Applicability of the Thank You Exchange System to Employee Evaluation and How to Apply it to External Organizations

Kiyoshi Kurakawa, Megumi Aibara, Kazumi Sekiguchi, Takako Sinzi, Aiko Takazawa, Masakazu Furuichi
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Abstract

As a corporate CEO for many years, one of the authors has tried a variety of personnel management measures. Among them, our research group has particularly focused on bonus evaluation. Bonus assessment is based on “performance evaluation” and “emotional evaluation.” However, while the former enables objective judgment based on sales and working hours, the latter is based on interviews with supervisors, making it difficult to eliminate subjectivity. Therefore, we proposed a method that provides objectivity by swapping acknowledgments/gratitude among employees using a messages exchange system for employees. From November 2019 to November 2021, the system was operated in-house over four periods of six months each, and the applicability to bonus assessment was confirmed. In the next step, we are planning to expand this system not only to other companies but also to more broad external organizations. This paper describes the overview of this system, the evaluation results, and the future plans.
感谢交换系统在员工评价中的适用性及如何在外部组织中应用
笔者中有一位担任企业CEO多年,尝试过各种人事管理措施。其中,我们课题组特别关注奖金评价。奖金的评估是基于“业绩评估”和“情感评估”。然而,前者可以根据销售额和工作时间进行客观判断,而后者则是基于对主管的访谈,难以消除主观性。因此,我们提出了一种方法,通过使用员工消息交换系统在员工之间交换致谢/感谢,从而提供客观性。从2019年11月至2021年11月,该系统在内部运行了四个阶段,每个阶段六个月,并确认了该系统对奖金评估的适用性。下一步,我们计划将该制度扩大到其他公司,还将扩大到更广泛的外部组织。”本文介绍了该系统的总体情况、评价结果以及未来的规划。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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