评语大全之绩效考核英文评语.docx

评语大全之绩效考核英文评语.docx

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评语大全之绩效考核英文评语

评语大全之绩效考核英文评语

绩效考核英文评语

【篇一：

绩效考核外文文献及其译文】

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%oforganisationsbetween1998and2004reportedaformal

performancemanagementsystem（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?

ithasbeenarguedbyoneschoolofthoughtthattheseprocesscannotbeperformedeffectivelyunlessthelinemanagerofpersonprovidingfeedbackhastheinterpersonalinterviewingskillstoprovidethatfeedbacktopeoplebeingappraised.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,averageor

needstoimproveorpoor.theseratingsareassignednumericalvaluesandaddedtoastatementornarrativecommentbytheassessor.itwouldalsoleadtoidentifyanypotentialneedfortrainingandmoreimportantlytoidentifytalentforcareersinlinemanagementsupervisionandfuturemanagerialpotential.

post1945developedintotheresults-orientedapproachesandledtothedevelopmentofmanagementbyobjectives（mbo）.thisprovidedaimsandspecifictargetstobeachievedandwithintimeframessuchaspecificsales,profitability,anddeadlineswithfeedbackonpreviousperformance（wherry,1957）.

thedeadlinesmayhaverequiredalterationandledtospecificperformancerankingsofstaff.italsoprovidedaforceddistributionofrankingsofcomparativeperformanceandpairedcomparisonrankingofperformanceandsettingandachievingobjectives.

inthe1960sthedevelopmentofself-appraisalbydiscussionledtospecifictimeandopportunityfortheappraiseetoreflectivelyevaluatetheirperformanceinthediscussionandtheinterviewdevelopedintoaconversationonarangeoftopicsthattheappraiseneededtodiscussintheinterview.untilthisperiodthesuccessoftheappraisalwasdependentonskillofinterviewer.

inthe1990sthedevelopmentof360-degreeappraisaldevelopedwhereinformationwassoughtfromawiderrangeofsourcesandthefeedbackwasnolongerdependentonthemanager-subordinatepowerrelationshipbutincludedgroupsappraisingtheperformanceoflinemanagersandpeerfeedbackfrompeergroupsonindividualperformance（redmanandsnape,1992）.thefinaldevelopmentofappraisalinterviewsdevelopedinthe1990swiththeemphasisonthelinkingperformancewithfinancialrewardwhichwillbediscussedlaterinthepaper.

13.2.4measuresofperformance

thedilemmaofappraisalhasalwaystodevelopperformancemeasuresandtheuseofappraisalisthekeypartofthisprocess.quantitativemeasureofperformancecommunicatedasstandardsinthebusinessandindustrylevelstandardstranslatedtoindividualperformance.theintroductionoftechniquessuchasthebalancedscorecarddevelopedbykaplanandnorton（1992）.

performancemeasuresandevaluationincludedfinancial,customerevaluation,feedbackoninternalprocessesandlearningandgrowth.performancestandardsalsoincludedqualitativemeasureswhicharguethatthereisanoveremphasisonmetricsofquantitativeapproachabovethedefinitionsofqualityservicesandtotalqualitymanagement.intermsofperformancemeasurestherehasbeenatransformationinliteratureandamoveinthe1990stothefinancialrewardslinkedtothelevelofperformance.thedebateswillbediscussedlaterinthepaper.

13.3criticismofappraisals

critiquesofappraisalhavecontinuedasappraisalshaveincreasedinuseandscopeacrosssectorsandoccupations.thedominantcritiqueisthemanagementframeworkusingappraisalasanorthodoxtechniquethatseekstoremedytheweaknessandproposeofappraisalsasasystemtodevelopperformance.

this“orthodox”approacharguesthereareconflictingpurposesofappraisal（strebleretal,2001）.appraisalcan