人力资源专业绩效考核管理方面英文文献及中文翻译

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人力资源专业绩效考核管理方面英文文献及中文翻译

Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity，in the end should adopt what kind of performance evaluation method is more reasonable，performance appraisal should be by what kind of way is easier to implement and achieve the better management results，is a question worth pondering。

This paper will focus on the types of performance assessment and its effect，analyze the types of performance assessment, and explore how to correctly and appropriately assess the performance，and do a good job in management。

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。

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。

浅谈人力资源管理中的绩效考核管理中英文翻译

浅谈人力资源管理中的绩效考核管理中英文翻译Introduction to human resource management in the performance appraisal management in both Chinese and English translation摘要：人力资源管理已经随着时代的发展在企事业单位所占的位置越来越重要，企事业单位的发展无处不需要员工的劳动和贡献，在以人为本的社会体制下，要对人力资源进行有效的管理就需要建立良好的绩效管理制度，通过绩效考核来促进企业内部人力资源的良性发展，从而最大限度上为企业的反正提供动力。

本文主要论述人力资源中的绩效管理中需要注意的问题。

Abstract: human resource management has along with the development of the era of more and more important in enterprises and institutions of the position, the development of the enterprises and institutions is not need to employees and the contribution of labor, under the social system of people-oriented, to carries on the effective management of human resources will need to set up a good performance management system, through the performance evaluation to promote the virtuous development of the enterprise internal human resources, so as to maximize the anyway, provide power for the enterprise. This paper mainly discusses problems need to pay attention to in the performance management of human resources.关键词：人力资源管理绩效考核管理策略Keywords: human resource management, performance appraisal management strategy 世界经济发展正朝着一体化方向迈进，我国的企业管理模式改革也应该紧紧跟上世界经济发展的部分，进行系统的改变，把人力资源当做发展的重中之重，通过加强人力资源管理中的绩效考核实施力度，将人力资源管理推上新的台阶，为企事业单位发展提供充足的动力保障。

绩效管理外文翻译外文文献中英翻译

Performance management-how to appraise employee performance AbstractPerformance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the twoIntroductionChallenges of performance managementReasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; make major decisions, a way of getting information; improve the quality of staff, to make the organization more competitive., performance management of organization,must be useful to managers, the only reason of performance management is to help employees to success. to understand better how to design and what made him act. , the performance management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.Performance management is a systemThe performance plan -- starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both trackingprogress, find the obstacles that affect performance and process so that the two sides success required information. Communication methods: (1) around were observed;(2)employees; (3) allow employees to work review;Performance diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process.Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.Performance management and strategic planning, budget, staff ,employee salary incentive system, improve the quality of plans are related. Do the performance management process to do the preparation of 1, there are two key points: with the staff to collect meaningful, to establish the information needed to measurable goals; to do some basic work, so that in the whole process of performance management and employee can fully cooperation. In part, access to information and data of performance management effect is it can help organizations, units and employees towards a direction some "target"information each employee's job description; (2) employee last performance review data and related documents.The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in the performance management process, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication, we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performance management. In order to make the performance management on the right track, truly play its role,enterprises mustput the supervisor and employee performance communication as a priority among priorities to research and development, through the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason -- may be because employees can not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess performance, avoid two traps are important: 1) don't do performance problems or"always the fault of employees" this hypothesis; 2) without any assessment can give the "why" and "what is happening in the picture". Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis. Three methods of performance evaluation: 3, 1) rating method:: features, to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,protection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibility of target; both sides disagree;defect: need more time; text work more; more energy.Communication method and communication technologyWay of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt a cooperative mode; C, most of the staff, once you understand what they are asked to do things, will try the method can meet the requirements D,performance management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance deficit to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and understand the process of responsibility. Purpose: don't most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you don't listen, you don't know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always can't finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you must do it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those who avoid. What you think; is the need to need; what is you get this conclusion? Don't trust to avoid language: are you sure you can finish on time?I've heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierce debate.The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, remember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or angry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.The performance of communication is the core of performance management, is refers to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and tries to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance the.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.绩效管理——如何考评员工表现摘要绩效考核是现代企业人力资源管理的重要内容。

人力资源管理绩效管理外文翻译文献

人力资源管理绩效管理外文翻译文献人力资源管理绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Performance Management: Reconciling Competing PrioritiesIan ZiskinFour HR thought leaders from academia— John Boudreau of the USC Center for Effective Organizations, Chris Collins of the Cornell Center for Advanced HR Studies, Pat Wright of the Moore College of Business at the University of South Carolina, and Dave Ulrich of University of Michigan and the RBL Group — engaged in discussions on Performance Management with Ian Ziskin, President, EXec EXcel Group LLC and Board member, HR People & Strategy. Ian asked John, Chris,Pat, and Dave to share their perspectives on topics including:• What Performance Management is?• What makes the biggest difference to effective vs. ineffective Performance Management?• What the biggest sources of debate and disagreement have been regarding Performance Management over the years, and whether we have made any progress in resolving these issues？• If they were going to fix or kill anything about Performance Management, w hat it would be and why？• What big implications there are for future required changes to Performance Management in light of future work, workforce and workplace trends？Ziskin: There is a lot of talk in organizations about whether Performance Management is working effectively or ever has. What do you think Performance Management is?Collins: This may be the question of the year. Performance Management has become everything and therefore nothing. It serves so many purposes —compensation, feedback, talent development, succession, etc. — that it may not serve any purpose very well.Boudreau: It's an ongoing relationship to balance the need to evaluate people with the need to develop them. It's not about bromides, forms, scores, tools orsystems.Wright: Performance Management is about aligning behavior in a way that increases organizational effectiveness.Ulrich: I think we need to look at Performance Management from three levels: cultural, systems and personal. At the cultural level, it's about whether the organization judges people based on meritocracy (results), hierarchy (power) or relationships (connections). At the systems level, it's about determining whether people meet or miss objectives. At the personal level, it's about assessing the individual's dedication to deliver both financial and social results.Ziskin: Given your point of view about Performance Management, what makes the biggest difference to whether it is effective vs. ineffective?Collins: It starts with having a culture of openness, honesty and real feedback —and then holding people accountable. This process begins and ends with good leaders, and all of our money should be invested in developing leaders to lead, rather than spending money on new Performance Management systems and tools.Boudreau: Effectiveness rests in the skills and motivations of the people involved, not in the Performance Management system itself. It is particularly important to create a shared framework and priorities between managers and their employees.Ulrich: The four generic steps of Performance Management have remained relatively stable over time: set standards, assess against those standards, allocate consequences and provide feedback. Improvements in the effectiveness of Performance Management have come from enabling external stakeholders to provide input on standards and performance, making the performance discussion more about the future than the past, using technology to simplify the process, tailoring the consequences to better reflect individual employee contributions and value, and accommodating both team as well as individual feedback.Wright: Bad tools, bad evaluations, bad feedback and bad links to reward systems lead to bad Performance Management.Ziskin: If you look back over the years of debate about Performance Management, what one or two things stand out in your mind as the biggest sources ofdebate and disagreement?Boudreau: The biggest debate has been about what are we trying to achieve? It's always been about development of people vs. evaluation of their performance, and whether these two different priorities can be reconciled.Collins: Do you separate performance feedback from compensation, and how do you do both? We also need to learn to separate the discussion about current performance from the future — future roles and future performance requirements.Wright: The debate continues over simplifying tools vs. customizing unique tools to specific jobs, roles, situations and individuals.Ulrich: There are a number of old debates and some new debates. The old debates include Performance Management should be used for discussing financial results or development potential (yes to both), whether we should measure results as well as behavior (yes to both), whether managers should be accountable to do performance reviews (yes), and who should own Performance Management— the line or HR (the line owns it, HR is the architect).Ziskin: Have we made any progress in resolving the debate over these issues?Boudreau: We have made progress in something, such as the growing recognition that effective Performance Management is much less about forms and much more about relationships.Collins: I am gravely disappointed in the progress we've made in the past 20 years, especially in accommodating new ways of working such as more distributed, virtual work. We also have not made enough progress in accounting for team performance instead of just individual performance.Wright: We are making progress in linking results, behaviors and rewards. I'd say we are beginning to achieve best principles in Performance Management, but we have not yet achieved best practices.Ulrich: The following new debates are more interesting to me than the old debates I mentioned above, and even though we are beginning to make some progress, we need much more: how we simplify the process, how we have meaningful personal conversations between leaders and employees and how we build a performanceculture where meritocracy is expected.Ziskin: In light of the Performance Management debates and related mixed progress we have discussed, if you were going to fix or kill one thing related to Performance Management, what it would it by and why?Collins: I would fix Performance Management by investing in better leaders giving better feedback, rather than trying to fix Performance Management by investing in better tools.Boudreau: I would kill the debate about Performance Management forms, tools and technology enhancements, and instead put more than 80 percent of our resources into teaching and developing leaders and employees to get the most out of the performance feedback discussion.Ulrich: I would kill Performance Management complexity, and simplify the process. Sometimes, the process becomes the end itself, and there is means/end inversion.Wright: I would kill the parochialism that comes from my way, my tool and my process. There is a lot to be learned from how others are doing Performance Management.Ziskin: When you consider the future of work, the workplace and the workforce —and how all these things are changing and affecting business performance — what one or two big implications are there for required changes to Performance Management in the future?Ulrich: The biggest implications for the future I see are simplification of the Performance Management process and more outside/in perspective whereby Performance Management is more connected to input from external stakeholders.Wright: We will see a greater emphasis on evaluating results, the end product, rather than behavior, because global dispersion of work will make it much more difficult to directly observe behavior.Boudreau: As a result of increasingly virtual, remote, temporary and independent work, performance assessment can no longer only be done by leaders — it will also be done by others including peers and employees themselves. PerformanceManagement will no longer be the province of leaders.Collins: Performance Management is going in the direction of more frequent, more transparent, more virtual, more raters and more team-based.Ziskin: Based on insights from our academic experts, as well as from my own experience, if you are working to reconcile the competing priorities associated with Performance Management, think about the following guidelines:• Simplify and de-emphasize forms and process in favor of improving the quality of relationships and conversation between leaders and employees• Accommodate trends toward more virtual and flexible work and changing demographics thorough Performance Management approaches that emphasize transparency, frequency and input from a broader range of internal and external constituents• Move from a relatively narrow focus on Performance Management to a broader emphasis on Performance CulturePeople & Strategy. 2013, Vol. 36 Issue 2, p24-25. 2p.译文：绩效管理：协调竞争的优先事项Ian Ziskin来自学术界的四位HR思想领袖：在南加州大学中心所研究有效组织的John Boudreau、在康奈尔大学高级人力资源研究中心工作的Chris Collins、在南卡罗来纳大学摩尔商学院的Pat Wright以及在密歇根大学和RBL集团工作的Dave Ulrich，与Ian总裁（掌管Excel集团有限责任公司、董事会成员、HR人员和策略）从事绩效管理事务。

人力资源开发与组织绩效外文文献翻译最新译文

文献出处：Arnold D E. What is the purpose of human resource development? The purpose of human resource development is to improve organizational performance [J]. New directions for adult and continuing education, 2015, 12(2): 12-22原文What is the purpose of human resource development? The purpose of human resource development is to improve organizational performanceD E ArnoldIntroductionEffective organizations recognize that in the various factors that affect performance, human factor is obviously the most important, no matter what size or nature of an organization, success or not depends on the decisions, and according to the decisions taken by the behaviour. Strategic human resource management mode of organization performance management, emphasizing on employee performance, but its purpose is to achieve better organizational performance. The core of performance management goal is to develop the potential of employees, improve the level of their performance, the employee's personal goals and combined with the enterprise strategy, establish enterprise competitive advantage, and improve the organizational performance.Literature reviewMacDuffie (1995), when human resource practices to satisfy the following three conditions, can make contribution to improve the organizational performance: one is the employees have managers lack the knowledge and skills: second, employees are motivated to use the knowledge and skills. Three is when employees in efforts to use the knowledge and skills, employee organization strategic target to get. And satisfy the three conditions of human resources practice means that it must revolve around organizational strategy, human resource practices must be coordination and interaction. Also only in this way, can get and stimulate the employees necessary to achieve organizational goals. Such a practice with the strategic human resources management.Gilley & England (1989) of the definition of human resource development: arranged in a planned way of learning activities in the organization, to improve performance and promote employees' personal growth, it should be by personal development, career development, organization development on the combination of three structure faces, through integration of training, education and development of the three, to provide learning activities, improve personal knowledge, skills, and to meet the need of personal and professional. Nadler (1989) in the study, points out that human resources development is to point to, in a certain period of time, provided by the employer of a planned learning activities, is a kind of purposeful learning, to achieve the organization performance may improve, or at risk of personal growth. The study referred to in the learning activities for training, education and development. For the learning of the learning activity called training; Use learning activities for the future may be called education; if just want to have a basic understanding and learning activities as the development of the concept.Swanson (1995) argue that human resource development is a process, through the development of organization development and individual development and liberation of people's specialized knowledge or technology, to improve performance. Which the study and development of individuals and organizations and individual and organizational performance improvement is the core human resources development of the two clues, most people see it as a partner to pursues the success; While Swanson (1995) also tend to see human resources development as a process or a system, in open view to look at, can be combined with different people at different times, and will be located in human resource development in various areas such as belonging to inside and outside the organization. Snyder, Raben & Ferr (1980) on the basis of the theory of behavioral science related technical or, enhance the value of people, and see it as a resource of the organization. This view is focused on people is the most valuable resource in the organization, and think that behavioral sciences has provided many solutions and skills to promote the effective use of human resources. Therefore, behavior science and technology can be applied to intervene to change people's behavior, will affect organizational performance.MacDuffie (1995) argue that organizations besides needs employees with high skill levels, also need to staff is willing to show is the spontaneity of organization behavior, because without the employees incentive, even if the employees have high skills, work efficiency is limited (Huselidu 1995), so the high performance organization needs to have highly motivated employees, its willingness to spontaneous cooperation organization objective (Wright & Snell, 1991).HuseUdC 1995) empirical research also points out that enterprise human resource management activities related to two performance levels at least: when a good human resource management measures to make the employees try to unconditionally (Commitment) increase, expected high organizational Commitment of employees will directly affect the turnover rate and personal productivity and other intermediary output; When investment better paid more than the cost of human resource management, employee turnover rate is low and large productivity can increase the enterprise's financial performance.McLagan (1989) argue that organizational development is a major human resource requirements to the organization, strategies, and basic principle for decision-making. The respectively from two aspects of internal and external relations to explore: internal relations: organizational leaders attach importance to and the relationship among the members of the organization. External relations: focuses on internal work not only, more should pay attention to the relations with the outside, it includes: the relationship between relations, between the government and other organizations and the relationship between community and so on three aspects.HRD in organization and performance improvementThrough regression analysis found that employees perceive human resources development in the organization development impact on not the service performance, the other two factors career development and education training a positive impact on organizational performance. The employees' perception of employee career development of human resources development the more sufficient, service the higher the equivalent of the organization. Employees perceive the organization's human resources development in the education training work to do, the better, the higher theorganization's service performance. Group human resources development of the three factor positive influence on the organization's internal management performance: namely human resources development in the organization development, the more fully, the higher the service performance of the organization. Human resources development of employee career development more fully, the higher the organization's internal management performance. Employees perceive the organization's human resources development in the education training work to do, the better, the higher the organization's internal management performance.Human resources development in the career development in efforts to promise there is no effect, the other two dimensions: organizational development and education training commitment to try to have a significant impact, organization development and education training implementation situation, the better, the higher the degree of the efforts of the staff. Employee perceptions of organization development, the development of human resources fully, the value of employee commitment is higher. Staff awareness of employee career development of human resources development, the more fully, the value of employee commitment is higher. Staff awareness education and training of human resources development work is done, the better, the value of employee commitment is higher. Three factors of human resources development and employee retention commitment are related: the employees' perception of organization development, the development of human resources fully, the higher the employee retention commitment. Staff awareness of employee career development of human resources development is more fully, the higher the employee retention commitment. Staff awareness education and training of human resources development is the better, the higher the employee retention commitment.In regard to the development of human resources, through the analysis of variance of the results of the study showed that employee perceptions of organizational status will be because of the position of human resource development, service seniority, job category, title organization has the remarkable difference on the difference of the number of employees. Employee’s marital status there was nosignificant difference for human resource development. Other personal background variables such as gender age and level of education only one dimension of the organization's is human resources development and the reason why the results with that reported by the different, mainly due to different people in the study.In terms of the employee's organizational commitment, organizational commitment of employees because of the position, title, working years, and has the remarkable difference on the difference of the number of employees. Other personal background variables such as gender, marital status, age and level of education, type of work only one dimension of the organization's human resources development.In terms of organization performance, employee perceptions of organizational performance will be because of different sex, age, position, job title, job category and the number of employees and have significant difference. And marital status, education status and length of only affect a dimension of organizational performance. And the main reason for the difference between the produce of forefathers' research are caused by different measure of organizational performance.Suggestion and conclusionHuman resources development is to improve performance and promote staff growth provided a series of learning process, this definition emphasizes learning activity phase relationship with job content, see employees as the company's assets. Continue to try to let employees itself value-added investment will be staff and organization of a win-win situation. Regardless of the strategies, processes, organization and system must rely on people to perform. Organizational performance completely will vary from person to person. Human resources development should be combined with appraisal system should pay attention to performance, strengthening plan. Let employees professional training if there is no ability to ascend, shows that human resources is no performance at all. Measures should be taken to deal with training not active behavior, the problem of training not effective. Set up employee assessment and grading system as the foundation of human resources development, such a supporting measures is vigorously promote human resources development.Organizations should pay more attention to employees, to employees as internal customers, has long been used for external customers for performance improvement ways used to internal staff, pay attention to employee satisfaction, employee satisfaction to promote customer satisfaction, only satisfied employees, just can have satisfied customers, the customer orientation also inspire staff. If the organization can realize the importance of employees, so, in the process of pursuing the organization performance, understanding and emphasized the importance of internal marketing role, can be coordinated, education and motivate employees and the organization to achieve common goals. In management to make all employees aware of to make the value of the short-term and long-term plan and they are in meter. Draw the location, so you can use good human resources, to achieve the best performance.Group human resources development of the three factor positive influence on the organization's internal management performance: namely human resources development in the organization development, the more fully, the higher the service performance of the organization. Human resources development of employee career development more fully, the higher the organization's internal management performance. Employees perceive the organization's human resources development in the education training work to do, the better, the higher the organization's internal management performance. From the result point of view, human resources development of dimensions to the dimensions of organizational performance also has obvious positive correlation.译文人力资源开发的目的是什么?人力资源开发的目的是为了提高组织绩效D E Arnold引言有效组织认识到,在影响业绩的各种因素中,人的因素显然是最重要的,无论一个组织的规模或性质如何,成功与否都取决于员工所做的决策,以及他们根据这种决策所采取的行为。

绩效管理英语参考文献

绩效管理英语参考文献绩效管理英语参考文献大全绩效管理，是指各级管理者和员工共同参与的.绩效计划制定、绩效辅导沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程，绩效管理的目的是持续提升个人、部门和组织的绩效。

下面列出绩效管理英语参考文献，希望对你的论文写作有所帮助。

绩效管理英语参考文献一:[1]Mohammad Moshtari. Inter‐Organizational Fit, Relationship Management Capability, and Collaborative Performance within a Humanitarian Setting[J]. Prod Oper Manag,20XX,259:.[2]David B. Zoogah. Tribal diversity, human resources management practices, and firm performance[J]. Can J Adm Sci,20XX,333:.[3]Torsten Doering,Nallan C. Suresh. Forecasting and Performance: Conceptualizing Forecasting Management Competence as a Higher‐Order Construct[J]. J Supply Chain Manag,20XX,524:.[4]T. Danielle Samulski,Virginia A. LiVolsi,Lawrence Q.Wong,Zubair Baloch. Usage trends and performance characteristics of a “gene expression classifier” in the management of thyroid nodules: An institutional experience[J]. Diagn. Cytopathol.,20XX,4411:.[5]Arsalan Safari. A New Quantitative‐Based Performance Management Framework for Service Operations[J]. Know. ProcessMgmt.,20XX,234:.[6]Ali M. Shahzad,Matthew A. Rutherford,Mark P. Sharfman. In Good Times but Not in Bad: The Role of Managerial Discretion in Moderating the Stakeholder Management and Financial Performance Relationship[J]. Business and Society Review,20XX,12XX:.[7]Martin Zühlke,Daniel Riebe,Toralf Beitz,Hans‐GerdL?hmannsr?ben,Sandro Andreotti,Knut Reinert,Karl Zenichowski,Marc Diener. High‐performance liquid chromatography with electrospray ionization ion mobility spectrometry: Characterization, data management, andapplications[J]. J. Sep. Science,20XX,3924:.[8]Erin K. Melton,Kenneth J. Meier. For the Want of a Nail: The Interaction of Managerial Capacity and Human Resource Management on Organizational Performance[J]. Public Admin Rev,20XX,771:.[9]Mostafa Khanamani,Yaghoub Fathipour,Ali AsgharTalebi,Mohammad Mehrabadi. Linking pollen quality and performance of Neoseiulus californicus （Acari: Phytoseiidae）in two‐spotted spider mite management programmes[J]. Pest. Manag. Sci.,20XX,732:.[10]Adri enn Kocsis,Tibor Takács,Csaba Jeney,Zsuzsa Schaff,Róbert Koiss,Balázs Járay,Gábor Sobel,Károly Pap,István Székely,TamásFerenci,Hung‐Cheng Lai,Miklós Nyíri,Márta Benczik. Performance of a new HPV and biomarker assay in the management of hrHPV positive women: Subanalysis of the ongoing multicenter TRACE clinical trial （ n >6,000） to evaluate POU4F3 methylation as a potential biomarker of cervical precancer and cancer[J]. Int. J. Cancer,20XX,XX05:.[11]Liz Done,Mike Murphy,Mia Watt. Change management and the SENCo role: developing key performance indicators in the strategic development of inclusivity[J]. Support for Learning,20XX,3XX:.[12]Tae Hyung Kim,M. Jae Moon. Using Social Enterprises for Social Policy in South Korea: Do Funding and Management Affect Social and Economic Performance?[J]. Public Admin. Dev.,20XX,371:.[13]Prashant Kale,Harbir Singh. Management of Overseas Acquisitions by Developing Country Multinationals and Its Performance Implications: The Indian Example[J]. Thunderbird International Business Review,20XX,592:.[XX]Rafael Arantes,Rodrigo Schveitzer,Caio Magnotti,Katt Regina Lapa,Luis Vinatea. A comparison between water exchange and settling tank as a method for suspended solids management in intensive biofloc technology systems: effects on shrimp （ Litopenaeus vannamei ）performance, water quality and water use[J]. Aquac Res,20XX,484:.[XX]Simone Fanelli,Marco Ferretti,Antonello Zangrandi. The impact of regional policies on emergency department management and performance: the case of the regional government of Sicily[J]. Int J Health Plann Mgmt,20XX,321:.[XX]LIANG MA. PERFORMANCE MANAGEMENT AND CITIZEN SATISFACTION WITH THE GOVERNMENT: EVIDENCE FROM CHINESE MUNICIPALITIES[J]. Public Admin,20XX,951:.[XX]ALEXANDER KROLL. CAN PERFORMANCE MANAGEMENT FOSTER SOCIAL EQUITY? STAKEHOLDER POWER, PROTECTIVE INSTITUTIONS, AND MINORITY REPRESENTATION[J]. Public Admin,20XX,951:.[18]Guan Fanglan,Zhang Luoyu,Li Yinghui. Color management for enhancing the performance of superfine nylon ink jet printing with reactive dyes inks[J]. Color Res. Appl.,20XX,423:.[19]Ying Yang,Dong‐Ling Xu. A methodology for assessing the effect of portfolio management on NPD performance based on Bayesian network scenarios[J]. Expert Systems,20XX,342:.[20]Gary Cokins. Enterprise Performance Management （EPM） and the Digital Revolution[J]. Perf. Improv.,20XX,564:.[21]Anirut Pipatprapa,Hsiang‐Hsi Huang,Ching‐Hsu Huang. The Role of Quality Management & Innovativeness on Green Performance[J]. Corp. Soc. Responsib. Environ. Mgmt.,20XX,243:.[22]C. Allen Gorman,John P. Meriac,Sylvia G. Roch,Joshua L. Ray,Jason S. Gamble. An exploratory study of current performance management practices: Human resource executives' perspectives[J]. Int J Select Assess,20XX,252:.绩效管理英语参考文献二:[23]John C. Adams,Takeshi Nishikawa,Ramesh P. Rao. Mutual Fund Performance, Management Teams, and Boards[J]. Journal of Banking and Finance,20XX,:.[24]C. Silva,J. Saldanha Matos,M.J. Rosa. Performance indicators and indices of sludge management in urban wastewater treatment plants[J]. Journal of Environmental Management,20XX,:.[25]Kais Brik,Faouzi ben Ammar. Improved performance and energy management strategy for proton exchange membrane fuel cell/backupbattery in power electronic systems[J]. International Journal of Hydrogen Energy,20XX,:.[26]Patrik J.G. Henriksson,Malcolm Dickson,Ahmed Nasr Allah,Diaa Al-Kenawy,Michael Phillips. Benchmarking the environmental performance of best management practice and genetic improvements in Egyptian aquaculture using life cycle assessment[J]. Aquaculture,20XX,468:.[27]Ruoqi Geng,S. Afshin Mansouri,Emel Aktas. The relationship between green supply chain management and performance: A meta-analysis of empirical evidences in Asian emerging economies[J]. International Journal of Production Economics,20XX,:.[28]Chiara Masci,Kristof De Witte,Tommaso Agasisti. The influence of school size, principal characteristics and school management practices on educational performance: An efficiency analysis of Italian students attending middle schools[J]. Socio-Economic Planning Sciences,20XX,:.[29]J. Román-Padilla,A. Rodríguez-Rúa,M. Ponce,M. Manchado,I. Hachero-Cruzado. Effects of dietary lipid profile on larval performance and lipid management in Senegalese sole[J]. Aquaculture,20XX,468:.[30]Katri Kauppi,Annachiara Longoni,Federico Caniato,Markku Kuula. Managing country disruption risks and improving operational performance: risk management along integrated supply chains[J]. International Journal of Production Economics,20XX,:.[31]Cindy Yoonjoung Heo. New performance indicators for restaurant revenue management: ProPASH and ProPASM[J]. International Journal of Hospitality Management,20XX,:.[32]J. De Waele,K. D'Haene,J. Salomez,G. Hofman,S. De Neve. Simulating the environmental performance of post-harvest management measures to comply with the EU Nitrates Directive[J]. Journal of Environmental Management,20XX,:.[33]Dapeng Liang,Tiansen Liu. Does environmental management capability of Chinese industrial firms improve the contribution of corporate environmental performance to economic performance? Evidence from 2010 to 20XX[J]. Journal of Cleaner Production,20XX,:.[34]?. Bodin,D. Nohrstedt. Formation and performance of collaborative disaster management networks: Evidence from a Swedish wildfire response[J]. Global Environmental Change,20XX,41:.[35]Alessandro Sarra,Marialisa Mazzocchitti,Agnese Rapposelli. Evaluating Joint Environmental and Cost Performance in Municipal Waste Management Systems through Data Envelopment Analysis: Scale Effects and Policy Implications[J]. Ecological Indicators,20XX,:.[36]Gokce S. Avcioglu,Berker Ficicilar,Inci Eroglu. Influence of FEP nanoparticles in catalyst layer on water management and performance of PEM fuel cell with high Pt loading[J]. International Journal of Hydrogen Energy,20XX,:.[37]. Digital management system controls, monitors and analyses seal performance[J]. Sealing Technology,20XX,20XX10:.[38]Jiateng Zhao,Peizhao Lv,Zhonghao Rao. Experimental study on the thermal management performance of phase change material coupled with heat pipe for cylindrical power battery pack[J]. Experimental Thermal and Fluid Science,20XX,:.[39]Necmi Karagozoglu. Antecedents of team performance on case studies in a strategic management capstone course[J]. International Journal of Management Education,20XX,:.[40]Anuradha Pughat,Vidushi Sharma. Performance Analysis of an Improved Dynamic Power Management Model in Wireless Sensor Node[J]. Digital Communications and Networks,20XX,:.[41]Inma ?lvarez-Fernández,Nuria Fernández,Noela Sánchez-Carnero,Juan Freire. The management performance of marine protected areas in the North-east Atlantic Ocean[J]. Marine Policy,20XX,76:.[42]Chantel R. Wetzel,André Punt. The perform ance and trade-offs of alternative harvest control rules to meet management goals for U.S. west coast flatfish stocks[J]. Fisheries Research,20XX,187:.[43]?zer Uygun,Ay?e Dede. Performance evaluation of green supply chain management using integrated fuzzy multi-criteria decision making techniques[J]. Computers & Industrial Engineering,20XX,102:.[44]Ajay Raghavan,Peter Kiesel,Lars Wilko Sommer,Julian Schwartz,Alexander Lochbaum,Alex Hegyi,Andreas Schuh,KyleArakaki,Bhaskar Saha,Anurag Ganguli,Kyung Ho Kim,ChaeAh Kim,Hoe Jin Hah,SeokKoo Kim,Gyu-Ok Hwang,Geun-Chang Chung,Bokkyu Choi,Mohamed Alamgir. Embedded fiber-optic sensing for accurate internal monitoringof cell state in advanced battery management systems part 1: Cell embedding method and performance[J]. Journal of Power Sources,20XX,:.绩效管理英语参考文献三:[45]Ramit Debnath,Ronita Bardhan. Daylight Performance of a Naturally Ventilated Building as Parameter for Energy Management[J]. Energy Procedia,20XX,90:.[46]Graham Currie,Rico Merkert. Workshop 1 report: Innovationsin Service Delivery and Performance Management[J]. Research in Transportation Economics,20XX,:.[47]Piero Danti,Lorenzo Pezzola,Sandro Magnani. Performance Analysis of an Optimization Management Algorithm on a Multi-generation Small Size Power Plant[J]. Energy Procedia,20XX,101:.[48]Salih ?etiner,Alev ?etin duran,Filiz Kibar,Akgün Yaman. Performance comparison of new generation HCV core antigen test versus HCV RNA test in management of hepatitis C virus infection[J].Transfusion and Apheresis Science,20XX,:.[49]V.S. Machado,R.C. Neves,F.S. Lima,R.C. Bicalho. The effectof Presynch-Ovsynch protocol with or without estrus detection on reproductive performance by parity, and the long-term effect of these different management strategies on milk production, reproduction, health and survivability of dairy cows[J]. Theriogenology,20XX,93:.[50]Chiung-Lin Liu,Kuo-Chung Shang,Taih-Cherng Lirn,Kee-Hung Lai,Y.H. Venus Lun. Supply Chain Resilience, Firm Performance, and Management Policies in the Liner Shipping Industry[J]. Transportation Research Part A,20XX,:.[51]F. Cucchiella,M. Gastaldi,M. Miliacca. The management of greenhouse gas emissions and its effects on firm performance[J]. Journal of Cleaner Production,20XX,:.[52]Juneho Um,Andrew Lyons,Hugo K.S. Lam,T.C.E. Cheng,Carine Dominguez-Pery. Product variety management and supply chain performance: A capability perspective on their relationships and competitiveness implications[J]. International Journal of Production Economics,20XX,187:.[53]Weixiong Wu,Xiaoqing Yang,Guoqing Zhang,Kai Chen,Shuangfeng Wang. Experimental investigation on the thermal performance of heatpipe-assisted phase change material based battery thermal management system[J]. Energy Conversion and Management,20XX,138:.[54]Michael J. Turner,Sean A. Way,Demian Hodari,Wiarda Witteman. Hotel property performance: The role of strategic managementaccounting[J]. International Journal of Hospitality Management,20XX,63:.[55]Carolyn Callahan,Jared Soileau. Does Enterprise risk management enhance operating performance?[J]. Advances inAccounting,20XX,:.[56]Marc Colaco,Maxx K. Caveney,Ryan P. Terlecki. Performance of adult pyeloplasty relative to endourological management in the era of robotic surgery: Data from the Nationwide Inpatient Sample[J]. Urology Practice,20XX,:.[57]J. Carmona-Murillo,I. Soto,F. J. Rodríguez-Pérez,D. Cortés-Polo,J. L. González-Sánchez,Juan C. Cano. Performance Evaluation of Distributed Mobility Management Protocols: Limitations and Solutions for Future Mobile Networks[J]. Mobile Information Systems,20XX,20XX:.[58]Aloysius Byaruhanga. Contractor Monitoring and Performance of Road Infrastructure Projects in Uganda: A Management Model[J]. Journal of Building Construction and Planning Research,20XX,0501:.[59]Sachin Modgil,Sanjay Sharma. Total productive maintenance, total quality management and operational performance[J]. Journal of Quality in Maintenance Engineering,20XX,224:.[60]Peter Heisig,Olunifesi Adekunle Suraj,Aino Kianto,Cosmas Kemboi,Gregorio Perez Arrau,Nasser Fathi Easa. Knowledge management and business performance: global experts' views on future research needs[J]. Journal of Knowledge Management,20XX,206:.[61]. The influence of information, knowledge and technology management on the performance of manufacturing enterprises[J]. Strategic Direction,20XX,3211:.[62]Stephen Korutaro Nkundabanyanga,Brendah Akankunda,Irene Nalukenge,Immaculate Tusiime. The impact of financial managementpractices and competitive advantage on the loan performance of MFIs[J]. International Journal of Social Economics,20XX,441:.[63]Shradha Ashok Gawankar,Sachin Kamble,Rakesh Raut. An investigation of the relationship between supply chain management practices （SCMP） on supply chain performance measurement （SCPM） of Indian retail chain using SEM[J]. Benchmarking: An International Journal,20XX,241:.[64]Chieh-Peng Lin,Min-Ling Liu,Sheng-Wuu Joe,Yuan-Hui Tsai. Predicting top management approval and team performance in technology industry[J]. Personnel Review,20XX,461:.[65]Lisa Rogan,Ruth Boaden. Understanding performance management in primary care[J]. International Journal of Health Care Quality Assurance,20XX,301:.[66]Huy Quang Truong,Maria Sameiro,Ana Cristina Fernandes,Paulo Sampaio,Binh An Thi Duong,Hiep Hoang Duong,Estela Vilhenac. Supply chain management practices and firms' operational performance[J].International Journal of Quality & Reliability Management,20XX,342:.绩效管理英语参考文献四:[67]Hadi Shirouyehzad,Farimah Mokhatab Rafiee,Negin Berjis. Performance evaluation and prioritization of organizations based on knowledge management and safety management approaches using DEA[J]. Journal of Modelling in Management,20XX,121:.[68]Vishal Singh Patyal,Maddulety Koilakuntla. The impact of quality management practices on performance: an empirical study[J]. Benchmarking: An International Journal,20XX,242:.[69]Ra'ed Masa'deh,Rifat Shannak,Mahmoud Maqableh,Ali Tarhini. The impact of knowledge management on job performance in higher education[J]. Journal of Enterprise Information Management,20XX,302:.[70]Mohsen Sadegh Amalnick,Mansour Zarrin. Performance assessment of human resource by integration of HSE and ergonomics and EFQM management system[J]. International Journal of Health Care Quality Assurance,20XX,302:.[71]Fan Yang,Xiongfei Zhang. The impact of sustainable supplier management practices on buyer-supplier performance[J]. Review of International Business and Strategy,20XX,271:.[72]Jens K. Roehrich,Stefan U. Hoejmose,Victoria Overland. Driving green supply chain management performance through supplier selection and value internalisation[J]. International Journal of Operations & Production Management,20XX,374:.[73]Aradhana Vikas Gandhi,Ateeque Shaikh,Pratima Amol Sheorey. Impact of supply chain management practices on firm performance[J]. International Journal of Retail & Distribution Management,20XX,454:.[74]Ahmad Fathi Al-Sa'di,Ayman Bahjat Abdallah,Samer Eid Dahiyat. The mediating role of product and process innovations on therelationship between knowledge management and operational performance in manufacturing companies in Jordan[J]. Business Process Management Journal,20XX,232:.[75]Alex Koohang,Joanna Paliszkiewicz,Jerzy Goluchowski. The impact of leadership on trust, knowledge management, and organizational performance[J]. Industrial Management & Data Systems,20XX,1XX3:.[76]Lokesh Vijayvargy,Jitesh Thakkar,Gopal Agarwal. Green supply chain management practices and performance[J]. Journal of Manufacturing Technology Management,20XX,283:.[77]Daniele Giampaoli,Massimo Ciambotti,Nick Bontis. Knowledge management, problem solving and performance in top Italian firms[J]. Journal of Knowledge Management,20XX,212:.[78]Anupam Kumar,David E. Cantor,Curtis M. Grimm,Christian Hofer. Environmental management rivalry and firm performance[J]. Journal of Strategy and Management,20XX,102:.[79]Laura Bini,Francesco Dainelli,Francesco Giunta. Is a loosely specified regulatory intervention effective in disciplining management commentary? The case of performance indicator disclosure[J]. 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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。

绩效考核外文文献及其译文

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 by evaluating 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 formalperformance 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 approaches.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 orneeds 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 power relationship 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 pur poses 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 withassessing 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 sit 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 polit ical judgements and they 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 resolvedby 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 organization 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 appraisal are rated by a “political metaphor”(Hart le, 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” metaphors of appraisal are inaccurate and lack objec tivity and judgement of employee 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 AppraisalGrint(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 employee “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 4major 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 as this 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).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。

人力资源管理中英文对照外文翻译文献

人力资源管理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)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。

绩效考核外文翻译参考文献

绩效考核外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)原文:Performance management - how to appraise employeeperformanceAbstractPerformance appraisal is an important content of human resource management in modern enterprises. According to the problems existing atthe present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the twoIntroductionChallenges of performance managementReasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; make major decisions, a way of getting information; improve the quality of staff, to make the organization more competitive., performance management of organization,must be useful to managers, the only reason of performancemanagement is to help employees to success. to understand better how to design and what made him act. , the performance management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.Performance management is a systemThe performance plan -- starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both tracking progress, find the obstacles that affect performance and process so that the two sides success required information. Communication methods: (1) around were observed; (2)employees; (3) allow employees to work review;Performance diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process.Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.Performance management and strategic planning, budget, staff ,employee salary incentive system, improve the quality of plans are related. Do the performance management process to do the preparation of1, there are two key points: with the staff to collect meaningful, to establish the information needed to measurable goals; to do some basic work, so that in the whole process of performance management and employee can fully cooperation. In part, access to information and data of performance management effect is it can help organizations, units and employees towards a direction some "target"information each employee's job description; (2) employee last performance review data and related documents.The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in the performance management process, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication, we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performancemanagement. In order to make the performance management on the right track, truly play its role,enterprises must put the supervisor and employee performance communication as a priority among priorities to research and development, through the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason -- may be because employees can not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess performance, avoid two traps are important: 1) don't do performance problems or"always the fault of employees" this hypothesis; 2) without any assessment can give the "why" and "what is happening in the picture". Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis. Three methods of performance evaluation: 3, 1) rating method:: features,to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,protection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibility of target; both sides disagree;defect: need more time; text work more; more energy. Communication method and communication technologyWay of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt a cooperative mode; C, most of the staff, once you understand what they are asked to do things,will try the method can meet the requirements D,performance management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance deficit to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and understand the process of responsibility. Purpose: don't most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you don't listen, you don't know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always can't finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you mustdo it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those who avoid. What you think; is the need to need; what is you get this conclusion? Don't trust to avoid language: are you sure you can finish on time?I've heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierce debate. The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, remember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or angry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.The performance of communication is the core of performance management, is refers to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and tries to seek countermeasures,a management method for service in the later stage of enterprise and employee performance, improve and enhance the.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.译文:绩效管理——如何考评员工表现摘要绩效考核是现代企业人力资源管理的重要内容。

人力资源专业绩效考核管理方面英文文献及中文翻译

人力资源专业绩效考核管理方面英文文献及中文翻译Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly andappropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective managementand 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 establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizationalannual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso 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, andfostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review ofan individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - aretherefore 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-onediscussion. 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'twait 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 lot more productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, 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 performance 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 thenext 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 andmanaging 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 andeffectively 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 whichall employers compete to attract the best recruits, andto 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 exitinterview 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 roles that 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 dismisstraditional 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 onefinds 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 longterm(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's a 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 costeffective 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 theyare 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 and appraises 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 theyare 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. Theappraisals 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绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。

企业管理+人力资源+毕业论文+外文文献翻译+中英文：关键绩效指标

企业管理人力资源毕业论文外文文献翻译中英文：关键绩效指标单位代单学号分单号密单文单献翻院;系,名称单单名称生姓名学指单单教第 1 单Key Performance IndicatorsHow an organization defines and measures progress toward its goals.Key Performance Indicators, also known as KPI or Key SuccessIndicators (KSI), help an organization define and measure progresstoward organizational goals.Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements.What Are Key Performance Indicators (KPI)Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization.They will differ depending on the organization. A business may have as one of its Key Performance Indicators the percentage of its income that comes from return customers. A school may focus its Key Performance Indicators on graduation rates of its students. A Customer Service Department may have as one of its Key Performance Indicators, in line with overall company Kips, percentage of customer calls answered in the first minute. A Key Performance Indicator for a social service organization might be number of clients assisted during the year.Whatever Key Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success, and they must be quantifiable (measurable). Key Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal.Key Performance Indicators Reflect the Organizational GoalsAn organization that has as one of its goals "to be the most profitable company in our industry" will have Key Performance Indicators that measure profit and related fiscal measures. "Pre-tax Profit" and "Shareholder Equity" will be among them. However, "Percent of Profit Contributed to Community Causes" probably will not be one of its Key Performance第 2 单Indicators. On the other hand, a school is not concerned with making a profit, so its Key Performance Indicators will be different. Kips like "Graduation Rate" and "Success in Finding Employment after Graduation", though different, accurately reflect the schools mission and goals.Key Performance Indicators Must Be QuantifiableIf a Key Performance Indicator is going to be of any value, there must be a way to accurately define and measure it. "Generate More Repeat Customers" is useless as a KPI without some way to distinguish between new and repeat customers. "Be The Most Popular Company" won't work as a KPI because there is no way to measure the company's popularity or compare it to others.It is also important to define the Key Performance Indicators and stay with the same definition from year to year. For a KPI of "Increase Sales", you need to address considerations like whether to measure by units sold or by dollar value of sales. Will returns be deducted from sales in the month of the sale or the month of the return? Will sales be recorded for the KPI at list price or at the actual sales price?You also need to set targets for each Key Performance Indicator. A company goal to be the employer of choice might include a KPI of "Turnover Rate". After the Key Performance Indicator has been defined as "the number of voluntary resignations and terminations for performance, divided by the total number of employees at the beginning of the period" and a way to measure it has been set up by collecting the information in an HRIS, the target has to be established. "Reduce turnover by fivepercent per year" is a clear target that everyone will understand and be able to take specific action to accomplish.Key Performance Indicators Must be Key to Organizational SuccessMany things are measurable. That does not make them key to the organization's success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are essential to the organization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone's attention focused on achieving the same Kips.That is not to say, for instance, that a company will have onlythree or four total Kips in第 3 单total. Rather there will be three or four Key Performance Indicators for the company and all the units within it will have three, four, or five Kips that support the overall company goals and can be "rolled up" into them.If a company Key Performance Indicator is "Increased Customer Satisfaction", that KPI will be focused differently in different departments.The Manufacturing Department may have a KPI of "Number of Units Rejected by Quality Inspection", while the Sales Department has a KPI of "Minutes a Customer Is on Hold before a Sales Rep Answers". Success by the Sales and Manufacturing Departments in meeting their respectivedepartmental Key Performance Indicators will help the company meet its overall KPI.Good Key Performance Indicators vs. BadBad:Title of KPI: Increase SalesDefined: Change in Sales volume from month to monthMeasured: Total of Sales by Region for all regionTarget: Increase each monthWhat's missing? Does this measure increases in sales volume bydollars or units? If by dollars, does it measure list price or sales price? Are returns considered and if so do the appear as an adjustment to the KPI for the month of the sale or are they counted in the month the return happens? How do we make sure each sales office's volume numbers are counted in one region, i.e. that none are skipped or double counted? How much, by percentage or dollars or units, do we want to increase sales volumes each month? (Note: Some of these questions may be answered by standard company procedures.)Good:Title of KPI: Employee TurnoverDefined: The total of the number of employees who resign for whatever reason, plus the number of employees terminated for performance reasons, and that total divided by the number of employees at the beginning of the year. Employees lost due to Reductions in Force (RIF) will not be included in this calculation.第 4 单Measured: The HRIS contains records of each employee. The separation section lists reason and date of separation for each employee. Monthly or when requested by the SVP, the HRIS group will query the database and provide Department Heads with Turnover Reports. HRIS will post graphs of each report on the Intranet.Target: Reduce Employee Turnover by 5% per year.What Do I Do With Key Performance Indicators?Once you have good Key Performance Indicators defined, ones that reflect your organization's goals, one that you can measure, what do you do with them? You use Key Performance Indicators as a performance management tool, but also as a carrot. Kips give everyone in the organization a clear picture of what is important, of what they need to make happen. You use that to manage performance. You make sure that everything the people in your organization do is focused on meeting or exceeding those Key Performance Indicators. You also use the Kips as a carrot. Post the Kips everywhere: in the lunch room, on the walls of every conference room, on the company intranet, even on the company web site for some of them. Show what the target for each KPI is and show the progress toward that target for each of them. People will be motivated to reach those KPI targets.单单单效指单第 5 单单单如何单单其目单界定和衡量单单单单单效指单()～也作单单成功指单称()～可以助单单单单其目单界定和衡量单单。

绩效管理外文翻译外文文献中英翻译

人力资源中英文文献

人力资源中英文文献在日益全球化的时代背景下，人力资源管理也变得愈发重要。

人力资源（Human Resources）部门在组织中负责管理与员工相关的一系列事务，如招聘、培训、绩效管理、福利等。

由于人力资源管理方式的差异，很多相关的学术研究和文献都是以中英文形式出现的。

本文将介绍一些关于人力资源管理的中英文文献，并讨论它们对于人力资源领域的重要性。

1.《人力资源管理对组织绩效的影响研究》这篇中文文献研究了人力资源管理对组织绩效的影响。

根据研究结果，良好的人力资源管理实践可以显著提高组织的绩效水平。

文章指出，人力资源管理的方面包括员工招聘、培训与发展、薪酬与绩效管理、员工参与度等等。

通过合理的人力资源管理，组织可以有效地提高员工的工作满意度和组织认同感，从而推动组织的整体绩效。

2. "The Impact of Human Resource Management on Organizational Performance"这篇英文文献也研究了人力资源管理对组织绩效的影响。

研究结果与上述中文文献相似，表明优秀的人力资源管理实践可以改善组织绩效。

该文提出了一些关键的人力资源管理实践，如员工参与度、激励机制、培训与发展等。

研究者通过实证分析发现，在这些方面表现优异的组织通常会取得更好的绩效，并具备更高的竞争力。

通过比较以上两篇文献，不难发现中英文文献在研究内容上有一定的契合度。

无论是在中文还是英文研究中，都认同了良好的人力资源管理对于组织绩效的积极影响。

同时，这些文献也为人力资源管理的实践提供了指导和参考，提醒了人力资源部门在日常工作中应注意的方面。

3.《人力资源管理在全球化背景下的挑战与机遇》虽然人力资源管理的重要性越来越被企业所认可，但在全球化的背景下，也面临着一些新的挑战。

这篇中文文献对于全球化时代下的人力资源管理进行了系统探讨。

全球化背景下的人力资源管理需要更加注重多元化，包括多国籍员工的管理、跨文化沟通以及全球人才招聘与发展等方面。

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。

绩效考核外文翻译文献

绩效考核外文翻译文献(文档含中英文对照即英文原文和中文翻译)Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly and appropriately assess the performance, and do a good job in management.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 behaviordevelopment, 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 lot more 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 performance 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 theemployment 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 V AK 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 roles that 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's a 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 and appraises 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绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。

人力资源管理系统毕业论文中英文资料对照外文翻译文献综述

人力资源管理系统中英文资料外文翻译英文原文Vincent R. Ceriello, Christine FreemanJossey-Bass Publishers, 1998Human Resource Management SystemsHuman Resource Management Systems (HRMS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRMS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRMS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) is no exception.HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. The following text begins with a discussion of human resource planning, followed by human resource management systems.American companies must now operate in a rapidly changing business environment. These changes have important implications for HRM practices. To ensure that management practices support business needs, organizations must continually monitor changing environmental conditions and devise HRM strategies for dealing with them. The procedure used to tie human resource issues to the organization's business needs is called human resource planning. Also known as HR planning, this procedure is defined as the "process of identifying and responding to [organizational needs] …and charting newpolicies, systems, and programs that will assure effective human resource management under changing conditions."Human Resource Management Systems, also called Human Resource modules, is a link between Human resource management and information technology. A Human resource management system provides a single, accurate view of all human resource activities including recruiting, performance management, training and development and also compensation. Human resource management systems reduce the workload of the human resource department as well as increasing the efficiency of the department by standardizing human resource process. Human resource department plays an important role in the smooth running of the company by tracking and analyzing the time keeping and work patterns of the workforce. There are a wide range of applications available to help human resource department in their tasks, making possible the automation of certain tasks and helping in the organization many other tasks.The function of human resource management to large extent is administrative and common to all organizations. Most organizations have formalized selection, evaluation and payroll processes. The function consists of tracking innumerable data of each employee from personal histories, data, skills, capabilities, experiences to payroll records. Organizations began electronically automate many of theses processes by introducing Human resource management systems to reduce the manual workload. Human resource executives depend on internal and external IT professionals to develop and maintain their Human resource management systems due to complexity in programming capabilities and limited technological resources.Human Resource Management Systems (HRMS) provide a link between human resource management and information technology.HRMS allow enterprises to automate many aspects of human resource management, with the dual benefits of reducing the workload of the HR department as well as increasing the efficiency of the department by standardising HR processes.The field of human resources is one that is often overlooked in enterprisemanagement. This situation is aided by the fact that an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and within budget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed –after all, the Human Resources department is simply expected to work, only attracting attention when there are problems.The reality, however, is very different. The HR department plays a vital role in ensuring the smooth running of an enterprise –most importantly by tracking and analysing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies.The importance of human resources has not gone unnoticed by the software industry. There is now a wide range of applications available to aid the HR department in their tasks, making possible the automation of certain tasks and aiding in the organisation of many others.HRM software systems (from vendors such as Oracle and Ascentis) are broadly defined by the four basic responsibilities of the HR department, and as such typically contain standalone modules to address the needs of each responsibility:Payroll Module: The payroll module greatly reduces the workload of the HR department by automating the payroll process, allowing HR to ensure that payroll functions are completed on time and without errors.At its most basic level the payroll module is supported by the manual entry of timekeeping and attendance data from paper-based timesheets submitted by the workforce. More advanced systems track employee timekeeping through automatic systems, connected to either a ‘clocking in’system or a tracker connected to the desktop computers of the employees.Once attendance data is fed into the system, the payroll module automatically calculates payment amounts and various deductions such as income tax before generating paychecks and employee tax reports.Time and Labour Management Module: The time and labour management module is designed to collate and analyse employee timekeeping information for the purposes of organisational cost accounting.By sourcing data directly from the timekeeping devices and methods used to calculate payroll this module can provide management with valuable data regarding the use of labour resources within the enterprise.Benefit Administration Module: Thebenefit administration module providesHR personnel with the capacity to monitorand manage employee participation in arange of benefit programs. Theseprograms can range from programs relatedto the wellbeing of the workforce (such ashealth insurance and pension schemes) to profit making programs (such as stock option plans and profit sharing).HR Management Module: The HR management module provides a range of HR solutions ranging from analyses of application data through to the basic demographic dataof employees.The management module allows HR personnel to effectively manage the Human Capital Pool (HCP) available within the enterprise, in that it keeps track of the training and development of the workforce and the skills and qualifications of each employee. Advanced HR management modules can also automate the process of application for positions by capturing application data and entering it to a relevant database.Benefits of HRMSWhile these modules each provide benefits to the HR department itself, the applications also aid the enterprise as a whole.HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise.In analysing enterprise wide resource usage this data can prove invaluable. Data related to the time usage of the workforce can enhance the decision making abilities of management, allowing the HR department to form an integral aspect of strategy formation for the enterprise as a whole.中文译文人力资源管理系统（HRMS）已成为许多企业的重要的工具之一。

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Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly and appropriately assess the performance, and do a good job in management.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 businessplanning 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, andfostering 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 becausepeople 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 lot more productive too.2.Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, 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 performance appraisals. More about this aspect of responsibility is in the director's 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 addre“sswhole 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 advantagein the employment market, in which all employers compete to attract the best recruits, and toretain 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 roles that 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) p erformance measurement - transparent, short, medium and long term(2) c larifying, defining, redefining priorities and objectives(3) m otivation through agreeing helpful aims and targets(4) m otivation though achievement and feedback(5) t raining needs and learning desires - assessment and agreement(6) i dentification of personal strengths and direction - including unused hidden strengths(7) c areer and succession planning - personal and organizational(8) t eam roles clarification and team building(9) o rganizational 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's a 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 managersand appraisesalike. 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, askyourself 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 afeeling 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) F ormal annual performance appraisals(2) P robationary reviews(3) I nformal one-to-one review discussions(4) C ounseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8) A ssessmentCentre, including the observation group exercises, presentations and other tests(9) C ommunicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11) Handwriting analysis绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。

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