外文文献-绩效考核管理系统
英文文献及翻译文献题目An Overview of Servlet and JSPTechnology文献作者Nagle ,Wiegley题目翻译Servlet和JSP技术简述参考人院 (系)专业班级学号1 A Servlet's JobServlets are Java programs that run on Web or application servers, acting as a middle layer between requests coming from Web browsers or other HTTP clients and databases or applications on the HTTP server. Their job is to perform the following tasks, as illustrated in Figure 1-1.Figure 1-1Web middleware role1.1 Read the explicit data sent by the client.The end user normally enters this data in an HTML form on a Web page. However, the data could also come from an applet or a custom HTTP client program.1.2 Read the implicit HTTP request data sent by the browser.Figure 1-1 shows a single arrow going from the client to the Web server (the layer where servlets and JSP execute), but there are really two varieties of data: the explicit data that the end user enters in a form and the behind-the-scenes HTTP information. Both varieties are critical. The HTTP information includes cookies, information about media types and compression schemes the browser understands, and so on.1.3 Generate the results.This process may require talking to a database, executing an RMI or EJB call, invoking a Web service, or computing the response directly. Your real data may be in a relational database. Fine. But your database probably doesn't speak HTTP or return results in HTML, so the Web browser can't talk directly to the database. Even if it could, for security reasons, you probably would not want it to. The same argument applies to most other applications.You need the Web middle layer to extract the results inside a document.1.4 Send the explicit data (i.e., the document) to the client.This document can be sent in a variety of formats, including text (HTML or XML), binary (GIF images), or even a compressed format like gzip that is layered on top of some other underlying format. But, HTML is by far the most common format, so an important servlet/JSP task is to wrap the results inside of HTML.1.5 Send the implicit HTTP response data.Figure 1-1 shows a single arrow going from the Web middle layer (the servlet or JSP page) to the client. But, there are really two varieties of data sent: the document itself and the behind-the-scenes HTTP information. Again, both varieties are critical to effective development. Sending HTTP response data involves telling the browser or other client what type of document is being returned (e.g., HTML), setting cookies and caching parameters, and other such tasks.2 Why Build Web Pages Dynamically?many client requests can be satisfied by prebuilt documents, and the server would handle these requests without invoking servlets. In many cases, however, a static result is not sufficient, and a page needs to be generated for each request. There are a number of reasons why Web pages need to be built on-the-fly.2.1 The Web page is based on data sent by the client.For instance, the results page from search engines and order-confirmation pages at online stores are specific to particular user requests. You don't know what to display until you read the data that the user submits. Just remember that the user submits two kinds of data: explicit (i.e., HTML form data) and implicit (i.e., HTTP request headers). Either kind of input can be used to build the output page. In particular, it is quite common to build a user-specific page based on a cookie value.2.2 The Web page is derived from data that changes frequently.If the page changes for every request, then you certainly need to build theresponse at request time. If it changes only periodically, however, you could do it two ways: you could periodically build a new Web page on the server (independently of client requests), or you could wait and only build the page when the user requests it. The right approach depends on the situation, but sometimes it is more convenient to do the latter: wait for the user request. For example, a weather report or news headlines site might build the pages dynamically, perhaps returning a previously built page if that page is still up to date.2.3 The Web page uses information from corporate databases or other server-side sources.If the information is in a database, you need server-side processing even if the client is using dynamic Web content such as an applet. Imagine using an applet by itself for a search engine site:"Downloading 50 terabyte applet, please wait!" Obviously, that is silly; you need to talk to the database. Going from the client to the Web tier to the database (a three-tier approach) instead of from an applet directly to a database (a two-tier approach) provides increased flexibility and security with little or no performance penalty. After all, the database call is usually the rate-limiting step, so going through the Web server does not slow things down. In fact, a three-tier approach is often faster because the middle tier can perform caching and connection pooling.In principle, servlets are not restricted to Web or application servers that handle HTTP requests but can be used for other types of servers as well. For example, servlets could be embedded in mail servers to extend their functionality. And, a servlet API for SIP (Session Initiation Protocol) servers was recently standardized (see ). In practice, however, this use of servlets has not caught on, and we'll only be discussing HTTP servlets.中文翻译1Servlet的功能Servlet是运行在Web或应用服务器上的Java程序，它是一个中间层，负责连接来自Web浏览器或其他HTTP客户程序的请求和HTTP服务器上的数据库或应用程序。
员工对绩效考核系统的感知外文文献翻译最新译文
文献出处：Boachie-Mensah F, Seidu P A. Employees’ perception of performance appraisal system: A case study[J]. International Journal of Business and Management, 2012, 7(2): p73. 原文Employees' Perception of Performance Appraisal System: A Case StudyBoachie-Mensah, Francis O; Seidu, Peter Awini1. IntroductionIn today's competitive business world, it is understood that organizations can only compete with their rivals by innovating, and organizations can be innovative by managing their human resources well. The human resource system can become more effective by having a valid and accurate appraisal system used for rating performances of employees (Armstrong, 2003; Bohlander &Snell, 2004). Unfortunately, the number of organizations using an effective performance appraisal system (PAS) is limited (Hennessey &Bernadin, 2003).Perceptions of employees about the targets, outcomes and uses of performance appraisal (PA) results would be beneficial depending on a number of factors. For example, employees are more likely to be receptive and supportive of a given PA programme if they perceive the process as a useful source of feedback which helps to improve their performance (Mullins, 2007). Employees are likely to embrace and contribute meaningfully to a given PA scheme if they perceive it as an opportunity for promotion, and as an avenue for personal development opportunities, a chance to be visible and demonstrate skills and abilities, and an opportunity to network with others in the organisation. On the other hand, if employees perceive PA as an unreasonable attempt by management to exercise closer supervision and control over tasks they(employees) perform, various reactions may result. PA will be effective if the appraisal process is clearly explained to, and agreed by the people involved (Anthony et al., 1999). Without adequate explanation or consultation, PA could turn counterproductive. In addition, staff motivation, attitude and behaviour development, communicating and aligning individual and organisational aims, and fostering positive relationships between management and staff are essential for successful appraisal (Armstrong, 2003).In order to obtain accurate PA information, raters must provide objective and unbiased ratings of employees. Due to difficulty in developing an accurate performance checklist, managers' subjective opinions are frequently called for. Many organizations use some combination of subjective and objective assessment for actual PA. Yet, there are numerous problems in actual assessment of employee performance (Corbett &Kenny, 2001). The existence of such problems suggests that PAS may be fraught with biases or errors, resulting in compromised evaluations of employees' accomplishments and capabilities. And the PAS of the institution of study might not be an exception. For a PAS to be perceived as fair, it must be free of bias. It is known that appraisal errors can harm perceptions of pay system fairness by confusing the relationship between true performance differences (Miceli et al., 1991). The importance of effective PA in organizations cannot be over emphasized as appraisals help develop individuals, improve organizational performance and feed into business planning. An understanding of the phenomenon, therefore, in every sector of human endeavor is imperative. This recognition has raised interest in studying people's perceptions of the quality of PA in organizations (educational institutions inclusive). There, however, seems to be a paucity of credible data on the quality of PA in Ghana's educational sector. The Ghanaian situation is relatively unexamined in genreacademic literature. This makes it difficult to fashion an appropriate management intervention to address any existing problem, because the exact dimensions of the challenge and its causes are not known. It is against this backdrop that this study was undertaken. It sought to assess the level of perceived PA biases in the educational sector in Ghana by analysing employees' perceptions of PA in one of the ten polytechnics in the country. The study sought to examine PA from the perspective of employees' perceptions of errors with the view to gathering and analysing information that could assist in development of innovative approaches to achieve both individual and corporate goals. Findings of the study would help fill the gap in extant literature. The findings would also provide useful insights and guidelines for enhancing the quality of PA in organizations.2. Literature Review2.1 The process and purpose of performance appraisalStudies show that there are many approaches for evaluating employee behaviour and performance with respect to job tasks and/or organisational culture. As a result, various applications of PA have left many managers in a state of confusion and frustration with the employee evaluation process (Gurbuz &Dikmenli, 2007). This situation seems to negatively impact the popularity of appraisal systems in many organizations. Most people support the concept and purpose of PA, in spite of their concerns about the process and application of appraisal outcomes by managers (Grote, 1996). The biggest complaint from managers is that they are not given sufficient guidelines to assess people; and the biggest complaint from employees is that the process is not equitable and fair. PA concentrates much in assessing past behaviours of employees, a situation some managers exploit to victimise unfavoured employees (Bersin, 2008). Timing of appraisal; Selection of appraisers and Providing feedback(Scullen et al., 2003). Early PA processes were fairly simple, and involved ranking and comparing individuals with other people (Milkovich &Boudreau 1997). However, these early person-based appraisal systems were fraught with problems. As a result, a transition to job-related performance assessments continues to occur. Thus, PA is being modified from being person-focused to behaviour-oriented, with emphasis on those tasks or behaviours associated with the performance of a particular job (Wellbourne etb al., 1998).Regarding the purpose of PA, Cleveland et al. (1989) describe four types of uses of performance appraisal: between person, within person, system maintenance and documentation. Between person uses are what have been referred to as administrative purposes, consisting of recognition of individuals' performance to make decisions regarding salary administration, promotions, retention, termination, layoffs and so forth. Within person uses are those identified in Management by Objectives (MBO), such as feedback on performance strengths and weaknesses to identify training needs and determine assignments and transfers. PA also helps in organisational goals, which are referred to as system maintenance uses. Finally, documentation purposes are to meet the legal requirements by documenting HR decisions and conducting validation research on the PA tools. Some organizations are attempting to meet all of these goals simultaneously while they continue to use tools that were designed for one type of purpose (Wiese &Buckley, 1998). Jawahar and Williams's (1997) findings suggest that ratings collected for administrative purposes are more lenient than ratings for research or developmental purposes. Although rating scale formats, training and other technical qualities of PA influence the quality of ratings, the quality of PA is also strongly affected by the administrative context in which they are used (Murphy &Cleveland, 1995). Effective managers recognise PAS as a tool for managing, ratherthan a tool for measuring subordinates. Such managers use PA to motivate, direct and develop subordinates, and to maximise access to important resources in the organisation to improve productivity.2.2 Rater issuesResearchers have shown considerable interest in variables related to the individual doing the appraisal (Lefkowitz, 2000; Levy &Williams, 2004; Robbins &DeNisi, 1998). One of the most studied rater variables is rater affect (Levy &Williams, 2004).A general definition of affect involves liking or positive regard for one's subordinate (Lefkowitz, 2000). Forgas and George's (2001) study suggests that affective states impact on judgements and behaviours and, in particular, affect or mood plays a large role when tasks require a degree of cognitive processing. In PA, raters in good mood tend to recall more positive information from memory and appraise performance positively (Sinclair, 1988). Affective regard is related to frequently higher appraisal ratings, less inclination to punish subordinates, better supervisor-subordinate relationships, greater halo, and less accuracy (.Lefkowitz, 2000). Antonioni and Park (2001) found that affect was more strongly related to rating leniency in upward and peer ratings than it was in traditional top-down ratings. This effect was stronger when raters had observational time with their subordinates.A second broad area related to raters is the motivation of the rater. Traditionally, researchers seemed to assume that raters were motivated to rate accurately, and that the problems with the appraisal process involved cognitive processing errors and complexities (Levy &Williams, 2004). This position has, however, been questioned, leading to attempts to identify and understand other elements of raters' motivation and how such motivation affects the appraisal process. The issues involved include individual differences and the rating purpose on rating leniency. Most practitionersreport overwhelming leniency on the part of their raters, and this rating elevation has been found in empirical papers as well as surveys of organizations (Murphy &Cleveland, 1995; Villanova et al., 1993; Bernadin et al., 2000). The role of attribution in the PA process has also attracted recent research attention on how the attribution that raters make of ratees' behaviours affect their motivation to rate or their actual rating (Struthers et al., 1998). Raters consider ratees' behaviours and their reputations when drawing attributional inferences and deciding on appropriate rewards (Johnson et al., 2002). This implies that attributional processing is an important element of the rating process, and these attributions, in part, determine raters' reactions and ratings. Another aspect of rater motivation has to do with rater accountability (Frink &Ferris, 1998). Klimoski and Inks (1990) posit that raters distort appraisal ratings more when they are to be held accountable to the ratee for those ratings. They emphasise that accountability can result in distortions of performance ratings. This view is confirmed by other research findings (Mero et al., 2003; Shore &Tashchian, 2002). There have also been calls from practitioners to use accountability as a means of improving the accuracy of appraisal ratings, increasing acceptance of the appraisal system, and making the HR system more efficient (Digh, 1998).2.3 Ratee issuesA second major focus of PA research relates to the role of PA in ratee motivation and ratee reactions to PA processes. The research focusing on motivation is generally categorised as being about either (1) the links between performance ratings and rewards or (2) those elements of the PA process which increase ratees' motivation, such as participation (Levy &Williams, 2004; Goss, 2001; Campbell et al., 1998). One theme of some recent work is that although merit pay systems sound like agood idea, there is very little evidence indicating that they are at all successful (Goss, 2001). In spite of its intuitive appeal and theoretical support, merit pay plans seldom reach their objectives (Campbell et al., 1998). Mani (2002) argues that while pay is an important motivator along with recognition, work enjoyment, and self-motivation, very few organizations actually link the PAS to pay or compensation in any clear, tangible way. Starcher (1996) contends that how well employees perform is much more a function of the situational constraints they experience than their own skills or motivation. But Levy and Williams (1998) argue that these situational constraints are not so important to exclude social or motivational factors that have been quite clearly linked to employee satisfaction and productivity over the years.译文员工对绩效考核系统的感知:一个案例研究门萨；弗朗西斯；彼得1 引言在如今竞争日益激烈的商业世界，据悉，组织只有通过创新才能与竞争对手竞争，尤其是组织人力资源方面的创新。
绩效管理 外文翻译 外文文献 中英翻译
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 performancemanagement: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 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 theperformance 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 orderto 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 performanceproblems 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 tofinish 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, havestimulation 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 sidesdisagree;defect: need more time; text work more; more energy.Communication method and communication technology____________________________________________________________________________________________Way of thinking: the process of performance management is theprocess of communication.Relationship with the staff is not onlyreflected in the behavior on performance management, but also shouldreflect 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 theteam, 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 needto 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 fastcounter attack. C, remember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won theright 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。
绩效评价绩效考核工具外文文献翻译(节选)
中文3100字，2000单词，1.1万英文字符出处：Kipchumba T B, Yano K L. Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya[J]. Journal of Emerging Trends in Economics & Management Sciences, 2014, 5.原文Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, KenyaKipchumba, Tarus Benjamin; Yano, Kuto LukaAbstractThe study examined the perceived usefulness of the 360 degrees appraisal tool and the extent of its usage in performance in Municipal Council of Nakuru, Kenya. A survey research design was applied because it was an intensive descriptive and holistic analysis of Municipal Council of Nakuru as a single entity. The study targeted employees from 8 departments with a total population of 1062 employees but it targeted 282 respondents which was 26.6% of the total population. Stratified sampling technique was used in arriving at strata on the basis of departments for employees. To arrive at specific respondents among employees, purposive sampling technique was used. The data obtained was coded and analysis was done using central tendency, bar graphs, percentages and Chi-square. It was revealed that 360 degrees as an appraisal tool is adopted by the Council and it has improved its performance. The Chi-square tests carried out revealed that there is a significant relationship between use of 360 degrees and organization performance and perceived usefulness. The study recommended the need to educate employees more on the importance of 360 degrees appraisal tool and encourage them to participate fully in development and implementation process. The findings and recommendations of the study are also important to the management when planning for performance appraisal sessions as well as in reviewing individual performance.Keywords: perceived usefulness, 360-degrees appraisal tool, usage, performance, nakuru, KenyaINTRODUCTIONThe 360°review, also referred to as 360°performance assessments or multi-rater feedback, is a method and a tool that provides employees feedback from their peers, co-workers, clients, those who are direct reports, and direct supervisors, thereby offering multiple perspectives of the employee's overall job performance. Most 360°feedback tools include the employee's self-review; hence the "full-circle" meaning behind the name. The results are tabulated and shared with the employee. Ideally, this type of assessment helps the employee gain a better understanding of her/his skills and behaviours as they relate to the organization's mission, values, goals and vision. Additionally, this feedback is geared towards assisting each employee understand her or his strengths and weaknesses, and can contribute insights into areas of work that may need professional development. The feedback is viewed as useful in defining the skills and behaviours needed to exceed client/customer expectations. The results from 360°review are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations when making promotional or pay decisions. The 360- degree feedback process offers a unique opportunity for employees at all levels to discover how their work colleagues perceive and are impacted by their behaviour. As one commentator describes the 360- degree feedback, "It is like having a full length portrait, a profile, a close up shot in the face and a view from the back all in one!" (Heather, 2012).IMPORTANCE OF 360-DEGREES PERFORMANCE TOOLWhereas there might be some negative feelings associated with traditional top-down performance appraisal, there can be numerous benefits stemming from a 360-degree performance appraisal system. "The 360-degree feedback serves as a key relationship building tool that organizations can use to enhance team processes and work interrelationships" (Tornow et al., 1998, p. 85). When co-workers are open with each other and hold each other accountable for performance and productivity then the working relationships improve and the productivity will thus improve. Not only will the relationships between the workers and managers improve but as they improve and get stronger, but the employees morale will also improve. "When implemented properly, subordinate appraisal systems enhance worker job satisfaction and morale" (Benardin, 1986, p. 421).The 360-degree appraisal also can help the employee or manager discovers their own strengths and weaknesses. Through feedback employees are able to see where a co-worker excels. They can also see where the person needs to improve. "The 360 degreefeedback can have enormous power perhaps more than any other technique to bring an individual's shortcomings to his attentions and confirm that areas of perceived strengths are actual and recognized strengths" (Grote, 1996, p. 292). The depth of the 360-degree process gives it greater validity and reliability. The objectivity and the anonymity of the raters will help to defend the organization. "Numerous advantages of using multiple raters have been cited ... improved defensibility of the performance appraisal program from a legal standpoint" (Harris &Schaubroek, 1988, p. 43).Another benefit of 360-degree appraisal is the relative low cost of implementation. Compared to bringing in an appraisal company from the outside or developing an assessment centre approach, the cost is really quite minimum. "The costs of installing, maintaining, and monitoring a subordinate appraisal system for managers is minimal relative to the costs incurred in with developing an in house assessment centre or contracting out for the service" (Bernardin, 1986, p. 433). So there are numerous reasons an organization should think about employing a 360-degree appraisal programme. In addition to having an effect on employee performance and productivity, the process can improve managerial performance as well.The 360-degree performance appraisal system has the potential to positively effect on the performance and productivity of managers and supervisors. Managers need sources of appraisal additional to their superiors. "The 360-degree approach recognizes that little change can be expected without feedback and that different constituencies are a source of rich and useful information to help managers guide behaviour" (London &Beatty, 1993, p. 354). With this type of appraisal, the managers will have better morale themselves and will develop better communication skills with their subordinates as well as with their superiors. Just like the development of the employees, managers can also take advantage of the differing sources of feedback about their productivity and make positive changes. The 360-degree appraisal can help assess the strengths and weakness of the manager. If a manger has been made aware of some of his own managerial shortcomings ... his ability to communicate should be improved and his faith in his own managerial abilities should be strengthened (Rowland, 1970, p. 303).The employees can also benefit when a manager has undergone a 360-degree appraisal. Organizational commitment and productivity may increase when the employees feel the 360-degree appraisal taken is seriously. Ideally, subordinates will start noticing the manager's behaviour more as a result of the 360- degree appraisal. "Upward feedback leads to subordinates perceiving positive changes in the boss's subsequentbehaviour" (Reilly et al., 1996, p. 600). A possible result of the manager's changed behaviour is a stronger working relationship between the manager and the subordinates. Just as the validity of 360- degree appraisals is higher than traditional top-down appraisal concerning subordinates, the validity is higher with managers as well. "Subordinate appraisals have shown a higher validity for predicting managerial success than assessment centre performance" (Schultz &Schultz, 1994, p. 170). Atwater et al. (1995, p.36) have found that "input from subordinates was effective in eliciting modest changes in managerial behaviour."London and Beatty (1993), while agreeing that mixing development and appraisal purposes is problematic, conclude "using feedback for development only can impede the effective use of the results unless there is a requirement for the manager to be responsible to the feedback" (p. 367). Despite the relatively simple technology in using the 360- degree, its costs for the company are potentially much higher than expected. First, there seems to be some agreement that 360s are not a one-shot deal, but must be used consistently over several years (DeNisi &Kluger,2000; Snader, 1997). Second, using the simpler structured instruments that Centre for Creative Leadership puts out ($195 per assessee) can defeat the developmental purposes because the feedback and interpretation is too difficult (i.e., comparative results are complicated by a variety of situation-specific factors (Ghorpade, 2000). On the other hand, constructing a custom instrument that is specific to the performance requirements for the company demands significantly more time and money to develop. Finally, the best way to overcome the interpretation of results problem is to invest in consultants or at least invest time from support people to deliver and consult with target managers.Purposes of 360-Degrees Performance ToolThe tool is expected to serve a number of purposes simultaneously. Noe et al. (1997, p. 198-199) and Swanepoel (2003, p. 372-373) and Schofield (1996) agree on the following purposes of the 360-degrees appraisal tool:Strategic PurposesNoe et al. (1997, p. 198) and De Cenzo et al. (1996, p. 322) concur that a performance appraisal system should link employee activities with the organization's goals. This calls for flexibility in the system in order for it to be adjusted to the changing goals and strategies of an organization. Many companies do not use performanceappraisal to communicate its objectives. This is supported by Noe et al. (1997, p. 198-199) regarding the purposes of performance appraisal where nothing was included about the extent to which it is tied to the company's strategic objectives. This is also in support of what Schofield (1996) lists establishing and monitoring objectives and targets, maintaining equity in treatment of staff, facilitating succession planning and monitoring the effectiveness of personnel policies as strategic.Administrative PurposesAdministrative purposes, according to Swanepoel (2003, p. 372), and supported by Noe et al. (1997, p. 199), concern the use of performance data to make reward decisions, placement decisions, promotion and retrenchment and for validating selection procedures. Schofield (1996) lists examples of this as providing feedback on individual performance, reviewing salary, conditions of service and other rewards, providing a basis for promotion, dismissal, probation, and avoiding trouble through meeting legal or political needs.Developmental PurposesThis third purpose is utilized to develop employees who are both effective and ineffective at their jobs. It provides individual employees feedback on their strengths and weaknesses and how to improve future performance (Noe et al., 1997, p. 199; Swanepoel, 2003, p. 373). Swanepoel (ibid.) adds that it can focus on the organizational level as well by: "facilitating organizational diagnosis and development by specifying performance levels and suggesting overall training needs; providing essential information for affirmative action programmes; promoting effective communication within the organization through ongoing interaction between superiors and subordinates." This is supported by Schofield (1996) who lists the purposes as: providing a basis for self-evaluation; diagnosing of training and career development needs, and discovering individual and department potential as some of the developmental purposes of performance appraisal.Documentary PurposesDe Cenzo et al. (1996, p. 322) suggest that the final purpose of performance appraisal is the issue of documentation. They also suggest that the evaluation system support the legal needs of the organization. It is important to have documentation to support that any personnel action taken was appropriate.Critical Issues on the Usefulness of the 360- Degrees AppraisalMany organizations are faced with various challenges as they endeavour to achieve their mission and vision. Human Resource provides the much needed skills and expertise to accomplish various tasks. It is important for management to ensure that they have motivated workforce who enjoy job satisfaction thus gain maximum quality productivity. The human inclination to judge the appraisal process can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. There is a basic human tendency to make judgments about colleagues at work as well as about an appraisal, which seems, is inevitable and universal. In the absence of a carefully structured system of appraisal, people tend to judge the work performance of others, including subordinates, naturally, normally and arbitrarily. The Human Resource department designs a performance appraisal method in order to check what the competencies are and how they are displayed by the employee during his/her job. Then a comparison is made between the competencies that the direct boss of the employee was looking for and the competencies being displayed by the employee in his/her job. This provides the gaps and missing links which should be addressed by training. The degrees to which these competencies are required in performing a job also matter a lot.译文360度绩效评价工具的感知有用性，及其在肯尼亚的纳库鲁地区绩效考核方面的应用摘要这项研究调查了360度评价工具的感知有用性，及其在纳库鲁的市政委员会绩效考核方面的使用程度。
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]. 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员工对绩效考核系统的感知外文文献翻译最新译文
员工对绩效考核系统的感知外文文献翻译最新译文The ___ can only stay ahead of their rivals by being innovative。
and a key aspect of this is having a valid and accurate performance appraisal system (PAS) in place to rate employee performance (Armstrong。
2003.Bohlander & Snell。
2004)。
However。
it is ___ (___。
2003).2.___Aperformanceappraisalsystem(PAS)___ Dessler (2005)。
___ and potential。
The PAS is a critical tool in the human resource management process that ___ weaknesses。
and to provide feedback on how employees can improve their performance。
It also helps to align employee performance with the overall goals of the n (Dessler。
2005.Armstrong。
2003).3.___This ___ research method that involves the n and analysis of data from a single case or a small number of cases (Yin。
2003)。
A purposive sampling technique was used to select participants for the study。
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。
绩效考核外文文献翻译2015年最新译文字数3000字
文献信息标题: Employees' Perception of Performance Appraisal System: A Case Study作者: Boachie-Mensah, Francis O; Seidu, Peter Awini出版物名称: International Journal of Business and Management卷: 7；期: 2；页: 73-88；出版年份: 2015原文Employees' Perception of Performance Appraisal System: A Case StudyBoachie-Mensah, Francis O; Seidu, Peter AwiniAbstractPerformance appraisals are essential for effective evaluation and management of staff. Since perceptions influence people's judgement and attitudes towards particular phenomena, it could be expected that the staff of an educational institution might hold diverse opinions about the performance appraisal system in the institution. This study focused on employees' perceptions of performance appraisal biases or errors, and examined the implications for developing and implementing an effective appraisal system in a polytechnic in Takoradi, Ghana. The study also sought to identify pragmatic ways to ameliorate any appraisal biases that may be present in the institution's appraisal system. Data was collected from 140 employees of the institution, which included both academic and administrative staff who had worked in the institution for at least two consecutive years, and whose work had been appraised previously. A content validated semi-structured interview schedule was used to interview the respondents. The data collected was analysed, using descriptive statistics, in order to address the research questions. The results of the study indicate that employees of the institution perceive that the performance appraisal system of the institution is affected by subjectivity, and is influenced by some major errors. The findings have serious managerial implications for training, motivation and provision of resources for effective performance appraisal. A major limitation of the study is that, due to financial constraints, it was conducted in only one institution. Therefore, the findings may not be described as a reflection of the general state of affairs in the other educational institutions in the country.Keywords: Appraisal error, Attribution, Perception, Performance appraisal1. IntroductionIn today's competitive business world, it is understood that organizations can only compete with their rivals by innovating, and organizations can be innovative by managing their human resources well. The human resource system can become more effective by having a valid and accurate appraisal system used for rating performances of employees (Armstrong, 2003; Bohlander &Snell, 2004). Unfortunately, the number of organizations using an effective performance appraisal system (PAS) is limited (Hennessey &Bernadin, 2003).Perceptions of employees about the targets, outcomes and uses of performance appraisal (PA) results would be beneficial depending on a number of factors. For example, employees are more likely to be receptive and supportive of a given PA programme if they perceive the process as a useful source of feedback which helps to improve their performance (Mullins, 2007). Employees are likely to embrace and contribute meaningfully to a given PA scheme if they perceive it as an opportunity for promotion, and as an avenue for personal development opportunities, a chance to be visible and demonstrate skills and abilities, and an opportunity to network with others in the organisation. On the other hand, if employees perceive PA as an unreasonable attempt by management to exercise closer supervision and control over tasks they (employees) perform, various reactions may result. PA will be effective if the appraisal process is clearly explained to, and agreed by the people involved (Anthony et al., 1999). Without adequate explanation or consultation, PA could turn counterproductive. In addition, staff motivation, attitude and behaviour development, communicating and aligning individual and organisational aims, and fostering positive relationships between management and staff are essential for successful appraisal (Armstrong, 2003).In order to obtain accurate PA information, raters must provide objective and unbiased ratings of employees. Due to difficulty in developing an accurate performance checklist, managers' subjective opinions are frequently called for. Many organizations use some combination of subjective and objective assessment for actual PA. Yet, there are numerous problems in actual assessment of employee performance (Corbett &Kenny, 2001). The existence of such problems suggests that PAS may be fraught with biases or errors, resulting in compromised evaluations of employees' accomplishments and capabilities. And the PAS of the institution of study might not be an exception. For a PAS to be perceived as fair, it must be free of bias. It is known that appraisal errors can harm perceptions of pay system fairness by confusing the relationship between true performance differences (Miceli et al., 1991). The importance of effective PA in organizations cannot be over emphasized as appraisals help develop individuals, improve organizational performance and feed into business planning. An understanding of the phenomenon, therefore, in every sector of human endeavor is imperative. This recognition has raised interest in studying people'sperceptions of the quality of PA in organizations (educational institutions inclusive).There, however, seems to be a paucity of credible data on the quality of PA in Ghana's educational sector. The Ghanaian situation is relatively unexamined in genre academic literature. This makes it difficult to fashion an appropriate management intervention to address any existing problem, because the exact dimensions of the challenge and its causes are not known. It is against this backdrop that this study was undertaken. It sought to assess the level of perceived PA biases in the educational sector in Ghana by analysing employees' perceptions of PA in one of the ten polytechnics in the country. The study sought to examine PA from the perspective of employees' perceptions of errors with the view to gathering and analysing information that could assist in development of innovative approaches to achieve both individual and corporate goals. Findings of the study would help fill the gap in extant literature. The findings would also provide useful insights and guidelines for enhancing the quality of PA in organizations.2. Literature Review2.1 The process and purpose of performance appraisalStudies show that there are many approaches for evaluating employee behaviour and performance with respect to job tasks and/or organisational culture. As a result, various applications of PA have left many managers in a state of confusion and frustration with the employee evaluation process (Gurbuz &Dikmenli, 2007). This situation seems to negatively impact the popularity of appraisal systems in many organizations. Most people support the concept and purpose of PA, in spite of their concerns about the process and application of appraisal outcomes by managers (Grote, 1996). The biggest complaint from managers is that they are not given sufficient guidelines to assess people; and the biggest complaint from employees is that the process is not equitable and fair. PA concentrates much in assessing past behaviours of employees, a situation some managers exploit to victimise unfavoured employees (Bersin, 2008). Timing of appraisal; Selection of appraisers and Providing feedback (Scullen et al., 2003). Early PA processes were fairly simple, and involved ranking and comparing individuals with other people (Milkovich &Boudreau 1997). However, these early person-based appraisal systems were fraught with problems. As a result, a transition to job-related performance assessments continues to occur. Thus, PA is being modified from being person-focused to behaviour-oriented, with emphasis on those tasks or behaviours associated with the performance of a particular job (Wellbourne etb al., 1998).Regarding the purpose of PA, Cleveland et al. (1989) describe four types of uses of performance appraisal: between person, within person, system maintenance anddocumentation. Between person uses are what have been referred to as administrative purposes, consisting of recognition of individuals' performance to make decisions regarding salary administration, promotions, retention, termination, layoffs and so forth. Within person uses are those identified in Management by Objectives (MBO), such as feedback on performance strengths and weaknesses to identify training needs and determine assignments and transfers. PA also helps in organisational goals, which are referred to as system maintenance uses. Finally, documentation purposes are to meet the legal requirements by documenting HR decisions and conducting validation research on the PA tools. Some organizations are attempting to meet all of these goals simultaneously while they continue to use tools that were designed for one type of purpose (Wiese &Buckley, 1998). Jawahar and Williams's (1997) findings suggest that ratings collected for administrative purposes are more lenient than ratings for research or developmental purposes. Although rating scale formats, training and other technical qualities of PA influence the quality of ratings, the quality of PA is also strongly affected by the administrative context in which they are used (Murphy &Cleveland, 1995). Effective managers recognise PAS as a tool for managing, rather than a tool for measuring subordinates. Such managers use PA to motivate, direct and develop subordinates, and to maximise access to important resources in the organisation to improve productivity.2.2 Rater issuesResearchers have shown considerable interest in variables related to the individual doing the appraisal (Lefkowitz, 2000; Levy &Williams, 2004; Robbins &DeNisi, 1998). One of the most studied rater variables is rater affect (Levy &Williams, 2004). A general definition of affect involves liking or positive regard for one's subordinate (Lefkowitz, 2000). Forgas and George's (2001) study suggests that affective states impact on judgements and behaviours and, in particular, affect or mood plays a large role when tasks require a degree of cognitive processing. In PA, raters in good mood tend to recall more positive information from memory and appraise performance positively (Sinclair, 1988). Affective regard is related to frequently higher appraisal ratings, less inclination to punish subordinates, better supervisor-subordinate relationships, greater halo, and less accuracy (.Lefkowitz, 2000). Antonioni and Park (2001) found that affect was more strongly related to rating leniency in upward and peer ratings than it was in traditional top-down ratings. This effect was stronger when raters had observational time with their subordinates.A second broad area related to raters is the motivation of the rater. Traditionally, researchers seemed to assume that raters were motivated to rate accurately, and that the problems withthe appraisal process involved cognitive processing errors and complexities (Levy &Williams, 2004). This position has, however, been questioned, leading to attempts to identify and understand other elements of raters' motivation and how such motivation affects the appraisal process. The issues involved include individual differences and the rating purpose on rating leniency. Most practitioners report overwhelming leniency on the part of their raters, and this rating elevation has been found in empirical papers as well as surveys of organizations (Murphy &Cleveland, 1995; Villanova et al., 1993; Bernadin et al., 2000). The role of attribution in the PA process has also attracted recent research attention on how the attribution that raters make of ratees' behaviours affect their motivation to rate or their actual rating (Struthers et al., 1998). Raters consider ratees' behaviours and their reputations when drawing attributional inferences and deciding on appropriate rewards (Johnson et al., 2002). This implies that attributional processing is an important element of the rating process, and these attributions, in part, determine raters' reactions and ratings. Another aspect of rater motivation has to do with rater accountability (Frink &Ferris, 1998). Klimoski and Inks (1990) posit that raters distort appraisal ratings more when they are to be held accountable to the ratee for those ratings. They emphasise that accountability can result in distortions of performance ratings. This view is confirmed by other research findings (Mero et al., 2003; Shore &Tashchian, 2002). There have also been calls from practitioners to use accountability as a means of improving the accuracy of appraisal ratings, increasing acceptance of the appraisal system, and making the HR system more efficient (Digh, 1998).2.3 Ratee issuesA second major focus of PA research relates to the role of PA in ratee motivation and ratee reactions to PA processes.The research focusing on motivation is generally categorised as being about either (1) the links between performance ratings and rewards or (2) those elements of the PA process which increase ratees' motivation, such as participation (Levy &Williams, 2004; Goss, 2001; Campbell et al., 1998).One theme of some recent work is that although merit pay systems sound like a good idea, there is very little evidence indicating that they are at all successful (Goss, 2001).In spite of its intuitive appeal and theoretical support, merit pay plans seldom reach their objectives (Campbell et al., 1998).Mani (2002) argues that while pay is an important motivator along with recognition, work enjoyment, and self-motivation, very few organizations actually link the PAS to pay or compensation in any clear, tangible way.Starcher (1996) contends that how well employees perform is much more a function of the situational constraints they experience than their own skills or motivation.But Levy and Williams (1998) argue that these situational constraints are not so important to exclude social or motivational factors that have been quite clearly linked toemployee satisfaction and productivity over the years.译文员工对绩效考核系统的感知:一个案例研究门萨；弗朗西斯；彼得摘要：作为有效的评估和管理的人员的工具，绩效考核与评估是必不可少。
企业绩效管理外文翻译文献综述
企业绩效管理外文翻译文献综述企业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：Can Performance Management Foster Intelligent Behavior?Bjarte BogsnesThe world has changed, not just in increasingly fast-changing and unpredictable ways, but also the competence and expectations of people in our organizations. Unfortunately, too few seem to understand or accept that these developments call for radically new and different ways of leading and managing. Traditional management practices do not make usthe agile organizations we need to be.The problem starts with the label, "Performance Management" implying, "If I don't manage you, there will be no performance."We need a new mindset, one that is less about managing performance and more about creating conditions for great performance to occur. We need self-regulating models, requiring less management, but more leadership from everyone.Think about traffic, where we want good performance and a safe good flow. Traffic authorities have different ways of making this happen. The traffic light is a popular choice, but those managing the process (programmers) are not in the situation; information used in their process is not fresh, which is clear as you wait in front of that red light.The roundabout is a very different alternative. Those managing are the drivers themselves. The information used isreal time, coming from own observations. While that information is also available in front of the traffic light, drivers do not have the authority to act on it. By the way, the "zipper" or "every second car through" is not a rule, but a guiding principle.The roundabout normally is more efficient than the traffic light, because of two significant differences in the decision-making process, information and authority. A third element is also required for the roundabout to be more efficient: while the traffic light is a simple-rulesbased system, the roundabout is values-based. A value-set based on, "Me first, I don't care about the rest," is not a big a problem in front of the red light, but is a serious problem in a roundabout. Here, a positive common purpose of wanting a safe and good flow is critical. Drivers must be more considerate, open about own intentions while trying to understand the intentions of peers. Instead of managing performance, traffic authorities have created conditions for self-managed performance to occur.What would the implications be for the loathed performance review? The principles and practices described at Return Path are sensible and interesting. I like the concept of horizontal commitments toward peers, instead of vertical commitments to higher management. At the same time, we need to broaden our definition of performance. In traditional performance, a commitment is too often about "hitting the number." This is too narrow. We need to ask questions such as, how are we doing compared to peers? How are we using KPIs to reflect on performance, or using hindsight and management assessment to verify results? Did we really move toward our longer-term ambitions? How sustainable are the results? Last but not least, there has to be room for values if performance systems are tofoster intelligent behavior; we need to ask, how where those results achieved?At Statoil our integrated performance management approach links ambitions to actions. Our targets reflect a broad set of ambitions,including people, health, safety, environment, operations and financial performance. Read more about our management model and how we apply a holistic and values-based approach to this broader performance agenda.The words of Dee Hock, former GEO of Visa, should guide the design of our management processes, including our performance reviews: "Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior."While researching my book. Talent Economics, I interviewed employees about what really motivates today's workforce. I discovered a disconnect between the performance support my interviewees wanted versus how managers recounted their contribution to these conversations.Over the last 20 years, the employee mindset has evolved faster than has the art and science of management. Nowhere is this starker than in the area of performance management practices, particularly the annual review. In both the developed and developing world, employees report that this end-of-year activity breeds stress, anxiety and mistrust. How ironic that a process aimed at improving organizational performance, is itself underperforming!It's time to "reboot" our performance management operating system, installing two specific system updates: l. The "Democracy" update. As much as we try to make theperformance appraisal a two way dialogue, we cannot run away from the fact that at its core, the conversation today is often a top-down review. My research shows that many 21st century employees are rejecting conversations that are one-way: in hot job markets today, managers must realize "who is appraising whom." With other offers readily available, many employees enter a performance dialogue privately considering if their manager is worth another year of their career. The performance management conversation now reflects a company's Employee Value Proposition, much as we learn in the lead Perspective.The Democracy update means that managers only gain the right to give feedback when they first genuinely seek the same on their own performance as leaders. Not just through 360-degree reviews, but also through authentic conversations asking, "How am I performing as your manager? " and "How can I help you succeed?" Only then can the conversation shift to, "How you can improve?"and "This is what you should focus on."2. The Success module. Greater employee autonomy and empowerment also changes the meaning of management. We have gone from a "supervisor of task and outcomes" to an "enabler of performance, innovative thinking and collective success." To make this shift, we must give up the judge's robes for the coach's uniform. If employees don't succeed, managers are on the hook, too.This is particularly relevant when coaching a team to success. People bring different skills to a team and how well they work together really matters. If team reviews work better to achieve a goal, so be it. The Return Path story illustrates how review processes can be designed and executed around what matters most, and where everyone dons the uniforms of player and coach.What if, instead of making the heart of a performance conversation the evaluation, it became a vehicle to improve success of the individual, the team and the business? What if performance feedback was paired with dialogue about transforming the business, the product or customer experience? This genuinely reboots and upgrades performance management to focus on individual and organizational success.It is indeed time to upgrade performance management practices: we can no longer manage a 21st century employee using 20th century mindsets.People & Strategy. 2013, V ol. 36 Issue 2, p12-13. 2p.译文：绩效管理能促进自我管理行为吗?Bjarte Bogsnes世界随着时间的推移而变化莫测，连那些与时变化而不可预测的通道也随之改变，与此同时组织人员的能力和期望也顺应时代潮流。
企业绩效评估英文文献
Performance evaluation usually also known as performance appraisal or "performance" is the enterprise borne by each worker in the work of the application of science and qualitative and quantitative methods, workers and the actual results of the enterprise value of the contribution or assessment and evaluation. It is an important corporate personnel management, strong corporate governance is one of the means. The purpose of performance evaluations by each individual assessment improve the efficiency, and eventually realize the goal of enterprise.In the enterprise for performance evaluation work, we need to do a lot of related work. First, the need for performance evaluation of the meaning of scientific explanation, the entire organization of a unified understanding. Performance appraisal is an integral part of modern organizational management tool. It is a periodic review and evaluation of staff performance management system, is in charge of or related personnel to staff the work of the evaluation system. Effective performance appraisal, can not only identify each employee's contribution to the organization or inadequate, but also on the whole of the management of human resources to provide decisive assessment information, so that we can improve organizational feedback function, improve staff performance, but also Motivation, could also serve as a fair and reasonable reward staff basis.Performance appraisal is the sum of a series of related concepts, which include: to the work, performance standards, evaluation, assessment interviews, in-service counselling. Performance Assessment and Application PerformanceTrue performance management system is not just a simple set at the beginning of appraisal standards, and then evaluate the end of the year, but by the beginning of a performance plan for post-job himself clearly in the direction of the efforts in the performance of the ongoing efforts of the year, senior officers provide ongoing guidance and feedback, to help complete the various layers of the target level.Therefore, a performance management system is not just the performance objectives of the completion of the final evaluation, and performance goals should be a whole process of comprehensive management, including performance objectives determined in the implementation of the day-to-day or stage inspection and guidance, feedback, the amendment, the HKEAA , incentives, it is a cyclical cycle process. This cyclical process of the last cycle is a key step is: formulate scientific and rational evaluation methods, performance assessment and appraisal, and the right incentives. Performance Assessment examination usually led by the Human Resources Department is responsible for organizing, coordinating, the relevant departments to coordinate.A performance evaluation(1) PurposeThe actual performance of the past performance and plan for the difference between a formal evaluation to identify ways to improve and enhance the performance of the future.(2) evaluation and assessment content1. Actual performance over the past year review and assessment, including the collection of key performance indicators or targets implementation of the results, and actual results will have set standards for the control and decide the scores level.2. Performance for the next year to develop or adapt key performance indicators, objectives and capacity development plans.3. Determine remuneration adjustments and incentive programme.(3) The results of the implementation of collection1. Human Resources is responsible for organizing from the relevant departments or units to meet.2. The objective of the examination, during examination should be done prior to the meeting and some of the preparatory work, the performance of the officers concerned to collect specific implementation of the various aspects related to listen to the feedback: that the subordinate staff of the internal and external customer feedback. Relevant text files, data information, you recall peacetime observation. And the actual performance of individual employees and conduct performance and capacity than the clear understanding, and preliminary assessment of the performance of staff, Score-level performance and capacity situation. Arrangements for a performance discussion with the staff and meeting time, subordinate to the message: You attach great importance to this meeting.3. For the staff: staff must be assessed prior to the meeting that the agenda for the meeting. Notice two weeks ago and the best in him to get to know the purpose of the meeting, some of the staff had completed its preparations for the performance of prior information and self-assessment.(4) Calculation of individual performance scoresTo enable employees work performance among comparable to the effective implementation of incentive, the commonly used performance percentile calculation method to assess the performance of individual employees completion. Individual performance score is calculated as follows: Individual performance scores = ∑ (KPIi performance percentile × KPIi weight) × KPI total weight + ∑ (target completion percentile × weight) × objective of the total weight(5) individual performance feedbackAfter the annual evaluation, the results should be the timely performance feedback to be evaluated, in the assessment of people have no objection to the circumstances, with the incentive for individuals linked. Who has been assessed objections, the companies can appeal the appeals process.The same as the mid-term review, performance assessment can be conducted to discuss the performance feedback.(6) Performance Evaluation discussion1. Stressed that the purpose of performance evaluation and the meeting will discuss the agendaSet a relaxed atmosphere for the discussion on Performance Evaluation main purpose is to explore how to improve future performance. Reaffirming the importance of participation by staff. Itemized on the completion of targets or goals. In both preparations, the plans and performance evaluation form included in the targets or goals for the article-by-article discussions on the situation, subordinate to each indicator or target for a summary. Share your observation of their performance. No need to be discussed specific details but rather on the results of a highlight goal to reach or exceed the situation.2. Itemized assessment scores levelOn the list of all key performance indicators or targets itemized effect of the completion of discussions, the first to subordinate their key performance indicators or targets in accordance with the completion of standards for measuring scores level, do you think that those more suitable Score - to discuss those differences do you think there are scores level, and review of performance to find the facts, focus on performance rather than the facts themselves, access to the scores of consensus. If the preliminary goals and measurable indicators of a clear, in their daily work and ongoing guidance and tracking of medium-term, comprehensive performance assessment meeting acknowledged the difficulty can be reduced significantly, because they are not the results are particularly surprised.3. Performance for diagnosisIn the assessment of those who completed better performance indicators and targets as well as those who have not completed the targets and goals of the reasons for analysis, in what some staff shown consistent patterns of behaviour to obtain certain strengths or weaknesses led to a certain? What if we adopt a different approach may achieve our goals or standards?4. Discuss improvement planTold the staff and the total score after the personal performance evaluation scores. Asked to maintain good performance, can be taken to resolve issues related to the programme of action. Records of these action programmes for the development of annual performance plans standby. Formulatecorresponding area of capacity development, concrete actions and the desired results.5. Higher-level managers reviewedManagers at all levels will be the performance of its staff assessment results reported to the higher authorities, managers reviewed, the higher their managers for performance evaluation and assessment of the views of the two sides that the final assessment resultsSecond, the results of performancePerformance management and reward must be linked to incentive mechanisms can reflect its value. According to the staff performance appraisal results determine a reasonable pay incentives, performance appraisal is to ensure that the principal means of incentives and the core problem. In the design of the performance management system at the same time, we are also in accordance with their own characteristics for the synchronous design staff at all levels of the performance-related pay system.Performance results will be used normally as follows:1. Promotion wage (because of the specific situation in the promotion case may be)2. Performance bonuses determined (specifically identified because of the way the case may be)3. Career developmentPerformance Management is the ultimate goal of improving productivity and efficiency, through the success of each employee contributed to the success of enterprises. When staff performance evaluation scores of lower-level, we should discuss how to improve the performance required for the completion of the ability to improve performance and develop a plan of action. According to the results of performance assessment, in conjunction with other assessment, identifying outstanding performance, good quality, excellent innovation capability of managers and staff through job rotation, special training, etc., from the quality and the ability to conduct a comprehensive training, adjustments in the team added officers, to give priority to be promoted. At the same time, through the comparison of the results of performance assessment, analysis, evaluation was to identify the quality of representation and the gap between positions, in accordance with company management policy andlong-term development strategy for the management requirements, design and implementation of targeted training and timely improving management capacity and level.For those who can not meet the required performance, capacity is not significantly improve the staff to consider whether there are other suitable positions better than the original position to play its role. Through the careerdevelopment of employees, performance, the ability to work or personal behaviour and the career prospects of staff link to each other, thereby strengthening the ability to improve performance and the awareness of all the staff to improve the ability to complete performance targets. Also the human cost to the performance of transformation, the transformation of human capital to be specific implementation.In order to better the performance of the different performance management, talent can refer to the following matrix model.Table 7: talent Matrix ModelAnd the potential for high capacityInLowMedium outstanding qualified failurePerformance4. Other incentivesImplementation of pay linked to performance, although the performance of the staff to upgrade the level of better incentives, and is also a major incentive. But it is undeniable their own, there are also some limitations, but because of organizational factors, environmental factors and personal factors also caused a fixed wage increases and incentive bonuses specific operational difficulty and complexity of these problems are properly resolved, will be detrimental to performance incentives incentives.In actual operation should be actively avoid these negative factors can be considered in a larger scope reward and incentive approach. The realization of growth in wages and performance bonuses for major awards and incentives, with other incentives, and to reward with a continuous policy framework, and give full play to the potential role of other incentives, can be used to make up for the performance of wages restrictive role. Below other incentives for a brief description:To master the different forms of incentives, as well as the effect of different incentives, is the first step in the implementation of effective incentives. In the broad perspective, the incentives can be divided into two categories:One is external incentives. Including wage increases, performance bonuses and other rewards the nature of incentives, such as job promotion, training opportunities, study tour, tourist resort, from the high-level recognition and commendation.The second category is intrinsic reward. Including its own staff of the incentives (such as a sense of achievement), welfare, conferred the honorarytitle given challenging responsibilities, important and meaningful work, set goals and make decisions, such as the influence.These stresses in the form of incentives, according to different types, different locations, as well as staff time needs of different incentives for different incentives, real incentives to achieve this purpose it is necessary to make things right incentives, rewards employees have liked things that we should follow the implementation of incentive when one of the principles. Another incentive should also be in the grasp of achievement should not be confined to the understanding of the best employees; incentives to specific, and timely.Third, performance plans to amendThe company's strategic direction or will be the focus of the company each year with the different stages of development of the company or outside competition to the changing situation to be adjusted accordingly, the level of departments or work of staff of the target will be adjusted accordingly. Upon completion of performance appraisal, in a wide range of listening to the views of various parties on the basis of performance management should be on the practice of concluding a comprehensive analysis of concrete from the following considerations:1. Performance Performance Assessment Scheme content (including key performance indicators, setting objectives)Identify the most successful part of what? What is the most difficult operation? What is not meaningful? Targets adjustment will be reflected in the major work activities or key regional results. In addition, even if the work is the same or similar activities as the key to regional results, but also because of the completion of the outcome of the capacity of regional or external factors and other factors to be adjusted accordingly, and this adjustment will be reflected in the measurement standards.2. Performance Plan target (including key performance indicators and challenges of the goal indicators indicators, as well as the completion of targets set standards)According to actual performance compared with the objectives to determine whether the targets set reasonable value, and the next year the value of performance indicators defined plan will provide experience and guidance. 3. Performance guidance and enhanced methods and performance evaluation and reporting methods.On guidance and assessment methods to conduct a comprehensive analysis of the test, remove unreasonable factors, and the amendment. In a comprehensive summation of the basis of the analysis, according to the company's new business development plan and the annual operating budget objectives, and revised performance plan to the next round of the operating performance plan.。
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。