绩效考核与管理外文翻译文献.docx

绩效考核与管理外文翻译文献.docx

《绩效考核与管理外文翻译文献.docx》由会员分享，可在线阅读，更多相关《绩效考核与管理外文翻译文献.docx（21页珍藏版）》请在冰豆网上搜索。

绩效考核与管理外文翻译文献

绩效考核与管理外文翻译文献

（文档含中英文对照即英文原文和中文翻译）

原文：

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?

1Ithasbeenarguedbyoneschoolofthoughtthattheseprocesscannotbeperformedeffectivelyunlessthelinemanagerofpersonprovidingfeedbackhastheinterpersonalinterviewingskillstoprovidethatfeedbacktopeoplebeingappraised.Thishasbeendefinedasthe“BradfordApproach”whichplacesahighpriorityonappraisalskillsdevelopment（Randell,1994）.ThisapproachisoutlinedinFig.13.1whichidentifiesthelinkagesbetweeninvolving,developing,rewardingandvaluingpeopleatwork..

13.2.3HistoricalDevelopmentofAppraisal

Thehistoricaldevelopmentofperformancefeedbackhasdevelopedfromarangeofapproaches.FormalobservationofindividualworkperformancewasreportedinRobertOwens’sScottishfactoryinNewLanarkintheearly1800s（Cole,1925）.OwenhungovermachinesapieceofcolouredwoodovermachinestoindicatetheSuperintendent’sassessmentofthepreviousday’sconduct（whiteforexcellent,yellow,blueandthenblackforpoorperformance）.ThetwentiethcenturyledtoF.W.Taylorandhismeasuredperformanceandthescientificmanagementmovement（Taylor,1964）.The1930sTraitsApproachesidentifiedpersonalityandperformanceandusedfeedbackusinggraphicratingscales,amixedstandardofperformancescalesnotingbehaviourinlikertscaleratings.Thiswasusedtorecruitandidentifymanagementpotentialinthefieldofselection.Laterdevelopmentstopreventamiddlescalefrom5scalesthendevelopedintoaforced-choicescalewhichforcedthejudgementtoavoidcentralratings.Theevaluationalsoincludednarrativestatementsandcommentstosupporttheratings（Mair,1958）.

Inthe1940sBehaviouralMethodsweredeveloped.TheseincludedBehaviouralAnchoredRatingScales（BARS）;BehaviouralObservationScales（BOS）;BehaviouralEvaluationScales（BES）;criticalincident;jobsimulation.Allthesejudgementswereusedtodeterminethespecificlevelsofperformancecriteriatospecificissuessuchascustomerserviceandratedinfactorssuchasexcellent,averageorneedstoimproveorpoor.Theseratingsareassignednumericalvaluesandaddedtoastatementornarrativecommentbytheassessor.Itwouldalsoleadtoidentifyanypotentialneedfortrainingandmoreimportantlytoidentifytalentforcareersinlinemanagementsupervisionandfuturemanagerialpotential.

Post1945developedintotheResults-orientedapproachesandledtothedevelopmentofmanagementbyobjectives（MBO）.Thisprovidedaimsandspecifictargetstobeachievedandwithintimeframessuchaspecificsales,profitability,anddeadlineswithfeedbackonpreviousperformance（Wherry,1957）.

Thedeadlinesmayhaverequiredalterationandledtospecificperformancerankingsofstaff.Italsoprovidedaforceddistributionofrankingsofcomparativeperformanceandpairedcomparisonrankingofperformanceandsettingandachievingobjectives.

Inthe1960sthedevelopmentofSelf-appraisalbydiscussionledtospecifictimeandopportunityfortheappraiseetoreflectivelyevaluatetheirperformanceinthediscussionandtheinterviewdevelopedintoaconversationonarangeoftopicsthattheappraiseneededtodiscussintheinterview.Untilthisperiodthesuccessoftheappraisalwasdependentonskillofinterviewer.

Inthe1990sthedevelopmentof360-degreeappraisaldevelopedwhereinformationwassoughtfromawiderrangeofsourcesandthefeedbackwasnolongerdependentonthemanager-subordinatepowerrelationshipbutincludedgroupsappraisingtheperformanceoflinemanagersandpeerfeedbackfrompeergroupsonindividualperformance（RedmanandSnape,1992）.Thefinaldevelopmentofappraisalinterviewsdevelopedinthe1990swiththeemphasisonthelinkingperformancewithfinancialrewardwhichwillbediscussedlaterinthepaper.ThedeadlinesmayInthe1960sthedevelopmentofSelf-appraisalbydiscussionledtospecifictime

13.2.4MeasuresofPerformance

Thedilemmaofappraisalhasalwaystodevelopperformancemeasuresandtheuseofappraisalisthekeypartofthisprocess.Quantitativemeasureofperformancecommunicatedasstandardsinthebusinessandindustrylevelstandardstranslatedtoindividualperformance.TheintroductionoftechniquessuchasthebalancedscorecarddevelopedbyKaplanandNorton（1992）.

Performancemeasuresandevaluationincludedfinancial,customerevaluation,feedbackoninternalprocessesandLearningandGrowth.PerformancestandardsalsoincludedqualitativemeasuresWhicharguethatthereisanoveremphasisonmetricsofquantitativeapproachabovethedefinitionsofqualityservicesandtotalqualitymanagement.Intermsofperformancemeasurestherehasbeenatransformationinliteratureandamoveinthe1990stothefinancialrewardslinkedtothelevelofperformance.Thedebateswillbediscussedlaterinthepaper.

13.3CriticismofAppraisals

Critiquesofappraisalhavecontinuedasappraisalshaveincreasedinuseandscopeacrosssectorsandoccupations.Thedominantcritiqueisthemanagementframeworkusingappraisalasanorthodoxtechniquethatseekstoremedytheweaknessandproposeofappraisalsasasystemtodevelopperformance.

This“orthodox”approach