员工激励机制外文翻译文献Word文件下载.docx

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ByDennisDaleyowaStateUniversity

Thispaperexaminesonefacetofperformanceappraisal-itsuseasaguideforthedraftingofemployeetraininganddevelopmentplans.Thescopeislimitedinthatitexcludesanyconsiderationastowhethertheseplansareactuallyimplemented.Ourinterestfocusesonlyontheextenttowhichsupervisorsendeavortoassistemployeesincorrectingorovercomingweaknessesandinenhancingordevelopingperceivedstrengths.Thefindingsreportedherearebasedona1981monitoringoftheperformanceappraisalsystemusedbytheStateofIowa.

Ascivilservicereformhasbeeninstitutedinonejurisdictionafteranotherinordertofurtherassureobjective,performancebasedpersonnelpractices,performanceappraisalhasemergedasoneofthekeyissuesinthepersonnelmanagementofthe1980s.Thisheightenedsenseofimportanceandseriousnesshas,inturn,ledtoarenewedinterestinthestudyoftheactualworkingsofperformanceappraisalsystems.

Theusestowhichperformanceappraisalcanbeputaremyriad.TherecentCivilServiceReformActof1978servesasamodelinthisrespect.Herewefindenunciatedwhatmaybetakenasthetypicalorientationtowardtheusesofperformanceappraisal,recommendingthatpersonnelmanagersandsupervisors"

usetheresultsofperformanceappraisalas.abasisfortraining,rewarding,reassigning,promoting,reducingingrade,retaining,andremovingemployees."

Performanceappraisalsystemscanalsoservetovalidatepersonneltestingandselectionprocedures,althoughsuchsystemsarethemselvesalsosubjecttoaffirmativeactionvalidationrequirements.

Theeconomicrecessionsofthe1970sand1980shaveplacedsignificantrestraintsontheseuses,however.Theimpositionofhiringfreezes,thediminishmentofpromotionalopportunities,theadventofreductions-in-force,andthenearabandonmentofmeritpayprovisionsbyfinanciallystrappedgovernmentalentitieshavecontributedtothelossofenthusiasmforperformanceappraisalinmanyquarters.Undersuchcircumstances,performanceappraisal一limitedinitsusetothemorenegativefunctionsofemployeeevaluation-takesonthedreadedimageascribedtothembyDouglasMcGregor（1957）.

Intheirsearchtosalvagesomethingpositivefromamidstthesecircumstancespersonnelspecialistshavealightedupontheuseofperformanceappraisalasaguideforemployeetraininganddevelopment.Thisoffersthemtheopportunityofprovidingpublicemployeeswithaservicethatemployeesviewasbeneficial.Althoughpublicemployeeshaveshownlittleconfidenceinspecificperformanceappraisalsystemsorinthemanagerialabilitiesofthoseresponsiblefortheirimplementation（McGregor,1957;

Levinson,1976;

Nalbandian,1981）,theyhavetendedtodemonstrateamorefavorableattitudewhenthepurposeofperformanceappraisalhasbeenperceivedtobeemployeedevelopment（DecotiisandPetit,1978;

Cascio,1982）.

This,ofcourse,stillposesasignificantproblemtoamultipurposesystemsuchasthatfoundintheStateofIowa.Disenchantmentordistrustwithoneaspectoftheperformanceappraisalsystemmaysignificantlycontributetotheweakeningoftheentireevaluationsystem.

THEIOWAPERFORMANCEEVALUATIONSYSTEM

Inallpublicservicesystemsemployeesareevaluatedperiodically;

mostoftenthisisdoneinformally.Theintroductionofformalsystemsofperformanceappraisal,usuallyinadditiontocontinuedinformalassessment,isarelativelyrecentevent.Formalsystemsofperformanceappraisalaredesignedtoprovideasystematicandobjectivemeasureofindividualjobperformanceand/orpotentialfordevelopment.

AlthoughtheuseofformalperformanceappraisalinIowacanbetracedbackatleasttotheearly1950s（limited,forthemostpart,tosuchrudimentarymethodsastheessayorgraphicratingscale）,theseoccurredwithinafragmentedsetting.Individualdepartmentsandagenciesretaineddescretionoverthechoiceofsuchpersonnelpracticesuntilwellintothe1960s.

UnderGovernorHaroldHughes（1963一1969）anumberofeffortswereundertakento

strengthentheexecutive.AmongthesereformswasthecreationoftheStateMeritSystemofPersonnelAdministration,administeredbytheIowaMeritEmploymentDepartment,in1967.Evenso,therewerenumerousexemptionslimitingtheextentofitscoverage,bothintermsofseparatemeritsystemsoutsideitsjurisdictionandofpatronageappointments.

TheexecutivereformmovementwascontinuedthroughoutthelengthyserviceofGovernorRobertRay（1969-1983）.Strongexecutivesupportwasplacedbehindthedevelopmentofthepersonnelsystem.GovernorRayunsuccessfullyadvocatedexpandingtheIMEDjurisdictionthroughtheeliminationoftheexistingcoverageexemptionsandbyintegratingtheseparatemeritsystemsintoanexecutivepersonneldepartment.Notwithstandingthesomewhat1imitedsuccessofrecentIowagovernors,thebasisforaprofessionalizedpublicservicewasestablishedduringthoseyears.

Onereflectionofthisbasisisthefactthattheuseofastatewideappraisal-by-objectivessystemwasinauguratedin1977.Theimplementationofthissystemfollowedtheintroductionofthemanagement-by-objectivesconceptamonganumberofthelargerstateagencies.Sinceappraisal-by-objectivesisaspecificapplicationorextensionoftheMBOapproach,itwasfeltthatbythismeansexecutivesupportforperformanceappraisalcouldbemorereadilyobtained.Itisknown,ofcourse,thatthelackofmanagerialsupportisasignificantcontributingfactorinthefailureofmanyperformanceappraisalsystems.

TheIowaperformanceevaluationsystemisanideal-typicaldescriptiveexampleoftheappraisal-by-objectivestechnique.Theintroductionofthisapproachin1977wasaccompainedbyaseriesoftrainingsessions（Burke,1977）andsupportedwithsupervisoryandemployeehandbooks.However,trainingfornewsupervisorsandperiodic"

refreshercourses"

appeartohavebeengivenalowpriorityinIowa,asisgenerallythecaseinpublicsectorpersonnelsystems.Iowa'

suseofappraisal-by-objectivesisdesignedasaparticipatorysystem.Employeeparticipationisahallmarkfoundamongmostmodernmanagementapproachesandhasbeenlinkedtosuccessfulpublicsectorperformanceappraisalsystems（Lovrich,etal，1981）.

TheIowaperformanceevaluationprocessisinitiatedwithjointcompletionof"

SectionA:

ResponsibilitiesandStandards/ResultsExpected"

（alsoreferredtoasthe"

jobdescription"

）bythesupervisorandemployee.Thisisthefirstofthreesectionsincludedintheperformanteappraisalform/process.SectionAiscompletedatthebeginningoftheannualappraisalperiodwhilesectionsBandCarewrittenupatitsconclusion.Theemployeeistobegivenpriornoticeoftheconferenceandsuppliedcopiesofpreviousevaluationforuseasguides.

Eighttotenmajorresponsibilities（fourtofiveisthenorm）aretobeselectedand，writtendowninaresults-orientedformatwithspecificstandardsbywhichtheachievementoftheseresultsaretobemeasured.Theseindividualresponsibilitiesareweightedthroughtheuseofanadditiveformulawhichfactorsinthetimespentoneachtaskandtheevaluationofitsimportanceortheconsequenceoferror（afivepointLikert-typescaleisusedforboth）.Theoverallemployeeratingistheweightedaverageoftheseindividualresponsibilityratings（alsobasedonafivepointscale）.

Intheeventthattheseresponsibilitiesneedtobesubjecttomodificationduetochangingcircumstances,anewSectionAwouldbepreparedbythesupervisorandemployee.Duringthecourseoftheevaluationperiodthesupervisorisalsoencouragedtousea"

criticalincident"

approach.Bothformal（withwrittencopyinsertedintotheemployee'

sfile）andinformalcommunicationsbetweenemployeesandsupervisorsareencouraged.Fornegativeincidentsitisimportantthatarecordofcorrectiveactionbedocumented;

employeesmustbenotifiediftheyaredoingsomethingwrongandthesupervisionmustindicatehowtheycancorrecttheirbehavior.

Attheendoftheevaluationperiod,againfollowingadvancednotice,theemployeeandsupervisormeettodiscusstheemployee'

sjobperformanceinlightoftheresponsibilitiesoutlinedintheemployee'

sSectionA.Worksheetsareusedatthismeetingwithaformalevaluationpreparedonlyafterward.Atthisappraisalinterviewthesupervisordiscusses"

SectionB:

PerformanceReview/Rating"

withtheemployee.Employeesarealsogiventheopportunitytoformallycommentonthefinalevaluationform.Historicallyonlyfivepercentdoso,ofwhichundertwopercentcanbeclassifiedasnegativecomments.

"

SectionC:

SummaryofTotalJobPerformanceandFuturePerformancePlans"

isalsocompletedatthistime.Basically,thisisanessayevaluation.Thesupervisorisprovidedtheopportunitytolisttheemployee'

s"

areasofstrengthandthose"

areasneedingimprovement."

Inthelatterinstances"

traininganddevelopmentalplans"

forcorrectingthesearesupposedtobefiled.

DATACOLLECTION

InconjunctionwithitsimplementationeffortstheIowaMeritEmploymentDepartmentengagedinatwo-yearmonitoringofitsappraisal-by-objectivesevaluationsystem.Theresultsofthismonitoringproject,involvingthesamplingofperformanceappraisalssubmittedinbetweenJuly1978andDecember1979,werereportedtostateofficialsinJanuary1980.Thefirstmonitoringprojectledtoanumberofminorchangesintheperformanceevaluationsystem.Formostpartthesemodificationsrepresented"

wordchanges;

"

e.g.,insteadoflisting"

employee