Task management method and device for quantifying task value

Abstract

The invention discloses a task management method for quantifying task value. The method includes the steps that task content and task levels are acquired and informed to a task executor and a task supervisor; the task content is sent to the task executor; task beginning time is recorded; the task execution progress is acquired regularly and sent to the task supervisor; task completion time is recorded; the evaluation of the task supervisor is acquired; task value is acquired through calculation. The invention further discloses a task management device for quantifying the task value. The device comprises a task management module, a task analysis module, a task tracking module and a timer module. According to the task management method and device for quantifying the task value, the task value of unstructured tasks can be quantified.

Description

technical field [0001] The invention relates to the technical field of computer task management, in particular to a task management method and device for quantifying task value. Background technique [0002] In enterprise management, especially for large and medium-sized enterprises with a large organization, performance assessment has always been a problem that is difficult to accurately evaluate. If performance can truly reflect the dedication and efforts of employees, as well as faults and negligence, then management efficiency will inevitably be greatly improved. In the end, the enterprise directly benefits. However, in the actual operation process, the performance management system is always unable to be satisfactorily implemented. The main reason is that structured tasks are easy to assess. For example, the process links of post execution have clear time limits and attribute descriptions of output results, which are used as assessment indicators. quantization, etc. H...

AI Technical Summary

Problems solved by technology

[0020] To sum up, the existing technology relies more on the self-evaluation of employees and the subjective evaluation of superiors, and cannot objectively and truly reflect the performance evaluation of unstructured tasks

At the same time, there is a lack of tracking of the task execution process, ignoring that the essence of the assessment is actually to improve the efficiency of employee execution, not to punish or reward employees for results

In addition, if the assessment cannot truly reflect the implementation of employees, resulting in low performance scores for those who pay more, and higher performance scores for those who pay less, not only will not improve the company's work efficiency, but it will also become a problem for the employees themselves to fill out the assessment template. Employees have a strong sense of resistance, which may even lead to intensification of internal conflicts, affect team cohesion, and team brain drain

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