绩效评估,经济增值和管理行为【外文翻译】

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绩效评估

绩效评估绩效评估（performanceappraisal），又称绩效考评、绩效评价、员工考核，是一种正式的员工评估制度，也是人力资源开发与管理中一项重要的基础性工作，旨在通过科学的方法、原理来评定和测量员工在职务上的工作行为和工作效果。

绩效评估是一种正式的员工评估制度，它是通过系统的方法、原理来评定和测量员工在职务上的工作行为和工作成果。

绩效评估是企业管理者与员工之间的一项管理沟通活动。

绩效评估的结果可以直接影响到薪酬调整、奖金发放及职务升降等诸多员工的切身利益。

目录展开编辑本段英文performance appraisal编辑本段绩效评估的定义绩效（performance），指构成员工职位的任务被完成的程度，它反映了员工能在多大程度上实现职位要求。

绩效评估又称绩效考核或绩效评价，它是按照一定的标准采用科学的方法检查和评定组织内部公务员对职位所规定的职责的履行程度，以确定其工作成绩的管理方法。

编辑本段绩效评估的目的在组织中绩效评估有多个目的，管理人员把绩效评估结果用于一般的人力资源决策，比如人员晋升、调职、解聘等，都要以绩效评估结果为基础；绩效评估结果还可用于确定培训和开发需求，可以确认员工当前不适应工作要求的能力或技能，以什么方法弥补；它们还可以用来作为人员招聘与员工开发计划有效性的标准；新聘员工干得好坏一看绩效评估结果就清楚了；同样，培训与员工职业生涯开发计划的有效性如何，也可以通过考察这些项目的参与者的绩效情况来作出评价；绩效评估还可为员工提供反馈，让他们了解组织如何看待他们的绩效；另外，组织的奖酬分配一般也以绩效评估结果为基础，根据绩效评估的结果来决定谁会获得晋升工资或其他报酬。

1、对员工的晋升、降职、调职和离职提供依据；2、组织对员工的绩效考评的反馈；3、对员工和团队对组织的贡献进行评估；4、对员工的薪酬决策提供依据；5、对招聘选择和工作分配的决策进行评估；6、了解员工和团队的培训和教育的需要；7、对培训和员工职业生涯规划效果的评估；8、对工作计划、预算评估和人力资源规划提供信息。

绩效考核中英文对照外文翻译文献

绩效考核中英文对照外文翻译文献(文档含英文原文和中文翻译)绩效考核与员工满意摘要：绩效考核通常也称为业绩考评或“考绩”，是针对企业中每个职工所承担的工作，应用各种科学的定性定量的方法，对职工行为的实际效果及其对企业的贡献或价值进行考评。

绩效考核作为一种有效的企业管理手段，在企业管理中发挥着非常重要的作用，是企业人力资源管理的核心。

本文对当前我国绩效考核中存在的问题做了详细的分析。

针对问题，文章提出从绩效考核的各个角度进行控制，从而确保绩效考核高效到位，最终发挥人力资源管理的作用。

关键词：绩效考核问题分析建议21世纪是知识经济时代，随着经济竞争的加剧，人们越来越认识到人力资源是当今时代经济发展的第一资源。

随着人力资源管理在中国企业的发展的日趋成熟,绩效管理作为人力资源管理的重要组成部分在企业内部的地位也越发重要。

绩效考核是人力资源管理的核心问题之一，是保障并促进企业内部管理机制有序运转，实现企业各项经营管理目标所必须进行的一种管理行为。

美国组织行为学家约翰·伊凡斯维其认为，绩效考核可以达到以下八个方面的目的：为员工的晋升、降职、调职和离职进行评估；组织对员工的绩效考评的反馈；对员工和团队对组织的贡献进行评估；为员工的薪酬决策提供依据；对招聘选择和工作分配的决策进行评估；了解员工和团队的培训和教育的需要；了解员工和团队的培训和教育的需要；对工作计划、预算评估和人力资源规划提供信息。

绩效考核是企业管理员工的有效手段,也是主要途径,在企业管理中具有不可替代的核心地位。

但是,现在有很多企业的绩效考核与企业的发展策略相脱节,企业绩效考核体系也只是一个空壳而已,根本达不到对员工进行考核的目的,甚至还适得其反,导致人才流失。

因此，对企业的绩效考核工作进行分析，找出存在的问题，并解决这些问题成为企业势在必行的工作。

1当前绩效考核中存在问题及原因分析1.1对绩效考核的认识不充分（1）认为绩效考核只是人力资源部的事。

绩效管理与评估中英

Performance
What an employee does and does not do.
• Quantity of output • Quality of output • Timeliness of output • Presence at work • Cooperativeness
Listing of all employees from highest to lowest in performance. 把所有员工按绩效从高到低依序排列。
Forced Distribution 强制分配法
Performance appraisal method in which ratings of employees are distributed along a bell-shaped curve. 采用强制分配法时，评估者对员工业绩的评价结果通常要符合正态分布。
Checklists 检核清单法
A performance appraisal tool that uses a list of statements or work behaviors that are checked by raters. 指评估者根据一份陈述清单进行绩效评估的方法。
Comparative Methods 比较法 Ranking 排序法
Uses of Performance Appraisal 绩效评估的作用
Performance Appraisal (PA)
The process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating the information to employees. 是以一套标准为参照依据，评价员工的工作绩效，并将相关信息知会员工的过程。

绩效评价外文翻译[整理版]

公共部门中的绩效悖论一、引言现在，国家投入了比以往任何时候都要多的注意力、时间和金钱在公共部门的绩效衡量和评价上（经济合作与发展组织［OECD］，1996；Pollitt & Bouckaert，2000；p.87；Power，1997）。

基于结果的管理是各级公共部门一整天的话题，从地方、区域、国家，甚至前国家。

学校和大学，地方政府，其他行政组织，发展援助机构（非政府组织和国际非政府组织），和组织，世界银行都参与绩效结果上的数据和信息制造，如果可能的话，也包括对绩效结果的影响。

Power（1994，1997，2000）甚至提到“审计爆炸”或“审计的社会”。

新公共管理领域的信徒将一个高度优先事项归于计量产出和成果。

他们旨在根据这种理想信息基础上的新政策和管理活动，使得政策的执行更有效率和效力。

但是，评价研究表明，很多试图引进基于结果的管理方式最后仍然不成功（例如Leeuw & V an Gils, 1999, 荷兰研究述评）。

不过，衡量产出、成果、和评价活动的需要在政治家和行政人员发表的改善政府工作表现的声明中仍然是一个重要的组成部分。

下面，我们将表明以下观点：公共部门产出计量的增加会导致某些意想不到的后果，不仅可能会废止公共部门绩效的结论，也会消极地影响这个绩效。

我们将通过一些不同的例子表明，公共部门的一些特征在发展和使用绩效指标之后还会适得其反。

最后，我们将就如何处理公共部门中运用绩效评估造成的问题提出一些建议。

我们认为，这个问题非常重要。

因为，尽管存在问题，绩效衡量仍对公共部门的日常运作，特别是公共支出，存在不菲的价值。

二、公共部门中的绩效考核随着行政改革的崛起，公共部门中的绩效考核得到了愈来愈多的关注（cf.power,2000）。

在上世纪80年代，大多数西方国家由于经济衰退和国际竞争加剧，逐渐引发了这种改革。

而这场改革的口号便是“新公共管理”。

它的目标是双重的：削减预算，并提高政府官僚机构的效力和效率。

外文翻译--绩效评估、经济增加值和管理行为

中文3595字一、外文原文原文一：Performance Evaluation, Economic Value AddedAnd Managerial BehaviourFor the past two decades many countries started transforming their economies from traditional protected ones to those of more liberalized, globalized and market driven. This period has also seen the economies becoming more knowledge oriented and Human Resources started assuming more prominence in the growth of the economies and businesses posing a greater challenge for companies to acquire and retain talented workforce (especially at the strategic & managerial levels).The knowledge economy also started witnessing the rapid rise of the agency problem-conflict of interest between managers and owners. So it is very essential to align the interests of the mangers and shareholders or at least reduce the difference between them. In this regard Economic Value Added has been seen as better alternative to the stock price and traditional performance measures.While successful EV A stories in the west are quite encouraging, Corporate India is slowly catching up the EV A adoption. Although not a panacea, EV A based compensation plans will drive managers employ a firm‟s assets more productively and EV A should help reduce the difference in the interests of the managers and shareholders, if not perfectly align them.1. IntroductionFor the past two decades many countries started transforming their economies from traditional protected ones to those of more liberalized, globalised and market driven . This period has also seen the economies becoming more knowledge oriented and Human Resources started assuming more prominence in the growth of the economies and businesses. But this has also posed a greater challenge for companies to acquire and retain talented workforce (especially at the strategic & manageriallevels). The knowledge economy also started witnessing the rapid rise of the agency problem- conflict of interest between managers and owners. The managers – in their role as the agents–are expected to act in the best interests of the shareholders (principals). Managers will act in shareholders‟ interests only if they have right incentives. So it is very essential to align the interests of the mangers and shareholders or at least reduce the difference between them.So we need a measure that on one hand rightly measures the managerial performance so that he managers – with talent and greater mobility- can be suitably compensated (and hence retained) and on the other aligns the interests of the mangers and shareholders.For some time now Stock Price was thought to be an ideal measure achieving the above objectives. However stock price has many limitations.We shall discuss the pitfalls of stock price as a performance measure before evaluating some of the traditional performance measures and then introduce Economic Value Added as the right measure of managerial performance.2. Traditional Measures of Managerial PerformanceShareholders want the maximization of stock price (firm value). So can we measure the performance of a manager directly as reflected by the stock price-Reward managers when stock price goes up and punish them if stock prices behave otherwise? This approach has a major limitation. …Stock pri ce is driven by so many factors that escape from the control of managers, making it an inefficient measure of the true influence of the mangers on firm‟s value. …Changes in stock price-in the short run at least – are not always accurate gauze of management performance due to the presence of randomness and noise‟ (Kang et al, 2002). Tying t op management compensation to stock prices raises another difficult issue. The market value of a company‟s shares reflects investors‟ expectations. The stockholder return depends on how well the company performs relative to expectations‟. Suppose a company announces the appointment of an outstanding new manager. The stock price leaps up in anticipation of improved performance. Henceforth, even if the new manager delivers exactly the good performance that investors expected, the stock will earn only a normal averagerate of return. In this case a compensation scheme linked to the stock return would fail to recognize the manager‟s special contribution.An ideal performance measure should ensure that the managers would bear all the consequences of their own actions, but are not exposed to the fluctuations over which they have no control. In search of such a metric–traditionally-companies are used to capture managerial performance and reward them through the operation based measures like Profits, EPS, ROCE and ROE. However these measures are not free from limitations.An appropriate performance measure should assess how managerial actions affect the firm value. For this to happen the performance measure must incorporate at least three things (Irala, 2005).a. the amount of capital investedb. the return earned on the capital andc. cost of capital (WACC) – reflecting the risk adjusted required rate of returnIs there any measure that includes returns, capital employed and the cost of capital employed in its computation?The Stern Stewart & company, a New York City based consulting firm answers this question positively and introduces its Economic Value Added (EV A).3. What is Economic Value Added?EV A is the Adjusted Net Operating Tax After Tax (ANOPAT) for a period minus the capital charge (the rupee cost of capital) of the investment over that period.EV A can be expressed asEV A = Adjusted Net Operating Profit After Taxes (ANOPAT) - Capital CostWhereANOPAT = Capital Employed (CE)*ROCE (as ROCE = EBIT (1-T) / CE)Capital Cost = WACCX Capital Employed (CE)ThusEV A = Capital Employed (CE) *ROCE - WACC * Capital EmployedEV A = (ROCE - WACC) Capita l EmployedCapital is generally measured by book value.WACC is the weighted Average of cost of Equity (generally measured by CAPM) and cost of Debt.4. EV A as a performance measureIf managers are told that their performance is measured by EV A and compensation is liked to that, they would try to improve EV A by doing one or more of the following.A. Improve returns with the existing CapitalB. Employ Capital productivelyC. Reduce the capital costWhen managers do one or more of the above the value of the firm increases. So improving EV A theoretically improves the value of the firm and hence is a good measure of managerial performance.Whether they are contemplating entering new markets, setting product prices, adding new service lines, or making an acquisition, managers need a way to value the alternatives and choose the ones that will produce highest value to the firm. Cash flow analysis can help them to do that, but EV A can help them more (Bhalla, 2004).5. EV A and the Market Value Added (MV A)As noted earlier, the major attraction with EV A is that it is linked to the value of the firm and hence capable of signaling the value creation or otherwise of it.It is not too uncommon that the Market Value of a firm (Market value of Debt and Market value of Equity) either exceeds or falls short of its Book Value. The difference is the Market Value Added (lost). MV A can be arrived at by discounting back the Future EV As.MV A = Future EV As discounted backMarket Value of the firm = Book Value of the firm + MV Aand with simplifying assumption that market and book value of debt are equal, Market Value of Equity = Book Value of Equity + Market Value AddedThe Market Value of equity exceeds its Book value when the MV A is positive and in this case the Market Value of the equity is said to be at a premium. On the other hand it will be at a discount when MV A is negative.The MV A equals the Present Value of future EV As (Pablo Fernandez, 2003). Exhibit 1 and Exhibit 2 capture the link between Market Value, EV A and MV A 32123=+++1EVA EVA EVA （1+K ）（1+K ）（1+K ）Exhibit 1. The relations hip between MV A and EV Awhen the market value of the firm is more than its book value 32123=+++1-EVA -EVA -EVA （1+K ）（1+K ）（1+K ）Exhibit 2. The relations hip between MV A and EV Awhen the market value of the firm is less than its book value6. EV A adoption in IndiaCorporate India is slowly catching up. There had been a beginning with several companie s like Godrej, TCS, Marico, Dr. Reddy‟ s , Infosys, etc, adopting EV A in for different purposes.The EV A is closely related to NPV . …The Net Present Value of the pro ject is the present value of the economic value added by that project over its lif e‟ (Damodaran, 2002).Godrej Soaps group of six companies is one of the early adopters of EV A. Godrej had a multi-step variable bonus plan, where three levels of targets were outlined. A salesperson who had reached level I would never aspire to do more unless he was sure to touch level II, because he would not get any additional bonus for being midway. It would be more beneficial for him to report it in the next financial years' sales. The company's figures suffered as a result. There was clearly gap in communicationbetween the management and the employees. “A measure was needed that would align the interests of the employee, the company and the shareholder”. Godrej implemented EV A based incentive scheme. Four out of the six companies have out performed on stretch targets in just one year and most employees made huge bonusand acquisitions must have a justification in terms of shareholder value.Dr Reddy‟s La boratories does not use EV A as a measuring device to reward performance. However, it uses EV A as a qualifying criterion for granting performance-based rewards such as variable pay, performance bonuses and stock options (Jagannathan, 2004).Exhibit 3 describes the use of EV A at select Indian companies7. EV A & Managerial BehaviourAt the Godrej group, the entire business planning process is driven by EV A which will be applicable to about 2,500 employees. "EV A will be the main financial parameter by which we measure our performance. It will be also used in all capital expenditure decisions including acquisitions. The objective is to make all employees think like owners which would lead to an entrepreneurial culture this should be strongly supported by an open-ended variable remuneration scheme. This plan provides design flexibility, ensures alignment between employees and shareholders, and significant motivation can be achieved with reasonable retention risk and shareholder cost .Exhibit 3. The Use of EV A at Select Indian companies Tejpavan Gandhok, managing director of Stern Stewart India argues “If you seek to maximize EV A in the long run. People will be much more bottomline conscious - andconscious about sustainable results - because their own in centives are tied to getting a part of the action. The real benefit from EV A comes from making it a way of life inside the company. Essentially, the comparison between EV A and ESOPs is in terms of their relative effectiveness in inducing the desired managerial behaviour. In small start-ups, employees would be more keen to be rewarded by ESOPs. In large and diversified organisations I suspect EV A would be preferred by employees. (Jagannathan,2004).At TCS, about 1,000 employees have left in the first quarter 2004-05 financial year. This, according to sources in the company, is a result of the salary model based on the economic value-added (EV A) that was rolled out two years ago. Those exiting, they maintain, are primarily the non-performers. The EV A model –involving assessment, retraining and exit discussions – moves on a two-year cycle and the last quarter was the first one when its impact kicked in. Under a new five-tier appraisal system, a large percentage of those who have left were classified as non-performers. They were given low rankings for the second year in a row and failed to show signs of improvement despite undergoing a mentorship program me. Sources in TCS, however, said it was a conscious move by the company to enhance result-orientation among its employees. Accor ding to the new EVA-based system, every employee‟s salary has a fixed and a variable component. The variable component of the pay takes into account the performance of the individual and the company (Sinha, 2005) .8. The EV A, MV A and firm value: Empirical EvidenceWhile J oel stern(2001) argues …EV A pro vides a signal to the investors that this management is more likely to achieve the expected return on book capital employed, and might warrant higher price to earnings ratios be cause they are likely to engage in less potential waste‟, Empirical studies have outlined mixed findings-some of them diametrically opposite.‘There is only limited sup port for Stewart‟s contention that the adoption of EV A is associated with greater increase in MV A‟ (Linda 2000/2001).‘Improving EV A performance is associated with a higher stock return. However the association of EV A with stock return is not as strong as suggested in anecdotal EV A stories‟ (Chen and Dodd 1997).‘There is no indication what so ever that EVA is conveying any statistically significant signals different from the traditional performance indicators‟ (Malhotra, 2001).‘EV A is the single largest and most consistent variable which had a decisive role in accounting fro changes in MV A‟ (B hatnagar and Sekhar, 2001).9. ConclusionWhile successful EV A stories in the west are quite encouraging, empirical research is not sufficient to establish the claim of EV A as a better measure as well there is not much research to prove it otherwise.Corporate India is slowly catching up with few early adopters and Business Press throwing more light on the subject.Although not a panacea, EV A should help reduce the difference in the interests of the managers and shareholders, if not perfectly align them.Source: Dr. Lokanandha Reddy Irala. Raghunatha Reddy, 2006. Performance Evaluation,Economic Value Added and Managerial Behavior.PES Business Review, 1, pp.1-6.二、翻译文章译文一：绩效评估、经济增加值和管理行为在过去的20年里，许多国家开始转变模式，从传统经济向那些更加自由化、全球化和市场推动的方向转变。

政府绩效评估英文文献-3

Performance evaluation usually also known as performance appraisal or "performance" is the enterprise borne by each worker in the work of the application of science and qualitative and quantitative methods, workers and the actual results of the enterprise value of the contribution or assessment and evaluation. It is an important corporate personnel management, strong corporate governance is one of the means. The purpose of performance evaluations by each individual assessment improve the efficiency, and eventually realize the goal of enterprise. In the enterprise for performance evaluation work, we need to do a lot of related work. First, the need for performance evaluation of the meaning of scientific explanation, the entire organization of a unified understanding.绩效估计常常又称为绩效评估，业绩评价也称为绩效考核或者绩效。

企业业绩评价系统中英文对照外文翻译文献

中英文对照外文翻译文献(文档含英文原文和中文翻译)译文：论企业经营业绩评价系统的构建企业作为盈利性组织，其目标是追求经济效益，企业的经济效益集中体现在经营业绩上。

业绩，也称为效绩，绩效、成效等，反映的是人们从事某一活动所取得的成绩或成果，经营业绩是企业在一定时期内利用其有限的资源从事经营活动取得的成果，表现为企业经营效益和经营者业绩两方面。

《辞海》中对“评价”的解释是：“评定货物的价格、还价。

今也指衡量人物或事物的价值。

”价格是价值的货币表现，评价实际上是一个判定价值的过程，就如《现代汉语词典》中的解释：“评价”是“评定价值高低、评定的价值”，管理活动中的评价是指根据确定的目标来测定对象系统的属性，并将这种属性变为客观定量的价值或者主观效用的行为。

评价作为判定人或事物价值的一种观念性活动，包括确定评价目的、选定评价标准(或评价参照系统)，获取评价信息，形成价值判断四个环节。

企业经营业绩评价是指运用科学，规范的评价方法，采用特定的指标体系，对照统一的评价标准，按照一定的程序，进行定量及定性分析，对企业一定经营期间的经营效益和经营者业绩作出真实、客观、公正的综合评判。

它是评价理论方法在经济领域的具体应用，它是在会计学和财务管理的基础上，运用计量经济学原理和现代分析技术而建立起来的剖析企业经营过程，真实反映企业现实经济状况，预测企业未来发展前景的一门科学。

建立和推行企业经营业绩评价制度，科学的评判企业经营成果，有助于正确引导企业经营行为，帮助企业寻找经营差距及产生的原因，提高经济效益。

同时，也为各有关部门对企业实施间接管理，加强宏观调控、制定经济政策和考核企业经营管理者业绩提供依据。

企业经营业绩评价系统的构建与实施必须建立在一定的理论基础之上，符合一定的原则，才能发挥其良好的功能，从而使业绩评价“客观”、“公平”、“合理”。

1企业经营业绩评价系统的理论基础(1) 资本保全理论在市场经济条件下，企业是出资者的企业，是一个资本集合体，所有者是惟一的剩余风险承担者和剩余权益享受者，出资者利益是企业最高利益。

绩效考核与管理外文翻译文献

绩效考核与管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：The Dilemma of Performance AppraisalPeter Prowse and Julie ProwseMeasuring Business Excellence,V ol.13 Iss:4,pp.69 - 77AbstractThis paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals.This paper willevaluatethe aims and methodsof appraisal, thedifficulties encountered in the appraisalprocess. It also re-evaluates the lack of theoretical development in appraisaland move from he psychological approachesof analysistoamorecritical realisation ofapproaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.13.1IntroductionThis paper will define and outline performance management and appraisal. It will start byevaluating what form of performance is evaluated, then develop links to the development of different performance traditions (Psychological tradition, Management by Objectives, Motivation and Development).It will outline the historical development of performance management then evaluate high performance strategies using performance appraisal. It will evaluate the continuing issue of subjectivity and ethical dilemmas regarding measurement and assessment of performance. The paper will then examine how organisations measure performance before evaluation of research on some recent trends in performance appraisal.This chapter will evaluate the historical development of performance appraisal from management by objectives (MBO) literature before evaluating the debates between linkages between performance management and appraisal. It will outline the development of individual performance before linking to performance management in organizations. The outcomes of techniques to increase organizational commitment, increase job satisfaction will be critically evaluated. It will further examine the transatlantic debates between literature on efficiency and effectiveness in the North American and the United Kingdom) evidence to evaluate the HRM development and contribution of performance appraisal to individual and organizational performance.13.2 What is Performance Management?The first is sue to discuss is the difficulty of definition of Performance Management. Armstrong and Barron(1998:8) define performance management as: A strategic and integrated approach to delivering sustained success to organisations by Improving performance of people who work in them by developing the capabilities of teams And individual performance.13.2.1 Performance AppraisalAppraisal potentially is a key tool in making the most of an organisation’s human resources. The use of appraisal is widespread estimated that 80–90%of organizations in the USA and UK were using appraisal and an increase from 69 to 87% of organisations between 1998 and 2004 reported a formal performance management system (Armstrong and Baron, 1998:200).There has been little evidence of the evaluation of the effectiveness of appraisal but more on the development in its use. Between 1998 and 2004 a sample from the Chartered Institute of Personnel and Development (CIPD, 2007) of 562 firms found 506 were using performance appraisal in UK.What is also vital to emphasise is the rising use of performance appraisal feedback beyond performance for professionals and managers to nearly 95% of workplaces in the 2004 WERS survey (seeTable 13.1).Clearly the use of Appraisals has been the development and extension of appraisals to cover a large proportion of the UK workforce and the coverage of non managerial occupations and the extended use in private and public sectors.13.2.2 The Purpose of AppraisalsThe critical issue is what is the purpose of appraisals and how effective is it ？Researched and used in practice throughout organizations? The purpose of appraisals needs to be clearly identified. Firstly their purpose. Randell (1994) states they are a systematic evaluation of individual performance linked to workplace behaviour and/or specific criteria. Appraisals often take the form of an appraisal interview,usually annual,supported by standardised forms/paperwork.The key objective of appraisal is to provide feedback for performance is provided by the linemanager.The three key questions for quality of feedback:1. What and how are observations on performance made?2. Why and how are they discussed?3. What determines the level of performance in the job?It has been argued by one school of thought that these process cannot be performed effectively unless the line manager of person providing feedback has the interpersonal interviewing skills to providethat feedback to people being appraised. This has been defined as the “Bradford Approach” which places a high priority on appraisal skills development (Randell, 1994). This approach is outlined in Fig. 13.1 whichidentifies the linkages betweeninvolving,developing, rewarding and valuing people at work..13.2.3 Historical Development of AppraisalThe historical development of performance feedback has developed from a range of ap proaches.Formal observation of individual work performance was reported in Robert Owens’s Scottish factory inNew Lanarkin the early 1800s (Cole, 1925). Owen hung over machines a piece of coloured wood over machines to indicate the Super intendent’s assessment of the previous day’s conduct (white forexcellent, yellow, blue and then black for poor performance).The twentieth centuryled to F.W. Taylor and his measured performance and the scientific management movement (Taylor, 1964). The 1930sTraits Approaches identified personality and performance and used feedback using graphic rating scales, a mixed standard of performance scales noting behaviour in likert scale ratings.This was used to recruit and identify management potential in the field of selection. Later developments to prevent a middle scale from 5 scales then developed into a forced-choice scale which forced the judgement to avoid central ratings.The evaluation also included narrative statements and comments to support the ratings (Mair, 1958).In the 1940s Behavioural Methods were developed. These included Behavioural Anchored Rating Scales (BARS); Behavioural Observation Scales (BOS); Behavioural Evaluation Scales (BES); critical incident;job simulation. All these judgements were used to determine the specific levels of performance criteria to specific issues such as customer service and rated in factors such asexcellent,average or needs to improve or poor.These ratings are assigned numerical values and added to a statement or narrative comment by the assessor. It would also lead to identify any potential need for training and more importantly to identify talent for careers in linemanagement supervision and future managerial potential.Post1945 developed into the Results-oriented approaches and led to the development of management by objectives (MBO). This provided aims and specific targets to be achievedand with in time frames such as pecific sales, profitability,and deadlines with feedback on previous performance (Wherry, 1957).The deadlines may have required alteration and led to specific performance rankings of staff. It also provided a forced distributionof rankingsof comparative performance and paired comparison ranking of performance and setting and achieving objectives.In the 1960s the developmentof Self-appraisal by discussion led to specific time and opportunity for the appraisee to reflectively evaluate their performance in the discussion and the interview developed into a conversation on a range of topics that the appraise needed to discuss in the interview. Until this period the success of the appraisal was dependent on skill of interviewer.In the 1990s the development of 360-degree appraisal developed where information was sought from a wider range of sources and the feedback was no longer dependent on the manager-subordinate powerrelationship but included groups appraising the performance of line managers and peer feedback from peer groups on individual performance (Redman and Snape, 1992). The final development of appraisal interviews developed in the 1990s with the emphasis on the linking performance with financial reward which will be discussed later in the paper.13.2.4 Measures of PerformanceThe dilemma of appraisal has always to develop performance measures and the use of appraisal is the key part of this process. Quantitative measure of performance communicated as standards in the business and industry level standards translated to individual performance. The introduction of techniques such as the balanced score card developed by Kaplan and Norton (1992).Performance measures and evaluation included financial, customer evaluation, feedback on internal processes and Learning and Growth. Performance standards also included qualitative measures Which argue that there is an over emphasis on metrics of quantitative approach above the definitions of quality services and total quality management.In terms of performance measures there has been a transformation in literature and a move in the 1990s to the financial rewards linked to the level of performance.The debates will be discussed later in the paper.13.3 Criticism of AppraisalsCritiques of appraisal have continued as appraisal shave increased in use and scope across sectors and occupations. The dominant critique is the management framework using appraisal as an orthodox technique that seeks to remedy the weakness and propose of appraisals as a system to develop performance.This “orthodox” approach argues there are conflicting purposes of appraisal (Strebler et al, 2001). Appraisal can motivate staff by clarifying objectives and setting clear future objectives with provision for training and development needs to establish the performance objective. These conflicts with assessing past performance and distribution of rewards based on past performance (Bach, 2005:301).Employees are reluctant to confide any limitations and concerns on their current performance as this could impact on their merit related reward or promotion opportunities(Newton and Findley, 1996:43).This conflicts with performance as a continuum as appraisers are challenged with differing roles as both monitors and judges of performance but an understanding counsell or which Randell(1994)argues few manager shave not received the raining to perform.Appraisal Manager’s reluctance to criticise also stems from classic evidence fromMcGregor that managers are reluctant to make an egative judgement on an individual’s performance a si t could be demotivating,leadto accusationsoftheirown supportand contributiontoindividual poor performance and to also avoid interpersonal conflict (McGregor, 1957).One consequence of this avoidance of conflict is to rate all criterion as central and avoid any conflict known as the central tendency.In a study of senior managers by Long neckeretal.(1987),they found organisational politics influenced ratings of 60 senior executives.The findings were that politics involved deliberate attempts by individuals to enhance or protect self-interests when conflicting courses of action are possible and that ratings and decisions were affected by potential sources of bias or inaccuracy in their appraisal ratings (Longeneckeret al., 1987).There are methods of further bias beyond Longenecker’s evidence. The political judgements andthey have been distorted further by overrating some clear competencies in performance rather than being critical across all rated competencies known as the halo effect and if some competencies arelower they may prejudice the judgment acrossthe positive reviews known as the horns effect (ACAS, 1996).Some ratings may only cinclude recent events and these are known as the recency effects. In this case only recent events are noted compared to managers gathering and using data throughout the appraisal period .A particular concern is the equity of appraisal for ratings which may be distorted by gender ,ethnicity and the ratings of appraisers themselves .A range of studies in both the US and UK have highlighted subjectivity in terms of gender (Alimo-Metcalf, 1991;White, 1999) and ethnicity of the appraise and appraiser(Geddes and Konrad, 2003). Suggestions and solutions on resolving bias will be reviewed later.The second analysis is the radical critique of appraisal. This is the more critical management literature that argues that appraisal and performance management are about management control(Newton and Findley, 1996;Townley, 1993). It argues that tighter management control over employee behaviour can be achieved by the extension of appraisal to manual workers, professional as means to control. This develops the literature of Foucault using power and surveillance. This literature uses cases in examples of public service control on professionals such a teachers (Healy, 1997) and University professionals(Townley, 1990).This evidence argues the increased control of public services using appraisal as a method of control and that the outcome of managerial objectives ignores the developmental role of appraisal and ratings are awarded for people who accept and embrace the culture and organizational values . However, this literature ignores the employee resistance and the use of professional unions to challenge the attempts to exert control over professionals and staff in the appraisal process (Bach, 2005:306).One of the different issues of removing bias was the use of the test metaphor (Folgeretal.,1992).This was based on the assumption that appraisal ratings were a technical question of assessing “true” performance and there needed to be increased reliability and validity of appraisal as an instrument to develop motivation and performance. The sources of rater bias and errors can be resolved by improved organisational justice and increasing reliability of appraiser’s judgement.However there were problems such as an assumption that you can state job requirements clearly and the org anization is “rational” with objectives that reflect values and that the judgment by appraisers’ are value free from political agendas and personal objectives. Secondly there is the second issue of subjectivity if appraisal ratings where decisions on appra isal are rated by a “political metaphor”(Hartle, 1995).This “political view” argues that a appraisal is often done badly because there is a lack of training for appraisers and appraisers may see the appraisal as a waste of time. This becomes a process which managers have to perform and not as a potential to improve employee performance .Organisations in this context are “political” and the appraisers seek to maintain performance from subordinates and view appraises as internal customers to satisfy. This means managers use appraisal to avoid interpersonal conflict and develop strategies for their own personal advancement and seek a quiet life by avoiding censure from higher managers.This perception means managers also see appraisee seeks good rating and genuine feedback and career development by seeking evidence of combining employee promotion and pay rise.This means appraisal ratings become political judgements and seek to avoid interpersonal conflicts. The approaches of the “test” and “political” metapho rs of appraisal are inaccurate and lack objectivity and judgement ofemployee performance is inaccurate and accuracy is avoided.The issue is how can organisations resolve this lack of objectivity?13.3.1 Solutions to Lack of Objectivity of AppraisalGrin t(1993)argues that the solutions to objectivity lies in part with McGregor’s (1957) classic critique by retraining and removal of “top down” ratings by managers and replacement with multiple rater evaluation which removes bias and the objectivity by upward performance appraisal. The validity of upward appraisal means there moval of subjective appraisal ratings.This approach is also suggested to remove gender bias in appraisal ratings against women in appraisals (Fletcher, 1999). The solution of multiple reporting(internal colleagues, customers and recipients of services) will reduce subjectivity and inequity of appraisal ratings. This argument develops further by the rise in the need to evaluate project teams and increasing levels of teamwork to include peer assessment. The solutions also in theory mean increased closer contact with individual manager and appraises and increasing services linked to customer facing evaluations.However, negative feedback still demotivates and plenty of feedback and explanation by manager who collates feedback rather than judges performance andfail to summarise evaluations.There are however still problems with accuracy of appraisal objectivity asWalker and Smither (1999)5year studyof 252 managers over 5 year period still identified issues with subjective ratings in 360 degree appraisals.There are still issues on the subjectivity of appraisals beyond the areas of lack of training.The contribution of appraisal is strongly related to employee attitudes and strong relationships with job satisfaction(Fletcher and Williams, 1996). The evidence on appraisal still remains positive in terms of reinvigo rating social relationships at work (Townley,1993)and the widespread adoption in large public services in the UK such as the national health Service (NHS)is the valuable contribution to line managers discussion with staff on their past performance, discussing personal development plans and training and development as positive issues.One further concern is the openness of appraisal related to employee reward which we now discuss.13.3.2 Linking Appraisals with Reward ManagementAppraisal and performance management have been inextricably linked to employee reward since the development of strategic human resource management in the 1980s. The early literature on appraisal linked appraisal with employee control (Randell, 1994;Grint, 1993;Townley, 1993, 1999) and discussed the use of performance related reward to appraisals. However therecent literature has substituted the chapter titles employ ee “appraisal” with “performance management”(Bach, 2005; Storey, 2007) and moved the focus on performance and performance pay and the limits of employee appraisal. The appraisal and performance pay link has developed into debates to three key issues:The first issue is has performance pay related to appraisal grown in use?The second issue is what type of performance do we reward?and the final issue is who judges management standards?The first discussion on influences of growth of performance pay schemes is the assumption that increasing linkage between individual effort and financial reward increases performance levels. This linkage between effort and financial reward increasing levels of performance has proved an increasing trend in the public and private sector (Bevan and Thompson, 1992;Armstrong and Baron, 1998). The drive to increase public sector performance effort and setting of targets may even be inconsistent in the experiences of some organizational settings aimed at achieving long-term targets(Kessler and Purcell,1992;Marsden, 2007). The development of merit based pay based on performance assessed by a manager is rising in the UK Marsden (2007)reported that the: Use of performance appraisals as a basis for merit pay are used in65 percent of public sector and 69 percent of the private sector employees where appraisal covered all nonmanagerial staff(p.109).Merit pay has also grown in use as in 1998 20% of workplaces used performance related schemes compared to 32% in the same organizations 2004 (Kersley et al., 2006:191). The achievements of satisfactory ratings or above satisfactory performance averages were used as evidence to reward individual performance ratings in the UK Civil Service (Marsden, 2007).Table 13.2 outlines the extent of merit pay in 2004.The second issue is what forms of performance is rewarded. The use of past appraisal ratings as evidence of achieving merit-related payments linked to achieving higher performance was the predominant factor developed in the public services. The evidence on Setting performance targets have been as Kessler (2000:280) reported “inconsistent within organizations and problematic for certain professional or less skilled occupations where goals have not been easily formulated”. There has been inconclusive evidence from organizations on the impact of performance pay and its effectiveness in improving performance. Evidence from a number of individual performance pay schemes report organizations suspending or reviewing them on the grounds that individual performance reward has produced no effect in performance or even demotivates staff(Kessler, 2000:281).More in-depth studies setting performance goals followed by appraisal on how well they were resulted in loss of motivation whilst maintaining productivity and achieved managers using imposing increased performance standards (Marsden and Richardson, 1994). As Randell(1994) had highlighted earlier, the potential objectivity and self-criticism in appraisal reviews become areas that appraisees refuse to acknowledge as weaknesses with appraisers if this leads to a reduction in their merit pay.Objectivity and self reflection for development becomes a weakness that appraises fail to acknowledge as a developmental issue if it reduces their chances of a reduced evaluation that will reduce their merit reward. The review of civil service merit pay (Makinson, 2000)reported from 4 major UK Civil Service Agencies and the National Health Service concluded that existing forms of performance pay and performance management had failed to motivate many staff.The conclusions were that employees found individual performance pay divisive and led to reduced willingness to co-operate with management ,citing managerial favorites and manipulation of appraisal scores to lower ratings to save paying rewards to staff (Marsden and French, 1998).This has clear implications on the relationship between line managers and appraises and the demotivational consequences and reduced commitment provide clear evidence of the danger to linking individual performance appraisal to reward in the public services. Employees focus on the issues that gain key performance focus by focusing on specific objectives related to key performance indicators rather than all personal objectives. A study of banking performance pay by Lewis(1998)highlighted imposed targets which were unattainable with a range of 20 performance targets with narrow short term financial orientatated goals. The narrow focus on key targets and neglect of other performance aspects leads to tasks not being delivered.This final issue of judging management standards has already highlighted issues of inequity and bias based on gender (Beyer, 1990; Chen and DiTomasio, 1996; Fletcher, 1999). The suggested solutions to resolved Iscrimination have been proposed as enhanced interpersonal skills training are increased equitable use of 360 degree appraisal as a method to evaluate feedback from colleagues asthis reduces the use of the “political metaphor”(Randell, 1994;Fletcher, 1999).On measures linking performance to improvement require a wider approach to enhanced work design and motivation to develop and enhance employee job satisfaction and the design of linkages between effort and performance are significant in the private sector and feedback and awareness in the public sector (Fletcher and Williams, 1996:176). Where rises be in pay were determined by achieving critical rated appraisal objectives, employees are less self critical and open to any developmental needs in a performance review.13.4 ConclusionAs performance appraisal provides a major potential for employee feedback that could link strongly to increasing motivation ,and a opportunity to clarify goals and achieve long term individual performance and career development why does it still suffers from what Randell describes as a muddle and confusion which still surrounds the theory and practice?There are key issues that require resolution and a great deal depends on the extent to which you have a good relationship with your line manager . Barlow(1989)argued `if you get off badly with your first two managers ,you may just as well forget it (p. 515).The evidence on the continued practice of appraisals is that they are still institutionally elaborated systems of management appraisal and development is significant rhetoric in the apparatus of bureaucratic control by managers (Barlow, 1989). In reality the companies create, review, change and even abolish appraisals if they fail to develop and enhance organisational performance(Kessler, 2000). Despite all the criticism and evidence the critics have failed to suggest an alternative for a process that can provide feedback, develop motivation, identify training and potential and evidence that can justify potential career development and justify reward(Hartle, 1997).译文：绩效考核的困境Peter Prowse and Julie Prowse摘要本文旨在用绩效考核方法来解决绩效管理的困境。

什么是绩效评估

什么是绩效评估？绩效评估是什么意思？绩效（performance），指构成员工职位的任务被完成的程度，它反映了员工能在多大程度上实现职位要求。

绩效评估（performanceappraisal），又称绩效考评、绩效评价、员工考核，是一种正式的员工评估制度，也是人力资源开发与管理中一项重要的基础性工作，旨在通过科学的方法、原理来评定和测量员工在职务上的工作行为和工作效果。

绩效评估是一种正式的员工评估制度，它是通过系统的方法、原理来评定和测量员工在职务上的工作行为和工作成果。

系效评估是企业管理者与员工之间的一项管理沟通活动。

绩效评估的结果可以直接影响到薪酬调整、奖金发放及职务升降等诸多员工的切身利益。

绩效评估的目的：在组织中绩效评估有多个目的，管理人员把绩效评估结果用于一般的人力资源决策，比如人员晋升、调职、解聘等，都要以绩效评估结果为基础；绩效评估结果还可用于确定培训和开发需求，可以确认员工当前不适应工作要求的能力或技能，以什么方法弥补；它们还可以用来作为人员招聘与员工开发计划有效性的标准；新聘员工干得好坏一看绩效评估结果就清楚了；同样，培训与员工职业生涯开发计划的有效性如何，也可以通过考察这些项目的参与者的绩效情况来作出评价；绩效评估还可为员工提供反馈，让他们了解组织如何看待他们的绩效；另外，组织的奖酬分配一般也以绩效评估结果为基础，根据绩效评估的结果来决定谁会获得晋升工资或其他报酬。

绩效评估的类型：1、效果主导型。

考评的内容以考评结果为主，效果主导型着眼于"干出了什么"，重点在结果而不是行为。

外文翻译--绩效指标

本科毕业论文（设计）外文翻译外文题目Performance Indicators外文出处CA Magazine,2010(2):43-48外文作者Cigne Pierre原文：Performance indicatorsInternal audit is a recognized strategic function in both public and private organizations. The internal audit department is mandated to provide senior managers and audit committee members with the needed support to achieve objectives, improve management practices and performance and implement controls to mitigate risk. Accordingly, the internal audit department must have a well established structure if it is to effectively address these concerns. Performance indicators constitute a key factor in the department's success.The following indicators are taken from a 1999 guide developed by Quebec's public service Forum of Internal Audit Administrators.Why measure? Internal auditors often recommend that clients adopt indicators and set targets to appropriately monitor their operations. How does this advice apply to internal audits?Using indicators to measure performance is an effective way to regularly assess added value and the professionalism extended to senior management, audit committee members and managers being audited. This approach also allows internal auditors to work with staff in setting objectives and targets. Lastly, a number of indicators conform with the requirements of internal audit professional standards.PrerequisitesTo gather information about these indicators, internal auditors need to have systems in place for compiling data. In this respect, they must:Prepare an annual plan of mandates to be performed;Have a system for recording the number of hours spent on each mandate;Annually follow up on recommendations made in previous reports;Request action plans after submitting their internal audit reports;Determine direct and indirect costs;Prepare a time budget and a time line at the beginning of each mandate;Compile the number of professional development days for internal auditors;Use a questionnaire to survey the opinions of internal audit clients and senior management on internal audit performance and results of the work.The performance indicators used break down into two categories: quantitative and qualitative.Quantitative indicatorsTwelve quantitative indicators measure how the internal audit function has an impact on the organization, on internal management and on the outcomes achieved. Some indicators are measured after each internal audit mandate and others at regular intervals. Targets are set in consultation with management, audit committee members and internal audit staff. Measurement results are reflected in the annual internal audit report and, more particularly, they provide a basis for some interesting discussions with senior management and audit committee members.Compliance with initial planningThis indicator compares the internal audit activities achieved with those initially planned. It is based on planning developed in agreement with management and audit committee members. The internal audit plan is primarily derived from the internal auditor's assessment of the organization's risks and the concerns of senior management and the audit committee. This indicator enables audit committee members and senior management to ensure that the internal audit focuses on selected areas that add value to the organization, particularly areas involving material risks.The internal audit department reports to the audit committee on a quarterly basis. The success rate for this indicator is set at 80%. Even though time is set aside for special mandates, planned work must often be postponed when unscheduled yetimportant mandates arise. However, these postponed mandates are then included in the next year's planning.Time spent on audit workThis indicator measures the time spent on internal audit work (audits, special mandates and advisory services) in relation to all department activities and the productivity of internal audit staff. Internal audit employees are given a target of 80%, which they have no problem meeting. This indicator enables senior management and the audit committee to monitor the efficiency of the internal audit function and ensure that staff is working on files relating to the organization's mission.Time spent on special requests versus audit workThis indicator shows the importance management places on the internal audit function. For instance, when internal auditors are called on to resolve an urgent problem, their credibility, the climate of trust that prevails in the department and their contribution to the organization is reflected in this indicator. If the department does not receive any special requests, the question would be why. This indicator reflects the time spent on mandates and special requests such as advisory services, rapid analysis of a document, etc. However, such requests should not become common practice. While the internal auditor's advisory role is often appreciated, it shouldn't interfere with scheduled mandates. That's why this indicator is important to track such requests, which shouldn't constitute more than 20% of internal audit work. This indicator is of value to senior management since it highlights the internal auditor's commitment to the organization.Implementation of recommendationsThis is the most important indicator since it is directly related to the internal auditor's mission, which is to make recommendations to improve the organization's practices. It determines the extent to which the internal audit recommendations have been implemented and the impact on the organization. Consequently, the recommendations must be realistic and provide added value. The goal is to have 80% of the recommendations implemented or in the process of being implemented. In this way, senior management can ensure that managers introduce measures based on therecommendations and assess the effect of the internal audit work on the organization. This indicator also enables internal auditors to review their recommendations.Time line for implementing the recommendationsThis indicator measures the scope and feasibility of the recommendations. Those having a significant impact on the achievement of the organization's mission should be quickly implemented. Moreover, it is not advisable to make too many long term recommendations, as they could end up being a wish list. The action plan is an important document in ensuring management adopts the measures on a timely basis. If internal auditors have reservations about the time line for implementing the measures, they can discuss it again with managers and inform the audit committee. Furthermore, this committee oversees the rapid and systematic implementation of the measures, which impact the purpose, governance, risks, controls and integrity of the organization.Potential monetary benefits of the recommendationsThis indicator cannot be measured on a regular basis. What's more, the internal audit's added value should not he based on this indicator alone. In some situations, this indicator can measure the impact of the internal audit work and the inherent quantifiable monetary benefits. It also requires internal auditors to perform value-for- money type audits. In reality, the recommendations do not always produce quantifiable monetary benefits. Nonetheless, circumstances permitting, these recommendations add value to the work performed by internal auditors. This indicator helps senior management understand that internal auditors are always concerned about optimizing the organization's resources and promoting savings. However, since the organization's managers are the ones who must make decisions and take action, all the credit shouldn't go to the internal audit function.Hourly cost of the internal audit functionThis indicator determines the cost of internal audit mandates and activities. It is a way to compare results with related costs and to determine whether the organization received value for money. At the end of each mandate, the work is evaluated with the internal auditors. This enhances employee awareness and ensures that future reviewsand practices are more effectively targeted. The hourly rate can also be benchmarked against the market rate. This indicator is subsequently discussed at meetings with the audit committee and senior management, who are then able to appreciate the cost of the internal audit function.Compliance with time budget for each mandate completedCompliance with time lines for each mandate completedThese two indicators are used to ensure compliance with direct labour time budgets and the time lines set for completing each mandate. They are first used to measure the number of hours worked compared with the time budget and the prescribed time line, according to an acceptable variance threshold. Then, a determination is made of the number of mandates that were completed on target. These indicators are discussed in meetings with the auditors at the end of each mandate. They help to improve the planning of the direct labour budget and time lines and to focus on activities that require more attention during the mandate. Lastly, these indicators demonstrate the thoroughness of the internal auditors' work to senior management.Internal audit resourcesThis indicator addresses an important issue that is regularly discussed with senior management but for which the frames of reference remain unclear. It determines whether the organization has sufficient internal audit staff. It is based on metric units established according to previous experience in the field. It should be consistent with other aspects of the organization, including the budget, the nature of operations and the risk map prepared by the internal audit department. It should also take account of other stakeholders such as the auditor general, controller, program evaluation staff, consultants, etc. This indicator can also be based on benchmarks in the internal audit field. To determine the staff needed, managers should consider the following: Is the information required to meet the objectives available?Is the information reliable?Are the controls applied properly?Are there potential risks?Are all operations optimal and effective?Are policies and guidelines properly followed?If the answer to several of these questions is no, managers should then determine whether the internal audit function can address the issue. Although this indicator isn't perfect, requirements in these areas could be included on the agenda of meetings with senior management and the audit committee.Time frame for issuing the draft internal audit reportThis indicator assesses the time frame established between completion of the internal audit work and submission of the draft report to internal audit clients. Three weeks after the work has been completed, the client should in principle receive a report. Obviously, meeting with a client to discuss findings and recommendations is good practice.Professional developmentThis indicator measures continuing professional development aimed at enhancing the internal audit staff's competencies according to professional standards and good practices. It is important to senior management that internal audit resources he well trained and competent since they have to advise managers and, in some instances, transfer their expertise and knowledge, e.g. in the case of risk management. Audit staff must also be up to speed on best practices in governance.Qualitative indicatorsQualitative indicators complement quantitative indicators because they can be used to assess other aspects of the internal audit department's performance. Once the mandates are completed, audited managers receive an evaluation questionnaire on the internal audit work. The questions cover the following issues:Clarity of the objectives and approach;Relevance and feasibility of the recommendations;New perspective provided by the report;Reliability and relevance of the findings;Clarity and understandability of the reports;Improvement of risk controls thanks to the recommendations;Regular feedback during the work;Tact and diplomacy exercised;Compliance with deadlines; andManagers' satisfaction.Once a year, the audit committee performs a self-assessment of the internal audit function. This exercise is intended to:Ensure added value by implementing a preventive proactive approach and assuming the role of change agent;Promote the adoption of a management assistance approach;Draft realistic recommendations;Take action in the right sectors in terms of risks; andShare expertise.In addition, internal audit performance is regularly evaluated since internal auditors must be able to appropriately respond to the audit committee's questions about their reports, and in general, about the organization's risk management and control procedures. Lastly, compliance with professional standards and internal audit performance should be assessed internally and externally every five years.ConclusionPerformance indicators make it possible to regularly review the internal auditor's work and contribution to the organization. This approach is implemented in conjunction with the auditors in order to improve internal audit practices and with senior managers in order to understand their needs and concerns. Performance indicator-based management is therefore a key factor in achieving success.Source：Cigne Pierre.Performance indicators[J].CA Magazine,2010(2)：43-48.译文：绩效指标内部审计在公共和私人组织中是一项公认的战略功能。

企业经营业绩评价外文文献及翻译

附录A论企业经营业绩评价系统的构建企业作为盈利性组织，其目标是追求经济效益，企业的经济效益集中体现在经营业绩上。

业绩，也称为效绩，绩效、成效等，反映的是人们从事某一活动所取得的成绩或成果, 经营业绩是企业在一定时期内利用其有限的资源从事经营活动取得的成果，表现为企业经营效益和经营者业绩两方面。

《辞海》中对“评价”的解释是：“评定货物的价格、还价。

今也指衡量人物或事物的价值。

评价作为判定人或事物价值的一种观念性活动，包括确定评价目的、选定评价标准(或评价参照系统)，获取评价信息，形成价值判断四个环节。

它是评价理论方法在经济领域的具体应用, 它是在会计学和财务管理的基础上，运用计量经济学原理和现代分析技术而建立起来的剖析企业经营过程，真实反映企业现实经济状况，预测企业未来发展前景的一门科学。

建立和推行企业经营业绩评价制度，科学的评判企业经营成果，有助于正确引导企业经营行为, 帮助企业寻找经营差距及产生的原因，提高经济效益。

同时，也为各有关部门对企业实施间接管理，加强宏观调控、制定经济政策和考核企业经营管理者业绩提供依据。

1企业经营业绩评价系统的理论基础(1)资本保全理论在市场经济条件下，企业是出资者的企业，是一个资本集合体，所有者是惟一的剩余风险承担者和剩余权益享受者，出资者利益是企业最高利益。

关于绩效的英语小作文

关于绩效的英语小作文英文回答：Performance, a crucial aspect of human behavior, encompasses the quality, effectiveness, and efficiency of one's actions. It evaluates the extent to which an individual or organization achieves their desired goals and objectives. Performance measurement is a critical tool for understanding, improving, and optimizing outcomes.Performance Management.A comprehensive performance management system involves setting clear goals and objectives, measuring progress regularly, and providing feedback and coaching to enhance performance. Effective performance management fosters a culture of accountability, transparency, and continuous improvement.Factors Influencing Performance.Numerous factors influence performance, including:Intrinsic Motivation: The internal drive that compels individuals to act without external rewards.Extrinsic Motivation: Rewards or punishments from external sources that encourage desired behavior.Cognitive Ability: The intellectual capacity to acquire knowledge, solve problems, and make decisions.Personality Traits: Stable patterns of behavior that influence how individuals respond to situations and perform tasks.Environment: The physical and social context in which performance occurs, including resources, support systems, and cultural norms.Improving Performance.Improving performance requires a multifaceted approach that addresses both individual and organizational factors. Strategies include:Goal Setting: Establishing specific, measurable, achievable, relevant, and time-bound goals.Feedback and Coaching: Providing constructive criticism, guidance, and support to help individuals improve their performance.Training and Development: Investing in training programs and resources to enhance skills and knowledge.Performance Rewards: Recognizing and rewarding high levels of performance to incentivize desired behavior.Culture of Innovation and Learning: Fostering a workplace environment that encourages experimentation,risk-taking, and continuous growth.中文回答：绩效。

绩效评估中英文资料外文翻译文献

绩效评估中英文资料外文翻译文献绩效评估在组织管理中起着重要的作用，它帮助机构确定员工的工作绩效，以便提供具体的反馈和制定相应的奖励和激励措施。

为了进一步深入了解绩效评估的相关内容，本文提供了一些中英文资料的外文翻译文献。

1. 文献标题：《绩效评估：理论与实践》英文标题："Performance Evaluation: Theory and Practice"摘要：该文献探讨了绩效评估的理论基础和实际应用，介绍了不同的绩效评估方法和工具，并探讨了评估结果对员工激励和组织发展的影响。

2. 文献标题：《绩效评估的关键成功因素》英文标题："Key Success Factors in Performance Evaluation"摘要：该文献分析了绩效评估的关键成功因素，包括目标设定、反馈机制、评估标准和评估者的素质等。

研究结果可以帮助机构提高绩效评估的有效性和准确性。

3. 文献标题：《绩效评估的最佳实践》英文标题："Best Practices in Performance Evaluation"摘要：该文献介绍了绩效评估的最佳实践，包括定期评估、360度评估、绩效目标的设定和沟通等方面。

这些实践可以帮助机构建立有效的绩效评估制度，以实现组织发展的目标。

4. 文献标题：《绩效评估的技术支持》英文标题："Technological Support for Performance Evaluation"摘要：该文献介绍了利用技术手段支持绩效评估的方法和工具，包括绩效管理软件、在线评估平台和数据分析工具等。

这些技术支持可以提高绩效评估的效率和准确性。

这些外文文献提供了关于绩效评估的理论基础、实践经验和最佳实践，可以为机构设计和实施绩效评估方案提供有益的参考。

管理者必备的英文单词【精品推荐-doc】

《管理者必备的英文单词》目标mission/ objective 集体目标group objective内部环境internal environment 外部环境external environment计划planning 组织organizing人事staffing 领导leading控制controlling 步骤process原理principle 方法technique经理manager 总经理general manager行政人员administrator 主管人员supervisor企业enterprise 商业business产业industry 公司company效果effectiveness 效率efficiency企业家entrepreneur 权利power职权authority 职责responsibility科学管理scientific management 现代经营管理modern operational management行为科学behavior science 生产率productivity激励motivate 动机motive法律law 法规regulation经济体系economic system 管理职能managerial function产品product 服务service利润profit 满意satisfaction归属affiliation 尊敬esteem自我实现self-actualization 人力投入human input盈余surplus 收入income成本cost 资本货物capital goods机器machinery 设备equipment建筑building 存货inventory经验法the empirical approach 人际行为法the interpersonal behavior approach集体行为法the group behavior approach 协作社会系统法the cooperative social systems approach社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach 系统法the systems approach随机制宜法the contingency approach 管理任务法the managerial roles approach经营法the operational approach 人际关系human relation心理学psychology 态度attitude 压力pressure 冲突conflict 招聘recruit 鉴定appraisal选拔select 培训train报酬compensation 授权delegation of authority协调coordinate 业绩performance考绩制度merit system 表现behavior 下级subordinate 偏差deviation检验记录inspection record 误工记录record of labor-hours lost销售量sales volume 产品质量quality of products先进技术advanced technology 顾客服务customer service策略strategy 结构structure领先性primacy 普遍性pervasiveness忧虑fear 忿恨resentment 士气morale 解雇layoff批发wholesale 零售retail程序procedure 规则rule规划program 预算budget共同作用synergy 大型联合企业conglomerate资源resource 购买acquisition 增长目标growth goal 专利产品proprietary product竞争对手rival 晋升promotion管理决策managerial decision 商业道德business ethics有竞争力的价格competitive price 供货商supplier 小贩vendor 利益冲突conflict of interests派生政策derivative policy 开支帐户expense account批准程序approval procedure 病假sick leave休假vacation 工时labor-hour 机时machine-hour 资本支出capital outlay现金流量cash flow 工资率wage rate 税收率tax rate 股息dividend现金状况cash position 资金短缺capital shortage总预算overall budget 资产负债表balance sheet可行性feasibility 投入原则the commitment principle投资回报return on investment 生产能力capacity to produce实际工作者practitioner 最终结果end result业绩performance 个人利益personal interest福利welfare 市场占有率market share创新innovation 生产率productivity利润率profitability 社会责任public responsibility董事会board of director 组织规模size of the organization组织文化organizational culture 目标管理management by objectives评价工具appraisal tool 激励方法motivational techniques控制手段control device 个人价值personal worth优势strength 弱点weakness 机会opportunity 威胁threat个人责任personal responsibility 顾问counselor 定量目标quantitative objective 定性目标qualitative objective可考核目标verifiable objective 优先priority 工资表payroll策略strategy 政策policy灵活性discretion 多种经营diversification评估assessment 一致性consistency应变策略consistency strategy 公共关系public relation价值value 抱负aspiration偏见prejudice 审查review 批准approval 主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star 问号question mark现金牛cash cow 赖狗dog 采购procurement 人口因素demographic factor地理因素geographic factor 公司形象company image产品系列product line 合资企业joint venture破产政策liquidation strategy 紧缩政策retrenchment strategy战术tactics追随followership 个性individuality性格personality 安全safety 自主权latitude 悲观的pessimistic静止的static 乐观的optimistic动态的dynamic 灵活的flexible抵制resistance 敌对antagonism折中eclectic激励motivation 潜意识subconscious地位status 情感affection欲望desire 压力pressure满足satisfaction 自我实现的需要needs for self-actualization尊敬的需要esteem needs 归属的需要affiliation needs安全的需要security needs 生理的需要physiological needs维持maintenance 保健hygiene激励因素motivator 概率probability强化理论reinforcement theory 反馈feedback奖金bonus 股票期权stock option劳资纠纷labor dispute 缺勤率absenteeism人员流动turnover 奖励reward特许经营franchise 热诚zeal 信心confidence 鼓舞inspire要素ingredient 忠诚loyalty奉献devotion 作风style 品质trait 适应性adaptability进取性aggressiveness 热情enthusiasm毅力persistence 人际交往能力interpersonal skills行政管理能力administrative ability 智力intelligence专制式领导autocratic leader 民主式领导democratic leader自由放任式领导free-rein leader 管理方格图the managerial grid工作效率work efficiency 服从obedience 领导行为leader behavior 支持型领导supportive leadership参与型领导participative leadership 指导型领导instrumental leadership成就取向型领导achievement-oriented leadership。

绩效考核外文文献及翻译

外文文献1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations.Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lotmore productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performa nce appraisals. More about this aspect of responsibility is in the directors’ job descriptions section.Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person” development - not just job skills or the skills required for the next promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing and managing people, unless proper 'objective justification' can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organization. Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, and to retain the best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exit interview prior to joining a better employer who cares about the people, not just the work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find rolesthat really fit well, the happier we shall all be.3 .Are performance appraisals still beneficial and appropriateIt is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well. It's a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons. Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and long term(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and analysis(10)appraise and manager mutual awareness, understanding and relationship(11)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and development(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - it'sa fundamental process(16)the list goes onPeople have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and cost effective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if they are conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved. Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers andappraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because they are uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.5. Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(4)Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8)Assessment Centre,including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11)Handwriting analysis外文文献译文1、考绩考核的用途和如何使其易于实现绩效考核根本上是对职员有效的管理和评估。

绩效评估-英文

- Targeted action- Organization, priority management - Independence - Commitment - Adaptability- Foucs on customers O i z n- Innovation - Initiative - Continuous improvement- - Building Relationships- Communication - Health, Safety and Environment R s- Leadership - Strategic Thinking绩效评估使用指南PERFORMANCE APPRAISAL GUIDE公司政策规定每位员工都有机会每年至少一次与主管讨论其每年的业绩。

此绩效评估表体现了此政策。

It is our policy to provide every employee the opportunity to discuss performance with his/her supervisor at least once a year. The annual appraisal ensures that opportunity.此年度评估是员工和管理人员的直接对话，是双方有效沟通的一部分。

The annual appraisal is a dialogue between employees and management. It is part of the ongoing communication process between the two parties. 基本评估原则Basic appraisal principles∙此评估必须建立在双方相互尊重和聆听基础上，以达成一致。

The appraisal must be conducted in a spirit of mutual respect and listening, with a view to reaching a consensus.∙此评估的目标是根据事实评定一段时期内员工的表现，而不是根据对员工的印象，看法或个性而做出评定。

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本科毕业论文（设计）外文翻译原文：Performance Evaluation, Economic Value Added and ManagerialBehaviour1. IntroductionFor the past two decades many countries started transforming their economies from traditional protected ones to those of more liberalized, globalised and market driven. This period has also seen the economies becoming more knowledge oriented and Human Resources started assuming more prominence in the growth of the economies and businesses. But this has also posed a greater challenge for companies to acquire and retain talented workforce (especially at the strategic & managerial levels). The knowledge economy also started witnessing the rapid rise of the agency problem- conflict of interest between managers and owners. The managers – in their role as the agents–are expected to act in the best interests of the shareholders (principals). Managers will act in shareholders’ interests only if they have right incentives. So it is very essential to align the interests of the managers and shareholders or at least reduce the difference between them.So we need a measure that on one hand rightly measures the managerial performance so that he managers – with talent and greater mobility- can be suitably compensated (and hence retained) and on the other aligns the interests of the managers and shareholders.For some time now Stock Price was thought to be an ideal measure achieving the above objectives. However stock price has many limitations.We shall discuss the pitfalls of stock price as a performance measure before evaluating some of the traditional performance measures and then introduce Economic Value Added as the right measure of managerial performance2. Traditional Measures of Managerial PerformanceShareholders want the maximization of stock price (firm value). So can we measure the performance of a manager directly as reflected by the stock price-Reward managers when stock price goes up and punish them if stock prices behave otherwise? This approach has a major limitation. ‘Stock price is driven by s o many factors that escape from the control of managers, making it an inefficient measure of the true influence of the mangers on firm’s value. Tying top management compensation to stock prices raises another difficult issue. The market value of a company’s shares reflects investors’ expectations. The stockholder return depends on how well the company performs relative to expectations. Suppose a company announces the appointment of an outstanding new manager. The stock price leaps up in anticipation of improved performance. Henceforth, even if the new manager delivers exactly the good performance that investors expected, the stock will earn only a normal average rate of return. In this case a compensation scheme linked to the stock return would fail to recog nize the manager’s special contribution.An ideal performance measure should ensure that the managers would bear all the consequences of their own actions, but are not exposed to the fluctuations over which they have no control. In search of such a metric – traditionally - companies are used to capture managerial performance and reward them through the operation based measures like Profits, EPS, ROCE and ROE. However these measures are not free from limitations.An appropriate performance measure should assess how managerial actions affect the firm value. For this to happen the performance measure must incorporate at least three things (Irala, 2005).a. the amount of capital investedb. the return earned on the capital andc. cost of capital (WACC) – reflecting the risk adjusted required rate ofreturnIs there any measure that includes returns, capital employed and the cost of capital employed in its computation?The Stern Stewart & company, a New York City based consulting firm answersthis question positively and introduces its Economic Value Added (EVA).3. What is Economic Value Added?Economic value added (EVA) provides the rupee value created for investors in a given time period by weighing the profit generated by a decision against the value of the capital employed to generate that profit.EVA is the Adjusted Net Operating Tax After Tax (ANOPAT) for a period minus the capital charge (the rupee cost of capital) of the investment over that period.EVA can be expressed asEVA = Adjusted Net Operating Profit After Taxes (ANOPAT) - Capital CostWhereANOPAT3 = Capital Employed (CE) X ROCE (as ROCE = EBIT (1-T) / CE)Capital Cost = WACCX Capital Employed (CE)ThusEVA = Capital Employed (CE) X ROCE - WACC X Capital EmployedEVA = (ROCE - WACC) Capital EmployedCapital is generally measured by book value.WACC is the weighted Average of cost of Equity (generally measured by CAPM) and cost of Debt.4. EVA as a performance measureIf managers are told that their performance is measured by EVA and compensation is liked to that, they would try to improve EVA by doing one or more of the following.A. Improve returns with the existing CapitalB. Employ Capital productivelyC. Reduce the capital costWhen managers do one or more of the above the value of the firm increases. So improving EVA theoretically improves the value of the firm and hence is a good measure of managerial performanceWhether they are contemplating entering new markets, setting product prices,adding new service lines, or making an acquisition, managers need a way to value the alternatives and choose the ones that will produce highest value to the firm. Cash flow analysis can help them to do that, but EVA can help them more (Bhalla, 2004).5. EVA and the Market Value Added (MVA)As noted earlier, the major attraction with EVA is that it is linked to the value of the firm and hence capable of signaling the value creation or otherwise of it.It is not too uncommon that the Market Value of a firm (Market value of Debt and Market value of Equity) either exceeds or falls short of its Book Value. The difference is the Market Value Added (lost). MV A can be arrived at by discounting back the Future EV As.6. EVA adoption in IndiaCorporate India is slowly catching up. There had been a beginning with several companies like Godrej, TCS, Marico, Dr. Reddy’s, Infosys, etc, adopting EV A in for different purposes.The EV A is closely related to NPV. ‘The Net Present Value of the project is the present value of the economic value added by that project over its life’ (Damodaran, 2002).Godrej Soaps group of six companies is one of the early adopters of EV A. Godrej had a multi-step variable bonus plan, where three levels of targets were outlined. A salesperson who had reached level I would never aspire to do more unless he was sure to touch level II, because he would not get any additional bonus for being midway. It would be more beneficial for him to report it in the next financial years' sales. The company's figures suffered as a result. There was clearly gap in communication between the management and the employees. “A measure was needed that would align the interests of the employee, the company and the shareholder”. Godrej implemented EV A based incentive scheme. Four out of the six companies have outperformed on stretch targets in just one year and most employees made huge bonus receipts.Tata Consultancy Services has put almost all its 15,000-plus employees intoEV A-linked variable pay.At Infosys, EV A is used as a tool to calculate the value delivered to customers. Infosys reasons that if it can tell its customers that what it is delivering in terms of value is higher than what the customer pays Infosys for the serviceMarico Industries, worked out a simplified version of EV A (styled Seva) but uses it more as a signaling device to tell people that capital is important, that investments and acquisitions must have a justification in terms of shareholder value.Dr Reddy’s Laboratories does not use EV A as a measuring device to reward performance. However, it uses EV A as a qualifying criterion for granting performance-based rewards such as variable pay, performance bonuses and stock options (Jagannathan, 2004).Exhibit 3 describes the use of EV A at select Indian companies。