A Study On Behavior And Trait Performance Indicators Of Enterprise Staff

Scientific performance appraisal is conducive to find out the problems in the organization which is beneficial for the improvement of employee themselves as well as organizational performance. However, in the company practice of performance appraisal, evaluation results can not truly reflect the employees'performance due to unreasonable selection of the index and unscientific assessment method is, on the contrary, it may reduce the staff's enthusiasm for work. Nowadays, the accuracy of performance appraisal has become an important theoretical issue. How to appraise the staffs whose performance is obviously quantified such as sales is no longer a problem. But it's hard to appraise the quality of employee's behavior and traits. Because if the assessment methods are unscientific with lots of subjective factors, the assessment accuracy is often respectively compromised. Therefore, selecting appropriate performance indicators and scientific assessment methods to improve the accuracy of behavior and trait assessment can affect the actual performance of employees, which is of significant importance for enterprises to enhance their own performance appraisal system.The paper builds an indicators model which only contains non-result performance appraisal index through a combination of theoretical and empirical approach, aiming at providing important reference for domestic enterprises. In contrast with result performance appraisal index, non-result performance appraisal index is consist of behavior and trait indicators. On the basis for the construction of this model, we collected 150 indicators of organizational citizenship behavior in theory and behavior and trait indicators used in 536 companies. Through depth discussion of data collected by two human resource doctors, all indicators of scientific articles are coded by statistical analysis , and then we retain the high frequency indicators, to summarize the results non-result performance appraisal indicators model, meanwhile we put forward relevant proposals to the actual operation of these indicators.The results show that, first of all, the non-result performance appraisal indicators mainly spread among the evaluation of low-echelon staffs, compared with duty- based performance appraisal for senior managers. Secondly, as for the specific non-result performance appraisal indicators, we primarily consider 11 key indicators: help colleagues; team cooperation; service satisfaction; obedience of regulations; make constructive suggestions; attendance; recognition, support and maintenance of organizational goals; self-development; responsibility; initiative; creativity. Finally, in chapter four the paper explores the contingency factors from three aspects of the evaluation object, evaluation cycle and the evaluation subject, meanwhile recommend respective evaluation object, evaluation cycle and the evaluation subject for the eleven non-result performance appraisal indicators. In chapter five, proceeding from the practical method of performance appraisal, the paper makes a conclusion of current appraisal method and give some suggestions for the applicable appraisal method for these eleven indicators.