a sign of an eating disorder. But this is not a gender bias problem. Men and teen boys have this issue as well as women and girls. It may show its ugly head a little differently. Boys are more likely to take supplements than girls. Boys are more likely to exercise at an unhealthy level than girls. The problem here is about expectations. Here are some sites that can explain dymorphia better.Some sites to get more information on body image/Communities/Eating_Disorders/peacelovehope/bdd.html /~shumow/iit/health.html /html/reports/fy2001/nimh.html/cgi/content/abstract/157/8/1291?maxtoshow=&HITS=10 &hits=10&RESULTFORMAT=&fulltext=dysmorphia&searchid=1068329440859_828& stored_search=&FIRSTINDEX=0&resourcetype=1&journalcode=ajp/REFERENCESAmerican Academy of Pediatrics. (2001). Though not recommended, young athletes use creatine to improve performance. Pediatrics, Retrieved September 15, 2003, from /creatine.htmlBuhrke, M.S., & Yesalis, C.E. (2002). Determining the efficacy of performance-enhancing substances. Performance-Enhancing Substances in Sport and Exercise. /details/0736036792/display.php C & R research services inc. (2001).BlueCross/BlueShield association’s healthy competition foundation national survey on performance-enhancing drugs in sports. Retrieved September15, 2003, from /hc/news/survey_key_findings.docEichner, R.E. (2001). Ergogenic aids: what are athletes using and why? Physician and Sports Medicine, 25, 70-6, 79, 83Kersotis, P. (2003). Baseball’s laughable drug testing no longer funny. Florida today, Retrieved September 15, 2003, from /MLBdrugtesting.O’Dea, J., & Rawstone, P. (2001). Male adolescents identify their weight gain practices and reasons for desired weight gain and sources of weight gain information. Journal of American Dietetics Association, 101,105-108.Powers, M.(2001). Ephedra and its application to sport performance; another concern for the athletic trainer. Journal of Athletic Training Association, 36, 420-424.Santrock, J.W. (2003). Moral development, values and religion, The self and identity. Adolescence.Schwenk,T.L., & Costley,C.D. (2002). When food becomes a drug: nonanabolic nutritional supplement use in athletes. American Journal of Sports Medicine, 30, 907-917.Smith, J., & Dahn, D.C. (2000). Creatine use among a select population of high school athletes. Mayo Clinical Proceedings, 75, 1257-1274.Winterstein, A.P., & Storrs, C.M. (2001). Herbal supplements: considerations for the athletic trainer. Journal of Athletic Training Association, 36, 435-432.。
