Essay格式范文：Performance Appraisal Systems Analysis
Essay格式范文-績效評估系統(tǒng)分析。本文是一篇由本站代寫服務(wù)提供的essay格式范文，主要內(nèi)容是講述績效評估對組織來說并不是一個(gè)新的系統(tǒng)，大多數(shù)組織都使用此績效評估來評估其員工，但在過去很多人覺得績效并沒有那么高效，而且很不適應(yīng)舒適，并提出了一個(gè)問題為什么這種績效不那么高效和舒適，為什么要使用這種評估呢？下面就一起來看一下這篇留學(xué)生essay格式范文。
The performance appraisal is not a new system to the organisations it can be traced back to thousands of years. All most all organisations use this performance appraisal to evaluate their employees and the organisations use this performance appraisal whether formally or informally to evaluate their employees. In the past most of the people would consider performance appraisal as not so productive and not so comfortable. Then the question raised that why do many organisations use this performance appraisal when they consider this as not so productive or comfortable? The main aim in implementing this performance appraisal by many organisations is that it is linked to many organisational decisions such as pay, promotion, reward, transfer, termination etc.
績效評估對組織來說并不是一個(gè)新的系統(tǒng)，它可以追溯到數(shù)千年前。大多數(shù)組織都使用此績效評估來評估其員工，而組織則使用此績效考核來正式或非正式地評估其員工。在過去，大多數(shù)人會認(rèn)為績效評估不那么高效，也不那么舒適。然后提出了一個(gè)問題，為什么許多組織認(rèn)為這種績效評估不那么高效或舒適，卻使用這種評估？許多組織實(shí)施這種績效評估的主要目的是，它與許多組織決策有關(guān)，如薪酬、晉升、獎勵、調(diào)動、解雇等。
All most all organisations use this performance appraisal to evaluate their employees and different organisation use different tools to evaluate their employees. These evaluations are done by the organisation to achieve their organisational goals and to implement their strategy effectively. With the help of performance appraisal we can easily come to know whether the individual's performance is met with the employer's expectations and to identify weaknesses and any training if required. "The performance appraisal is defined as the managerial activity: 'the provision of data designed to ensure that resources are used efficiently in accomplishing organisational objectives'" (Armstrong & Baron, 2000).
大多數(shù)組織都使用這種績效評估來評估員工，不同的組織使用不同的工具來評估員工。這些評估由組織進(jìn)行，以實(shí)現(xiàn)其組織目標(biāo)并有效實(shí)施其戰(zhàn)略。在績效評估的幫助下，我們可以很容易地了解個(gè)人的績效是否符合雇主的期望，并確定弱點(diǎn)和任何必要的培訓(xùn)?！翱冃гu估被定義為管理活動：‘提供旨在確保資源有效用于實(shí)現(xiàn)組織目標(biāo)的數(shù)據(jù)’”（Armstrong&Baron，2000）。
1.1 Formal and informal performance appraisal 1.1正式和非正式考績
For long time organisation survived quite well without formal appraisal system. Then the question arises that why do we need a formal performance appraisal system? As the organisation evolve into a large organisation with professional management system came into practise a more formal performance appraisal system came into existence to meet the needs of administrative decision making. Regardless of the system in place whether it is formal or informal system, decisions should be made about who receives promotion, who is terminated and who is transferred.
長期以來，該組織在沒有正式評估體系的情況下生存得很好。那么問題來了，為什么我們需要一個(gè)正式的績效評估系統(tǒng)？隨著組織發(fā)展成為一個(gè)具有專業(yè)管理體系的大型組織，一個(gè)更正式的績效評估體系應(yīng)運(yùn)而生，以滿足行政決策的需要。無論是正式的還是非正式的制度，都應(yīng)該決定誰得到晉升，誰被解雇，誰被調(diào)動。
Lot of practitioners has expressed their doubt on how the informal appraisal is fair enough to conduct it on a day to day basis as an integral part of the job by the management and supervision. A good manager will regularly monitor the staff and evaluate their performance and points out their mistakes to correct them and encourages and motivates them to perform better in their job. If you continue the formal appraisal on a regular basis like the informal once is time consuming.
許多從業(yè)者對非正式評估是否足夠公平表示懷疑，以將其作為管理和監(jiān)督工作的一個(gè)組成部分進(jìn)行日常評估。一個(gè)好的經(jīng)理會定期監(jiān)督員工，評估他們的表現(xiàn)，指出他們的錯(cuò)誤以糾正他們，并鼓勵和激勵他們在工作中表現(xiàn)得更好。如果你像非正式的那樣定期繼續(xù)進(jìn)行正式的評估，那就很耗時(shí)了。
These decisions are to be assisted by a process that monitors and evaluates an employee's progress and allows the comparisons of the individual performance of the employees within the organisation. Thus we can say that formal system has simple replaced informal system. Many practitioners say that the formal appraisal systems continue to depend primarily upon human information processing and judgment-imperfect processes, at best (Boice & Kleiner, 1997).
這些決策將得到一個(gè)過程的幫助，該過程監(jiān)測和評估員工的進(jìn)展，并允許對組織內(nèi)員工的個(gè)人表現(xiàn)進(jìn)行比較。由此可見，正式制度已經(jīng)簡單地取代了非正式制度。許多從業(yè)者表示，正式的評估系統(tǒng)仍然主要依賴于人類信息處理和判斷——充其量是不完美的過程（Boice&Kleiner，1997）。
"There are many advantages to using a formal system if performance appraisals are designed used properly" (Murphy and Cleveland, 1995). Many organisational decisions such as reward allocation, promotions or demotions, layoffs or recalls and transfers are facilitated much on performance appraisal. This helps in assisting manager in developing employees and it also assist individual employee's decisions regarding career choices and the subsequent direction of individual time and effort. Additionally by conducting frequent performance appraisal may increase employee commitment and satisfaction, due to improvements in organisational communication.
“如果績效評估的設(shè)計(jì)和使用得當(dāng)，那么使用正式的系統(tǒng)有很多好處”（Murphy和Cleveland，1995）。許多組織決策，如獎勵分配、晉升或降級、裁員或召回和調(diào)動，在很大程度上取決于績效評估。這有助于幫助經(jīng)理培養(yǎng)員工，也有助于員工個(gè)人在職業(yè)選擇和個(gè)人時(shí)間和精力的后續(xù)方向方面做出決定。此外，由于組織溝通的改善，通過頻繁進(jìn)行績效評估可以提高員工的承諾和滿意度。
"A properly administered performance appraisal system may be an asset to an organisation. However, if the tools and goals of the performance appraisal process are incongruent with organisational goals, the resulting performance appraisal system may, in fact, be a detriment to effective organisational functioning" (Barrett, 1967). It is difficult task to develop a perfect appraisal system that accurately reflects employee performance appraisal. "Performance appraisal systems are not generic or easily passed from one company to another; their design and administration must be tailor-made to match employee and organizational characteristics and qualities" (Henderson, 1984, p. 54). According to law employee have the right to know how their performance is measured. If the performance appraisal is not conducted then the employer may not know the mistakes done by the employee and the good working habits are ignored. The employer has the right to evaluate the performance of the employee according to law. The employer may convey to the employee if they feel his performance is not up to their criteria and they may arrange the require training and if the performance of the employee is satisfactory they can promote to the higher post or transfer them to another department. If this is carried out effectively then we can say that the performance appraisal is fair enough.
“一個(gè)管理得當(dāng)?shù)目冃гu估系統(tǒng)可能是一個(gè)組織的資產(chǎn)。然而，如果績效評估過程的工具和目標(biāo)與組織目標(biāo)不一致，那么由此產(chǎn)生的績效評估體系實(shí)際上可能會損害組織的有效運(yùn)作”（Barrett，1967）。建立一個(gè)準(zhǔn)確反映員工績效考核的完善的考核體系是一項(xiàng)艱巨的任務(wù)。“績效評估系統(tǒng)不是通用的，也不容易從一家公司傳遞到另一家公司；它們的設(shè)計(jì)和管理必須根據(jù)員工和組織的特點(diǎn)和素質(zhì)量身定制”（Henderson，1984，第54頁）。根據(jù)法律規(guī)定，員工有權(quán)知道如何衡量他們的績效。如果不進(jìn)行績效評估，雇主可能不知道員工所犯的錯(cuò)誤，良好的工作習(xí)慣也會被忽視。用人單位有權(quán)依法對勞動者的工作表現(xiàn)進(jìn)行評價(jià)。如果雇主認(rèn)為員工的表現(xiàn)不符合他們的標(biāo)準(zhǔn)，雇主可以向員工傳達(dá)，他們可以安排所需的培訓(xùn)，如果員工的表現(xiàn)令人滿意，他們可以晉升到更高的職位或?qū)⑵湔{(diào)到另一個(gè)部門。如果這一點(diǎn)得到有效實(shí)施，那么我們可以說績效評估是足夠公平的。
Some believe that individual performance appraisals will interfere with the team work by over stressing the individual on the performance appraisal in a team. If the performance appraisal is not carried out effectively there will be a confusion in which aspect of the job is most important and which is least important this is due to the direct linkage between the employee behaviour and the organisational rewards. "Finally due to the differing (and often conflicting) needs of stakeholders (the organisation, appraiser, and employee); the process itself is often a source of unmet expectations for all concerned" (Murphy and Cleveland, 1995).
一些人認(rèn)為，個(gè)人績效評估會對團(tuán)隊(duì)工作造成干擾，因?yàn)樵趫F(tuán)隊(duì)績效評估中過度強(qiáng)調(diào)個(gè)人。如果沒有有效地進(jìn)行績效評估，就會混淆工作的哪個(gè)方面最重要，哪個(gè)方面最不重要——這是由于員工行為和組織獎勵之間的直接聯(lián)系?！白詈?，由于利益相關(guān)者（組織、評估師和員工）的不同（且往往相互沖突）需求；流程本身往往是所有相關(guān)人員未滿足期望的來源”（Murphy和Cleveland，1995）。
It is important to distinguish between appraiser/rater goals, appraisee/ratee goals, and the organisational goals and their uses in the performance appraisal system. Four types of performance appraisal are described by Cleveland et al. (1989); they are between person, within person, systems maintenance and documentation. Between persons are referred to as the administrative purposes, it consist of recognition of the performance of the individual and in making administrative decisions regarding the salary, retention, promotion, layoffs, termination etc. Feedback on the performance such as the strengths and weaknesses of the individual and identifying if the individual require any training and determining the assignments to the individual and transfers. Organisational goals are achieved with the help of the performance appraisal. Legal requirements need a valid performance appraisal documentation process which can be obtained from the personnel decisions and through the performance appraisal tools. The organisations are trying to meet all the needs and at the same time developing the new tools for performance appraisal. The organisations are unsatisfied with the results; this dissatisfaction motivated the researchers to develop more sophisticated tools in the performance appraisal and is continuously doing that.
區(qū)分評估者/評分者目標(biāo)、被評估者/被評分者目標(biāo)以及組織目標(biāo)及其在績效評估系統(tǒng)中的用途非常重要。Cleveland等人描述了四種類型的績效評估（1989）；它們是人與人之間、人與人內(nèi)部、系統(tǒng)維護(hù)和文檔。人與人之間被稱為行政目的，它包括對個(gè)人表現(xiàn)的認(rèn)可，以及在做出有關(guān)工資、留用、晉升、裁員、，終止等。對個(gè)人表現(xiàn)的反饋，如個(gè)人的優(yōu)勢和劣勢，確定個(gè)人是否需要任何培訓(xùn)，并確定給個(gè)人的任務(wù)和調(diào)動。組織目標(biāo)是在績效評估的幫助下實(shí)現(xiàn)的。法律要求需要一個(gè)有效的考績文件程序，該程序可以從人事決定和考績工具中獲得。這些組織正在努力滿足所有需求，同時(shí)開發(fā)新的績效評估工具。組織對結(jié)果不滿意；這種不滿促使研究人員開發(fā)更復(fù)雜的績效評估工具，并一直在這樣做。
"Performance appraisals were developed when organisations were large and hierarchically organised, when market and organisational environments were relatively stable, when the workforce was homogenous and relatively well qualified, and when long-term employment was the norm" (Murphy and Cleveland, 1995). Internal and external environment are dynamic in today's organisations. Nowadays organisations are becoming highly decentralized and managers to non-managerial employee ration are reducing. The factors like social, political and technical environment in which the organisations exist plays a critical role on the organisation. The work force is heterogeneous and these are not well prepared for complex jobs. The employees who are changing jobs, organisations and even careers are increasing day by day.
“績效評估是在組織規(guī)模大、層次分明、市場和組織環(huán)境相對穩(wěn)定、勞動力同質(zhì)且相對合格、長期就業(yè)成為常態(tài)時(shí)制定的”（Murphy和Cleveland，1995）。在當(dāng)今的組織中，內(nèi)部和外部環(huán)境都是動態(tài)的。如今，組織正變得高度分散，管理人員與非管理人員的比例正在降低。組織所處的社會、政治和技術(shù)環(huán)境等因素對組織起著至關(guān)重要的作用。勞動力是異質(zhì)的，他們沒有為復(fù)雜的工作做好充分的準(zhǔn)備。換工作、換組織、甚至換職業(yè)的員工日益增多。
Performance appraisal should consider the most important aspects of the work performed in the organisation in each functional area because of the change in job definitions and the job roles in the current market situations. The appraisal should focus mainly on the strengths and the weaknesses of the employee because of the increase in the transfer of the employees. The performance appraisal should be in such a way that it should identify a group of quality workers in the organisation and it should not go for the best person in the organisation. Performance appraisal goals must be more comprehensive that means goals should be beneficial to both the organisation and the individual. For example, instead of helping an organisation make decisions about an employee, performance appraisal should be used to help an employee to make personal decisions about his current performance and provide strategies for future development. Performance evaluation of the employee is done by the managers, supervisors, subordinates, suppliers, self, customers and other relevant sources.
由于當(dāng)前市場形勢下職位定義和職位角色的變化，績效評估應(yīng)考慮組織在每個(gè)職能領(lǐng)域所做工作的最重要方面。由于員工調(diào)動的增加，評估應(yīng)主要關(guān)注員工的長處和短處?？冃гu估應(yīng)確定組織中的一批優(yōu)秀員工，而不應(yīng)選擇組織中最優(yōu)秀的人?？冃гu估目標(biāo)必須更加全面，這意味著目標(biāo)應(yīng)該對組織和個(gè)人都有利。例如，績效評估不應(yīng)幫助組織對員工做出決定，而應(yīng)用于幫助員工對其當(dāng)前績效做出個(gè)人決定，并為未來發(fā)展提供戰(zhàn)略。員工的績效評估由經(jīng)理、主管、下屬、供應(yīng)商、自身、客戶和其他相關(guān)來源進(jìn)行。
In some organisations the performance appraisal is mainly focused on the individual employees. Nowadays more and more organisations are focusing on both individual as well as group performance of the employees. When the organisations are focusing on the group performance appraisal they should make clarification on how they will be appraised, individually and in group. To avoid unfairly feeling in the employee, individual and the team performance evaluation should be given and these will help in administrative decisions. Performance appraisals are to evaluate the set of performance dimensions which are important to the functional unit and these are based on individual contribution and on the group work. Performance appraisal should also include the behavioural activities of the employee in the team and when he works individually. As the organisational demands changes and when the team works on a project, performance appraisal cycles should be conducted on a regular basis. If an employee works anything outside the observation of the supervisor, the supervisor has the limited opportunity to evaluate the employee and the required suggestions to improve on their work. Nowadays most organisations are employing temporary workers, the duration of the temporary workers is relatively short and there is a very less opportunity to socialise and motivate the employees and develop skills in them. Logically the manager who manages the temporary employees spends less time evaluating their performance.
在一些組織中，績效評估主要集中在員工個(gè)人身上。如今，越來越多的組織關(guān)注員工的個(gè)人表現(xiàn)和團(tuán)隊(duì)表現(xiàn)。當(dāng)組織專注于集體績效評估時(shí)，他們應(yīng)該澄清如何對其進(jìn)行單獨(dú)和集體評估。為了避免員工感到不公平，應(yīng)該對個(gè)人和團(tuán)隊(duì)的績效進(jìn)行評估，這將有助于行政決策?？冃гu估是評估一組對職能部門很重要的績效維度，這些維度基于個(gè)人貢獻(xiàn)和團(tuán)隊(duì)工作?？冃гu估還應(yīng)包括員工在團(tuán)隊(duì)中以及他單獨(dú)工作時(shí)的行為活動。隨著組織需求的變化以及團(tuán)隊(duì)在項(xiàng)目中的工作，應(yīng)定期進(jìn)行績效評估周期。如果員工的工作超出了主管的觀察范圍，主管對員工進(jìn)行評估的機(jī)會有限，并提出了改進(jìn)員工工作的建議。如今，大多數(shù)組織都在雇傭臨時(shí)工，臨時(shí)工的工作時(shí)間相對較短，與員工進(jìn)行社交、激勵員工并培養(yǎng)員工技能的機(jī)會非常少。從邏輯上講，管理臨時(shí)員工的經(jīng)理花在評估他們表現(xiàn)上的時(shí)間更少。
1.2 History of performance appraisal 1.2績效考核歷史
There are many examples in the bible that related to performance measurement of the individuals although it is not called as the performance appraisal it can be taken as an example. "The Lord has filled him (Bezalel) with the Spirit of God, in wisdom and understanding, in knowledge and all manner of workmanship to design artistic works, to work in gold and silver and bronze, in carving wood, and to work in all manner of artistic workmanship" (Exodus, 35, pp. 31-3). "In this instance, Moses selected the man who was known to be the most skilled craftsman from the tribes of Israel to build and furnish the tabernacle of the Lord in approximately 1350 BC. Merit exams were given for selection and promotion decisions as early as the Han Dynasty, 206 BC-220 AD" (Wren, 1994). It was in 1648, that Dublin (Ireland) Evening Post used a rating scale based on personal qualities to evaluate its legislators (Hackett, 1928). To say most likely the performance appraisal has begun in the 1800s with the use of the "silent monitors" by Robert Owen's in the cotton mills in Scotland (Wren, 1994). Silent monitors were the blocks of wood painted with different colours on each visible side and are placed over the employee's work station. Each colour represents a particular grade to the employee. These observations are based on the behaviour of the employee and the case study analysis show that this showed a significant impact on the employee's behaviour. In the 1970, a new trait-based model was introduced for staff appraisal in the National Health Service in the nursing profession and in that decade it has spread to the other professional group.
圣經(jīng)中有許多例子與個(gè)人的績效衡量有關(guān)，盡管它不被稱為績效評估，但它可以作為一個(gè)例子。“上帝用上帝的靈，在智慧和理解，在知識和各種工藝上，使他（比撒列）充滿了設(shè)計(jì)藝術(shù)作品，在金銀青銅上工作，在雕刻木材上工作，以及在各種藝術(shù)工藝上工作”（出埃及記，35，第31-3頁）?！霸谶@種情況下，摩西在大約公元前1350年從以色列部落中挑選了一位最熟練的工匠來建造和裝飾耶和華的帳幕。早在公元前206年至公元220年的漢朝，就對選拔和晉升決定進(jìn)行了功績考試”（Wren，1994）。1648年，《都柏林（愛爾蘭）晚報(bào)》使用基于個(gè)人素質(zhì)的評分表來評估其立法者（Hackett，1928）。可以說，最有可能的是，績效評估始于19世紀(jì)，當(dāng)時(shí)羅伯特·歐文在蘇格蘭的棉紡廠使用了“無聲監(jiān)視器”（Wren，1994）。靜音顯示器是在每個(gè)可見的側(cè)面涂上不同顏色的木塊，放置在員工的工作站上方。每種顏色代表員工的特定級別。這些觀察是基于員工的行為，案例分析表明，這對員工的行為產(chǎn)生了重大影響。1970年，國家衛(wèi)生服務(wù)局引入了一種新的基于特質(zhì)的護(hù)理專業(yè)人員評估模式，并在這十年中推廣到了其他專業(yè)群體。
1.3 Cultural issues 1.3文化問題
The evaluation of one employee by the superior is an important aspect between superior and subordinate relationship in organisations. More and more organisations are introducing the systemic and formal procedures. Performance appraisal has two main purposes. They are administrative and performance improvement. The administrative purpose have seen some changes from entirely being involved with issues such as transfers, promotions, training and increase in the salary and are used for the source of data for personnel planning integration. The managers have got the scope to provide the employees with the necessary training with the help of performance improvement role of appraisal.
上級對員工的評價(jià)是組織中上下級關(guān)系的一個(gè)重要方面。越來越多的組織正在引入系統(tǒng)和正式的程序。績效考核有兩個(gè)主要目的。它們是管理和績效改進(jìn)。行政目的已經(jīng)發(fā)生了一些變化，不再完全涉及調(diào)動、晉升、培訓(xùn)和加薪等問題，而是用作人事規(guī)劃整合的數(shù)據(jù)來源。管理者有能力借助考核的績效改進(jìn)作用為員工提供必要的培訓(xùn)。
In most cases cultural assumptions are imported or exported carelessly into the organisations when performance appraisal is introduced in the developing countries. Many organisational theorists are appreciating the need to question the western managerial practise in introducing culture into the organisation in the developing countries. There is a lot of work to do to introduce a good local practice in the culture. The understanding of the good local practice helps in the development of organisations in developing countries. While some theorists say that need to implement the performance appraisal practice that is culturally acceptable in a particular country by understanding the local practice. While some say that by implementing this practice inhibits these organisations not only the performance appraisal but also the personnel systems which are concerned with assessment and development.
在大多數(shù)情況下，當(dāng)發(fā)展中國家引入績效評估時(shí)，文化假設(shè)被隨意輸入或輸出到組織中。許多組織理論家意識到有必要質(zhì)疑西方在發(fā)展中國家將文化引入組織的管理實(shí)踐。要在當(dāng)?shù)匾M(jìn)良好的文化習(xí)俗，還有很多工作要做。了解良好的當(dāng)?shù)刈龇ㄓ兄诎l(fā)展中國家組織的發(fā)展。而一些理論家認(rèn)為，需要通過了解當(dāng)?shù)氐膶?shí)踐來實(shí)施在特定國家文化上可以接受的績效評估實(shí)踐。有人說，實(shí)施這種做法不僅阻礙了這些組織的績效評估，也阻礙了與評估和發(fā)展有關(guān)的人事系統(tǒng)。
1.4 Objectives of performance appraisal 1.4績效考核目標(biāo)
The main aim to determine the effective performance appraisal is to meet the organisation's objectives. These objectives are then conveyed into departmental objectives and then to the individual position objectives. Working with employees helps in achieving and also agreeing their personal targets. This helps the employee know how their performance is evaluated by means of certain standard. This process also involves detail explanation of the job role, job description and responsibilities. Explaining the importance of how the role and responsibilities of the employees will contribute to wider goals and also explaining the importance of the individual and the team with in the current planning period. The objectives should be in such a way that it should provide a linkage between the organisational performance and the individual performance and it should also reflect the organisational goals.
確定有效績效評估的主要目的是實(shí)現(xiàn)組織的目標(biāo)。然后將這些目標(biāo)轉(zhuǎn)化為部門目標(biāo)，再轉(zhuǎn)化為個(gè)人職位目標(biāo)。與員工合作有助于實(shí)現(xiàn)并達(dá)成他們的個(gè)人目標(biāo)。這有助于員工了解如何通過某種標(biāo)準(zhǔn)來評估他們的績效。這個(gè)過程還包括對工作角色、工作描述和職責(zé)的詳細(xì)解釋。解釋員工的角色和責(zé)任如何有助于實(shí)現(xiàn)更廣泛的目標(biāo)的重要性，并解釋個(gè)人和團(tuán)隊(duì)在當(dāng)前規(guī)劃期的重要性。目標(biāo)應(yīng)在組織績效和個(gè)人績效之間建立聯(lián)系，還應(yīng)反映組織目標(biāo)。
The objectives of the performance appraisal are classified into a number of ways. McGregor (1960) had produced one of the best known classifications and he grouped them into three ways. They are
績效評估的目標(biāo)分為多種方式。麥格雷戈（1960）提出了最著名的分類之一，并將其分為三種方式。他們是
1. Administrative: it helps in providing a systemic way of determining promotions, transfers and increase in salary.
1.行政：它有助于提供一種系統(tǒng)的方式來決定晉升、調(diào)動和加薪。
2. Informative: it provides the data to the management on the performance of the subordinate and also gives information about the strengths and weaknesses.
2.信息性：向管理層提供下屬績效的數(shù)據(jù)，并提供有關(guān)優(yōu)勢和劣勢的信息。
3. Motivational: it creates a learning experience to the employees and motivates employee to develop themselves and improve their performance.
3.激勵性：為員工創(chuàng)造學(xué)習(xí)體驗(yàn)，激勵員工發(fā)展自我，提高績效。
McGregor's groupings are not only useful in drawing attention to different purposes but it is also useful to different organisational philosophies towards performance appraisal.
麥格雷戈的分組不僅有助于引起人們對不同目的的關(guān)注，而且對不同的組織理念進(jìn)行績效評估也很有用。
1.5 Performance related pay 1.5績效工資
Almost all the organisation relates their performance to the pay. Employers think that in order to maintain competitiveness among employee this is necessary. It is possible that employee may ignore the performance appraisal process when the pay is not linked to the performance. In order the pay per performance to be more effective, adjustments to the pay should be made in time to the performance appraisal conducted. The performance appraisal review should be done before to the next month pay in order to make it effective. This makes the employee more committed and more dedicated to the work. This distinguishes the employee the difference between successful and unsuccessful objective and how this will affects them directly.
幾乎所有的組織都將績效與薪酬聯(lián)系起來。雇主認(rèn)為，為了保持員工之間的競爭力，這是必要的。當(dāng)薪酬與績效不掛鉤時(shí)，員工可能會忽略績效評估過程。為了使按績效計(jì)算的薪酬更有效，應(yīng)在進(jìn)行績效評估時(shí)及時(shí)調(diào)整薪酬?？冃Э己藨?yīng)在下個(gè)月發(fā)工資之前進(jìn)行，以使其生效。這使員工對工作更加投入和敬業(yè)。這就區(qū)分了員工成功目標(biāo)和不成功目標(biāo)之間的區(qū)別，以及這將如何直接影響他們。
1.6 The advantages and disadvantages of performance appraisal 1.6績效考核的優(yōu)缺點(diǎn)
First of all we need to know what the performance appraisal means to the each of the main parties involved in appraisal what they are expect to gain. Who are the main parties? The main parties are the appraisee, the appraiser and the organisation. They can be defined as:
首先，我們需要知道績效評估對參與評估的每個(gè)主要方意味著什么，他們期望獲得什么。主要政黨是誰？主要各方是被評估人、評估人和組織。它們可以定義為：
The appraisee: he is the person who is being appraised.
被考核人：他就是被考核的人。
The appraiser: he is the one mostly manager or supervisor who is conducting the appraisal.
鑒定人：他主要是進(jìn)行鑒定的經(jīng)理或主管。
The organisation.
組織。
If the appraisal is carried out properly the appraisee may benefit in the following ways.
如果評估進(jìn)行得當(dāng)，被評估人可能會從以下方面受益。
We can expect a greater clarity of results.
我們可以期待更清晰的結(jié)果。
By giving the accurate and constructive feedback on past the employee may be benefited.
通過對過去提供準(zhǔn)確和建設(shè)性的反饋，員工可能會受益。
He knows his strengths and weaknesses.
他知道自己的長處和短處。
By suggesting him the development plans and helping him to minimise his weaknesses.
通過向他建議發(fā)展計(jì)劃并幫助他最大限度地減少自己的弱點(diǎn)。
He comes to know the wider context of the job by learning about the manager's objectives and priorities for the department.
通過了解經(jīng)理在部門的目標(biāo)和優(yōu)先事項(xiàng)，他開始了解更廣泛的工作背景。
He comes to know the career prospects by discussion.
他通過討論了解了自己的職業(yè)前景。
It is common to all people to face anxiety when their work is being appraised and their skills are under constant scrutiny. Managers who conduct the performance appraisal should take the responsibilities to convey these benefits to the employees in a possible clear manner. Only if staff comes to know about the benefits outweighing their natural fear about performance appraisal and these people can participate in performance appraisal fully and without feeling of any defensiveness.
當(dāng)他們的工作受到評估，他們的技能受到不斷的審查時(shí)，所有人都會面臨焦慮，這是很常見的。進(jìn)行績效評估的管理者應(yīng)承擔(dān)責(zé)任，以盡可能明確的方式向員工傳達(dá)這些福利。只有員工知道的好處超過了他們對績效評估的自然恐懼，這些人才能充分參與績效評估，而不會有任何防御感。
The following benefits can be gained by the appraisers if they carry out the performance appraisals carefully manner.
如果評估人員認(rèn)真進(jìn)行績效評估，可以獲得以下好處。
It is an opportunity to the appraiser to measure and identify styles in performance of the staff.
這對評估師來說是一個(gè)衡量和識別員工表現(xiàn)風(fēng)格的機(jī)會。
The appraiser comes to know of the staff, their weaknesses, hopes, their desire and their goals.
評估師開始了解員工、他們的弱點(diǎn)、希望、愿望和目標(biāo)。
The appraiser gets the opportunity in clarifying his own objective and priorities and the appraiser can give a clear view to the staff where their contribution fits in with the work of others.
評估師有機(jī)會澄清自己的目標(biāo)和優(yōu)先事項(xiàng)，評估師可以向員工明確說明他們的貢獻(xiàn)與他人的工作相一致。
The appraiser gets the chance to focus on individuals and he can increase motivation in them.
評估師有機(jī)會專注于個(gè)人，他可以增加他們的動力。
The appraiser gets the opportunity in developing the staff performance.
評估師有機(jī)會發(fā)展員工績效。
The appraiser has the chance to change the duties of the staff.
評估師有機(jī)會改變工作人員的職責(zé)。
The benefits constitute the objectives of good management. The major task is that the appraiser has to encourage seeing performance appraisal as an essential tool of a good management and which when implemented properly increases and helps in achieving the success of the appraiser's own objectives.
利益構(gòu)成了良好管理的目標(biāo)。主要任務(wù)是，評估師必須鼓勵將績效評估視為良好管理的重要工具，如果實(shí)施得當(dāng)，績效評估將增加并有助于實(shí)現(xiàn)評估師自身目標(biāo)的成功。
By implementing the performance appraisal properly the organisation will get benefited and not the just individual. The benefits that the organisation will get when implemented properly are:
通過正確實(shí)施績效評估，組織將受益，而不僅僅是個(gè)人。如果實(shí)施得當(dāng)，組織將獲得以下好處：
We can see an improved communication between the staff.
我們可以看到員工之間的溝通有所改善。
We can see an increase in the motivation in the staff.
我們可以看到員工的積極性在提高。
We can observe an increase in the overall corporate performance.
我們可以觀察到公司整體業(yè)績的增長。
We can notice a greater achievement of the objectives.
我們可以注意到這些目標(biāo)取得了更大的成就。
The fundamental step in the performance appraisal is that taking to key parties and clarifying their doubts. This one is the essential thing upon which the performance appraisal is built. If the performance appraisal is carried out effectively we can resolve the possible conflicts among appraisal objectives and helps in gaining commitment in all parties.
績效評估的基本步驟是向關(guān)鍵各方說明并澄清他們的疑慮。這一點(diǎn)是建立績效評估的基礎(chǔ)。如果有效地進(jìn)行績效評估，我們可以解決評估目標(biāo)之間可能存在的沖突，并有助于獲得各方的承諾。
There is greater negative impact on the organisation if the performance appraisal is not effectively conducted in the initial phases. They are:
如果在最初階段沒有有效地進(jìn)行績效評估，則會對組織產(chǎn)生更大的負(fù)面影響。他們是：
The appraisee may feel uneasy about being appraised and may try to defend himself.
被評估人可能對被評估感到不安，并可能試圖為自己辯護(hù)。
If the appraisal give little time and effort to the performance appraisal it is like reducing it into a meaningless activity.
如果評估只給績效評估很少的時(shí)間和精力，就像把它變成了一項(xiàng)毫無意義的活動。
The top management may not show the enthusiasm and give their whole hearted support to the performance appraisal.
最高管理層可能不會對績效考核表現(xiàn)出熱情和全心全意的支持。
If all these problems achieved we cannot expect that we can achieve the objectives of the performance appraisal.
如果所有這些問題都實(shí)現(xiàn)了，我們就不能指望我們能夠?qū)崿F(xiàn)績效考核的目標(biāo)。
1.7 Legal issues involved in performance appraisal 1.7績效考核涉及的法律問題
The main aim of developing an effective performance appraisal is that to make the company more productive and more profitable and to make the employees know their performance. They are many legal reasons that associated with the performance appraisal system and in developing them. "Failure to conduct appraisal "properly" (failing to maintain adequate records, for example) may result in employees (or their unions) taking legal action" (Boice & Kleiner, 1997). The employee handbook is a reference to the performance appraisal of the employee and it must be carried out in detail and it should be acceptable. If an employer states that he will conduct an annual performance review and then he fails to do that the employee can take him to the court for breaking the given promise. "Employers must ensure, therefore, that they adhere to their commitments to conduct such reviews" (Nobile, 1991). It is extremely important for the employee that the strengths and weaknesses of the employee should be clearly documented because it acts as a source of reference for the further action such as in case of terminating an employee if their performance is not satisfactory. Performance appraisal ratings are used by many organisations as the basis for the purpose of promotional decisions. If the performance appraisal is not done correctly it may result in negative effect on the employees and it can thus lead to legal action.
制定有效的績效評估的主要目的是提高公司的生產(chǎn)力和利潤，并讓員工了解自己的績效。它們是與績效考核制度及其發(fā)展相關(guān)的許多法律原因?！拔茨堋罢_”進(jìn)行評估（例如，未能保持足夠的記錄）可能導(dǎo)致員工（或其工會）采取法律行動”（Boice&Kleiner，1997）。員工手冊是對員工績效評估的參考，必須詳細(xì)執(zhí)行，并且應(yīng)該是可接受的。如果雇主表示他將進(jìn)行年度績效評估，但他沒有這樣做，員工可以因他違反了既定承諾而將其告上法庭?！耙虼?，雇主必須確保遵守其進(jìn)行此類審查的承諾”（Nobile，1991）。對員工來說，明確記錄員工的長處和短處是極其重要的，因?yàn)檫@是進(jìn)一步行動的參考來源，例如在員工表現(xiàn)不令人滿意時(shí)解雇員工?？冃гu估評級被許多組織用作促銷決策的基礎(chǔ)。如果績效評估做得不正確，可能會對員工產(chǎn)生負(fù)面影響，從而導(dǎo)致法律訴訟。
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