什么是业绩导向管理？ 释义
业绩导向管理，是由Jan Schouten和Wim van Beers共同提出的一种现代管理方式，此二人都是荷兰裔的管理专家。
业绩导向管理目的在于， 通过事先签署的清楚无误的、可以衡量的合约将绩效结果最大化。 业绩导向管理作为一种管理风格，认为员工将会具有更大的工作热情，产生更大的工作愉悦，如果能够做到以下几点的话：
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员工清楚地知道对他们的期待和要求是什么；
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员工被融入到制定形成这些期待目标的过程中；
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员工被允许自我管理，决定如何实现这些期望目标；
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员工能够获得关于他们绩效表现的反馈意见。
根据业绩导向管理，管理人员设定业绩目标、决定优先事项， 并提供和配置时间、金钱和设备条件等资源。 员工则提供他的时间、知识和能力，并告知达到预期结果需要什么样的工作条件。 如此，完成工作任务、实现预期目标则完全成了他个人的职责。
业绩导向管理与SMART管理
业绩导向管理是与业绩导向协议（Result Oriented Agreements）相辅相成的管理系统。 系统内的各个部分，都清楚自己的目标任务，并就任务结果保持沟通交流， 要确保树立SMART目标，即 明确的（Specific）、可衡量的（Measurable）、可得到的（Attainable）、相关的（Relevant）、可追溯的（Traceable）。 在SMART协议框架内，员工有充分的自由去决定如何实现具体的目标任务。
业绩导向管理法的步骤 流程
业绩导向管理法帮助将企业目标阐释为更为具体的战略事业单元的目标和员工个人目标。 这一流程通常通过自上而下法（TOP DOWN）来实现，具体包括以下几个步骤：
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比较： Value Based Management[价值管理] | Results-Based Leadership[业绩导向领导] | Change Management[变革管理] | Seven Habits[七个习惯] | Path-Goal Theory[路径-目标理论] | Leadership Continuum[领导连续体] | SMART[SMART管理法] (Drucker) | Leadership Styles[领导风格] | Situational Leadership[情境领导]
返回到分类主页： 变革与组织 | 沟通与技能 | 金融与投资 | 人力资源管理 | 领导力
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