CAPÍTULO VI Tipos de interés
A) OPERACIONES DE ACTIVO 1. Préstamos hipotecarios
Performance graph analysis provides a unique angle of considering employee performance that helps a decision-maker to analyze and evaluate the integrated performance characteristics from a higher angle. Especially for large enterprises, by transforming the amounts of data into simple graph, we can know the integrated performance of employees by means of human thinking.
In further researches, the factor of time is expected to be taken into consideration. Connect the performance graphs at different time and form a dynamic “performance flash” that can help to know the changes of employee performance at certain time immediately. In the quantitative analysis aspect, it is expected to adopt the frequency-domain analyzing method to decompose the random wave of employee performance, finding out the inner cause that affects changes of performance.
References
Ilgen D R & Pulakos E D. (2004). The Changing Nature of Performance Implications for Staffing, Motivation, and Development. Beijing: China Light Industry Press.
Du, Jing. (2007). A study on an evaluation system for employees’ performance. Master thesis of Tianjin University. Du, Jing & Zhao, Liming. (2006). A vector analysis model on employee performance. Journal of Dalian University of Technology (Social Sciences). No.4. p40-43.
Tao, Zaipu. (2005). System Dynamics --- Strike the Fifth Refining Secret. Beijing: China Taxation Press. Mar. Xu, Guozhi. (2000). System Science. Shanghai: Shanghai Scientific & Technological Education Publishing House. Sep.
Zhang, Wentong. (2006). A High Course Book for SPSS Statistical Analysis. Beijing: High Education Press. Apr. Yang, Jian. Bai, Yun & Zheng, Beili. (2002). Goal-Oriented Performance Evaluation. Beijing: China Textile & Apparel Press.
Jon, Warner. (2005). The Janus Performance Management System. Beijing: Publishing House of Electronics Industry. Jan.
Bai, Ligang. (1996). A brief introduction and comment on Holland's Vocational Interest Theory. Journal of Developments in Psychology. No.2. p27-31.
Table 1. Index system.
Goal First-class
structure Second-class structure Index CPI Result R KPI R1-R15 Empl oyee performance Competence Strategy/customer-oriented C1-C25
Process/improvement-oriented Employee/empowerment-oriented C Risk/value creation-oriented Pursue to be competent Pursue salaries Pursue appraisals of others
Pursue self-determination Motivation
M
Pursue good relationship
M1-M21
Man and environment Man and organization Man and job content Job fitness
F
Self-evaluation
F1-F16
Table 2. The scores of employee performance.
Employee number 1 2 3 4 5 6 7 8 9 10 Competence 5.7 4.9 6.3 6.4 1.5 7.2 7.3 5.5 7.9 6.3 Motivation 4.9 2 5.7 4.4 2.2 7.4 7.3 8.9 7.4 4.3 Job fitness 3.3 3.9 3.4 6.1 1.7 6.5 7.2 4.1 7.5 6.1 Job output 6.7 5.3 6.4 5.6 1.8 7 7.1 5.4 7.7 5.8 Employee number 11 12 13 14 15 16 17 18 19 20 Competence 5.9 7.6 4.9 5.7 5.4 7.5 6.2 7.1 5.7 8.5 Motivation 6.4 7.9 4.3 5.5 3.6 6.5 8.1 6.6 4.6 8.2 Job fitness 4.1 7.7 4.8 6.5 5.7 7.6 7 7.2 6.1 8.4 Job output 7.5 7.8 5 5.2 4.9 7.4 6 6.9 5.8 9
Table 3. The clusters of employees.
Employee cluster Employee number Suggestions for improvement Motivation 4,10,19,15,14,13 Motivate them Motivation-adjustment 1,3,11 Motivate them or adjust
their positions
Question II 2 Train them and
motivate them
Semi-star 16,18,9,12,6,7,17 None
Question I 8 Train them and adjust
their positions
Fire 5 Assist them after fire
Notice: See to reference (Du & Zhao, 2006, p40-43) for the definition for specific cluster. Table 4. The analysis table of performance facets’ surfaces.
The surface of facets Analysis
The competence surface of employees
See to the figure at the left. The two dimensions at the bottom are respectively
employee motivation and jot fitness. The vertical axis is employee competence.
We notice that the employee clusters’ competence facets’ surface is smooth, especially in the 5-7 score section. There is
one cluster that has relatively higher competence, motivation, and job fitness.
There is one cluster that has relatively lower competence, with lower job fitness
and less members. It indicates that these employees have relatively stable and higher
competence.
The motivation surface of employees
See to the figure at the left. The two dimensions at the bottom are respectively employee competence and jot fitness. The
vertical axis is employee motivation. We notice that the employee clusters’ motivation facets’ surface is more complex,
showing a saddle figure. Because of changes of job fitness and competence, the
motivation changes immediately. There is one cluster that has relatively higher
motivation, no matter what their competence is. There are two clusters that have relatively lower motivation, one with lower job fitness and one with higher. It
indicates that the motivation of these employees have been greatly affected by
job fitness and competence. There are relatively higher differences in employee motivation. It gives us a clue that there is
certain problem in job arrangement and employee motivation in this department.
The job-fitness surface of employees
See to the figure at the left. The two dimensions at the bottom are respectively employee motivation and competence. The
vertical axis is job fitness. We notice that the employee clusters’ job fitness facets’ surface is relatively vertical, without any stable section. Basically, along
with the improvement of employee competence, the job fitness is increasing what indicates that this department may be
competence-oriented. Motivation affects job fitness little. Basically, employees at the
same motivation level seem to be loose in job fitness. That is far different from the
former section. It indicates that in this cluster competence determines job fitness and job fitness affects motivation. But the
inverse process is not obvious.
Notice: (1) X refers to employee competence, Y motivation, Z job fitness. (2) The points in each side are projected ones.
Figure 2. The employees’ system clustering tree.
Figure 3. The regression analysis figure for each facet.
Notice: In this figure, the pair relationships are shown respectively from the left to the right. The former is horizontal axis and the later vertical axis. The pair relationships are “competence-motivation”, “competence-job fitness”, “job fitness-motivation”, “motivation-competence”, “job fitness-competence”, “motivation-job fitness”.