TheDilemmaofPerformanceAppraisal绩效考核的困境大学毕业论文外文文献翻译及原文.docx
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TheDilemmaofPerformanceAppraisal绩效考核的困境大学毕业论文外文文献翻译及原文.docx
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TheDilemmaofPerformanceAppraisal绩效考核的困境大学毕业论文外文文献翻译及原文
毕业设计(论文)
外文文献翻译
文献、资料中文题目:
绩效考核的困境
文献、资料英文题目:
TheDilemmaofPerformanceAppraisal
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2017.02.14
TheDilemmaofPerformanceAppraisal
PeterProwseandJulieProwse
MeasuringBusinessExcellence,Vol.13Iss:
4,pp.69-77
Abstract
Thispaperdealswiththedilemmaofmanagingperformanceusingperformanceappraisal.Theauthorswillevaluatethehistoricaldevelopmentofappraisalsandarguethatthecriticalareaoflinemanagementdevelopmentthatwasbeenidentifiedasacriticalsuccessfactorinappraisalshasbeenignoredinthelaterliteratureevaluatingtheeffectivenessofperformancethroughappraisals.
Thispaperwillevaluatetheaimsandmethodsofappraisal,thedifficultiesencounteredintheappraisalprocess.Italsore-evaluatesthelackoftheoreticaldevelopmentinappraisalandmovefromhepsychologicalapproachesofanalysistoamorecriticalrealisationofapproachesbeforere-evaluatingthechallengetoremovesubjectivityandbiasinjudgementofappraisal.
13.1Introduction
Thispaperwilldefineandoutlineperformancemanagementandappraisal.Itwillstartbyevaluatingwhatformofperformanceisevaluated,thendeveloplinkstothedevelopmentofdifferentperformancetraditions(Psychologicaltradition,ManagementbyObjectives,MotivationandDevelopment).Itwilloutlinethehistoricaldevelopmentofperformancemanagementthenevaluatehighperformancestrategiesusingperformanceappraisal.Itwillevaluatethecontinuingissueofsubjectivityandethicaldilemmasregardingmeasurementandassessmentofperformance.Thepaperwillthenexaminehoworganisationsmeasureperformancebeforeevaluationofresearchonsomerecenttrendsinperformanceappraisal.
Thischapterwillevaluatethehistoricaldevelopmentofperformanceappraisalfrommanagementbyobjectives(MBO)literaturebeforeevaluatingthedebatesbetweenlinkagesbetweenperformancemanagementandappraisal.Itwilloutlinethedevelopmentofindividualperformancebeforelinkingtoperformancemanagementinorganizations.Theoutcomesoftechniquestoincreaseorganizationalcommitment,increasejobsatisfactionwillbecriticallyevaluated.ItwillfurtherexaminethetransatlanticdebatesbetweenliteratureonefficiencyandeffectivenessintheNorthAmericanandtheUnitedKingdom)evidencetoevaluatetheHRMdevelopmentandcontributionofperformanceappraisaltoindividualandorganizationalperformance.
13.2WhatisPerformanceManagement?
ThefirstissuetodiscussisthedifficultyofdefinitionofPerformanceManagement.ArmstrongandBarron(1998:
8)defineperformancemanagementas:
AstrategicandintegratedapproachtodeliveringsustainedsuccesstoorganisationsbyImprovingperformanceofpeoplewhoworkinthembydevelopingthecapabilitiesofteamsAndindividualperformance.
13.2.1PerformanceAppraisal
Appraisalpotentiallyisakeytoolinmakingthemostofanorganisation’shumanresources.Theuseofappraisaliswidespreadestimatedthat80–90%oforganizationsintheUSAandUKwereusingappraisalandanincreasefrom69to87%oforganisationsbetween1998and2004reportedaformalperformancemanagementsystem(ArmstrongandBaron,1998:
200).Therehasbeenlittleevidenceoftheevaluationoftheeffectivenessofappraisalbutmoreonthedevelopmentinitsuse.Between1998and2004asamplefromtheCharteredInstituteofPersonnelandDevelopment(CIPD,2007)of562firmsfound506wereusingperformanceappraisalinUK.
Whatisalsovitaltoemphasiseistherisinguseofperformanceappraisalfeedbackbeyondperformanceforprofessionalsandmanagerstonearly95%ofworkplacesinthe2004WERSsurvey(seeTable13.1).ClearlytheuseofAppraisalshasbeenthedevelopmentandextensionofappraisalstocoveralargeproportionoftheUKworkforceandthecoverageofnonmanagerialoccupationsandtheextendeduseinprivateandpublicsectors.
13.2.2ThePurposeofAppraisals
Thecriticalissueiswhatisthepurposeofappraisalsandhoweffectiveisit?
Researchedandusedinpracticethroughoutorganizations?
Thepurposeofappraisalsneedstobeclearlyidentified.Firstlytheirpurpose.Randell(1994)statestheyareasystematicevaluationofindividualperformancelinkedtoworkplacebehaviourand/orspecificcriteria.Appraisalsoftentaketheformofanappraisalinterview,usuallyannual,supportedbystandardisedforms/paperwork.Thekeyobjectiveofappraisalistoprovidefeedbackforperformanceisprovidedbythelinemanager.Thethreekeyquestionsforqualityoffeedback:
1.Whatandhowareobservationsonperformancemade?
2.Whyandhowaretheydiscussed?
3.Whatdeterminesthelevelofperformanceinthejob?
1Ithasbeenarguedbyoneschoolofthoughtthattheseprocesscannotbe
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