评语大全之绩效考核英文评语.docx
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评语大全之绩效考核英文评语.docx
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评语大全之绩效考核英文评语
评语大全之绩效考核英文评语
绩效考核英文评语
【篇一:
绩效考核外文文献及其译文】
thedilemmaofperformanceappraisal
peterprowseandjulieprowse
measuringbusinessexcellence,vol.13iss:
4,pp.69-77
abstract
thispaperdealswiththedilemmaofmanagingperformanceusingperformanceappraisal.theauthorswillevaluatethehistoricaldevelopmentofappraisalsandarguethatthecriticalareaoflinemanagementdevelopmentthatwasbeenidentifiedasacriticalsuccessfactorinappraisalshasbeenignoredinthelaterliteratureevaluatingtheeffectivenessofperformancethroughappraisals.
thispaperwillevaluatetheaimsandmethodsofappraisal,thedifficultiesencounteredintheappraisalprocess.italsore-evaluatesthelackoftheoreticaldevelopmentinappraisalandmovefromhepsychologicalapproachesofanalysistoamorecriticalrealisationofapproachesbeforere-evaluatingthechallengetoremovesubjectivityandbiasinjudgementofappraisal.
13.1introduction
thispaperwilldefineandoutlineperformancemanagementandappraisal.itwillstartbyevaluatingwhatformofperformanceisevaluated,thendeveloplinkstothedevelopmentofdifferentperformancetraditions(psychologicaltradition,managementbyobjectives,motivationanddevelopment).itwilloutlinethehistoricaldevelopmentofperformancemanagementthenevaluatehighperformancestrategiesusingperformanceappraisal.itwillevaluatethecontinuingissueofsubjectivityandethicaldilemmasregardingmeasurementandassessmentofperformance.thepaperwillthenexaminehoworganisationsmeasureperformancebeforeevaluationofresearchonsomerecenttrendsinperformanceappraisal.
thischapterwillevaluatethehistoricaldevelopmentofperformanceappraisalfrommanagementbyobjectives(mbo)literaturebeforeevaluatingthedebatesbetweenlinkagesbetweenperformancemanagementandappraisal.itwilloutlinethedevelopmentofindividualperformancebeforelinkingtoperformancemanagementinorganizations.theoutcomesoftechniquestoincreaseorganizationalcommitment,increasejobsatisfactionwillbecriticallyevaluated.itwillfurtherexaminethetransatlanticdebatesbetweenliteratureonefficiencyandeffectivenessinthenorthamericanandtheunitedkingdom)evidencetoevaluatethehrmdevelopmentandcontributionofperformanceappraisaltoindividualandorganizationalperformance.
13.2whatisperformancemanagement?
thefirstissuetodiscussisthedifficultyofdefinitionofperformancemanagement.armstrongandbarron(1998:
8)defineperformancemanagementas:
astrategicandintegratedapproachtodeliveringsustainedsuccesstoorganisationsbyimprovingperformanceofpeoplewhoworkinthembydevelopingthecapabilitiesofteamsandindividualperformance.
13.2.1performanceappraisal
appraisalpotentiallyisakeytoolinmakingthemostofanorganisation’shumanresources.theuseofappraisaliswidespreadestimatedthat80–90%oforganizationsintheusaandukwereusingappraisalandanincreasefrom69to87%oforganisationsbetween1998and2004reportedaformal
performancemanagementsystem(armstrongandbaron,1998:
200).therehasbeenlittleevidenceoftheevaluationoftheeffectivenessofappraisalbutmoreonthedevelopmentinitsuse.between1998and2004asamplefromthecharteredinstituteofpersonnelanddevelopment(cipd,2007)of562firmsfound506wereusingperformanceappraisalinuk.
whatisalsovitaltoemphasiseistherisinguseofperformanceappraisalfeedbackbeyondperformanceforprofessionalsandmanagerstonearly95%ofworkplacesinthe2004werssurvey(seetable13.1).clearlytheuseofappraisalshasbeenthedevelopmentandextensionofappraisalstocoveralargeproportionoftheukworkforceandthecoverageofnonmanagerialoccupationsandtheextendeduseinprivateandpublicsectors.
13.2.2thepurposeofappraisals
thecriticalissueiswhatisthepurposeofappraisalsandhoweffectiveisit?
researchedandusedinpracticethroughoutorganizations?
thepurposeofappraisalsneedstobeclearlyidentified.firstlytheirpurpose.randell(1994)statestheyareasystematicevaluationofindividualperformancelinkedtoworkplacebehaviourand/orspecificcriteria.appraisalsoftentaketheformofanappraisalinterview,usuallyannual,supportedbystandardisedforms/paperwork.thekeyobjectiveofappraisalistoprovidefeedbackforperformanceisprovidedbythelinemanager.thethreekeyquestionsforqualityoffeedback:
1.whatandhowareobservationsonperformancemade?
2.whyandhowaretheydiscussed?
3.whatdeterminesthelevelofperformanceinthejob?
ithasbeenarguedbyoneschoolofthoughtthattheseprocesscannotbeperformedeffectivelyunlessthelinemanagerofpersonprovidingfeedbackhastheinterpersonalinterviewingskillstoprovidethatfeedbacktopeoplebeingappraised.thishasbeendefinedasthe“bradfordapproach”whichplacesahighpriorityonappraisalskillsdevelopment(randell,1994).thisapproachisoutlinedinfig.13.1whichidentifiesthelinkagesbetweeninvolving,developing,rewardingandvaluingpeopleatwork..
13.2.3historicaldevelopmentofappraisal
thehistoricaldevelopmentofperformancefeedbackhasdevelopedfromarangeofapproaches.formalobservationofindividualworkperformancewasreportedinrobertowens’sscottishfactoryinnewlanarkintheearly1800s(cole,1925).owenhungovermachinesapieceofcolouredwoodovermachinestoindicatethesuperintendent’sassessmentofthepreviousday’sconduct(whiteforexcellent,yellow,blueandthenblackforpoorperformance).thetwentiethcenturyledtof.w.taylorandhismeasuredperformanceandthescientificmanagementmovement(taylor,1964).the1930straitsapproachesidentifiedpersonalityandperformanceandusedfeedbackusinggraphicratingscales,amixedstandardofperformancescalesnotingbehaviourinlikertscaleratings.thiswasusedtorecruitandidentifymanagementpotentialinthefieldofselection.laterdevelopmentstopreventamiddlescalefrom5scalesthendevelopedintoaforced-choicescalewhichforcedthejudgementtoavoidcentralratings.theevaluationalsoincludednarrativestatementsandcommentstosupporttheratings(mair,1958).
inthe1940sbehaviouralmethodsweredeveloped.theseincludedbehaviouralanchoredratingscales(bars);behaviouralobservationscales(bos);behaviouralevaluationscales(bes);criticalincident;jobsimulation.allthesejudgementswereusedtodeterminethespecificlevelsofperformancecriteriatospecificissuessuchascustomerserviceandratedinfactorssuchasexcellent,averageor
needstoimproveorpoor.theseratingsareassignednumericalvaluesandaddedtoastatementornarrativecommentbytheassessor.itwouldalsoleadtoidentifyanypotentialneedfortrainingandmoreimportantlytoidentifytalentforcareersinlinemanagementsupervisionandfuturemanagerialpotential.
post1945developedintotheresults-orientedapproachesandledtothedevelopmentofmanagementbyobjectives(mbo).thisprovidedaimsandspecifictargetstobeachievedandwithintimeframessuchaspecificsales,profitability,anddeadlineswithfeedbackonpreviousperformance(wherry,1957).
thedeadlinesmayhaverequiredalterationandledtospecificperformancerankingsofstaff.italsoprovidedaforceddistributionofrankingsofcomparativeperformanceandpairedcomparisonrankingofperformanceandsettingandachievingobjectives.
inthe1960sthedevelopmentofself-appraisalbydiscussionledtospecifictimeandopportunityfortheappraiseetoreflectivelyevaluatetheirperformanceinthediscussionandtheinterviewdevelopedintoaconversationonarangeoftopicsthattheappraiseneededtodiscussintheinterview.untilthisperiodthesuccessoftheappraisalwasdependentonskillofinterviewer.
inthe1990sthedevelopmentof360-degreeappraisaldevelopedwhereinformationwassoughtfromawiderrangeofsourcesandthefeedbackwasnolongerdependentonthemanager-subordinatepowerrelationshipbutincludedgroupsappraisingtheperformanceoflinemanagersandpeerfeedbackfrompeergroupsonindividualperformance(redmanandsnape,1992).thefinaldevelopmentofappraisalinterviewsdevelopedinthe1990swiththeemphasisonthelinkingperformancewithfinancialrewardwhichwillbediscussedlaterinthepaper.
13.2.4measuresofperformance
thedilemmaofappraisalhasalwaystodevelopperformancemeasuresandtheuseofappraisalisthekeypartofthisprocess.quantitativemeasureofperformancecommunicatedasstandardsinthebusinessandindustrylevelstandardstranslatedtoindividualperformance.theintroductionoftechniquessuchasthebalancedscorecarddevelopedbykaplanandnorton(1992).
performancemeasuresandevaluationincludedfinancial,customerevaluation,feedbackoninternalprocessesandlearningandgrowth.performancestandardsalsoincludedqualitativemeasureswhicharguethatthereisanoveremphasisonmetricsofquantitativeapproachabovethedefinitionsofqualityservicesandtotalqualitymanagement.intermsofperformancemeasurestherehasbeenatransformationinliteratureandamoveinthe1990stothefinancialrewardslinkedtothelevelofperformance.thedebateswillbediscussedlaterinthepaper.
13.3criticismofappraisals
critiquesofappraisalhavecontinuedasappraisalshaveincreasedinuseandscopeacrosssectorsandoccupations.thedominantcritiqueisthemanagementframeworkusingappraisalasanorthodoxtechniquethatseekstoremedytheweaknessandproposeofappraisalsasasystemtodevelopperformance.
this“orthodox”approacharguesthereareconflictingpurposesofappraisal(strebleretal,2001).appraisalcan
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