浅谈人力资源.docx

浅谈人力资源.docx

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浅谈人力资源

浅析人力资源

创优论文整理

绩效，从管理学的角度看，是组织期望的结果，是组织为实现其目标而展现在不同层面上的有效输出，它包括个人绩效和组织绩效两个方面。

绩效考核个人发展,并且可以提高组织绩效和分析业务规划的有效性。

绩效管理是指组织的整体效率。

在组织预设目标、标准和其他的竞争要求条件下，通过理解和管理员工表现评估团队绩效以及个人效率。

在处理外籍人士和本国公民时,维护和开发一个有效的绩效考核体系是至关重要的。

绩效考核系统提供重要的信息，以此来区分不同水平的员工,为员工的发展提供足够的反馈信息。

组织绩效实现应在个人绩效实现的基础上，但是个人绩效的实现并不一定保证组织是有绩效的。

组织选定合适的人选，然后督促他们更好工作，同时也是为了激励员工。

工作描述和工作规范是两个重要的评估指标，是指特定的目标和任务。

对于可评估性和差异性问题方面至关重要，于是理解成目标绩效考核标准。

如果组织的绩效按一定的逻辑关系被层层分解到每一个工作岗位以及每一个人的时候，只要每一个人达成了组织的要求，组织的绩效就实现了员工需要努力,工作的目标通常被用作绩效考核标准的基础。

　　PerformancemanagementreferstotheoverallefficiencyoftheOrganization;Teamperformanceaswellasindividualefficiencyiscreatedbyunderstandingandmanagingemployeeperformancewithinaframeworkofplannedgoals,standardsandothercompetitiverequirements.Performanceappraisaldevelopsindividualperformance,improvesorganisationalperformanceandanalysestheeffectivenessofbusinessplanning.（Sparrow.P,2009）

　　Whenworkingwithexpatriatesandhostcountrynationals,maintaininganddevelopinganeffectiveperformanceappraisalsystemiscrucial.Organizationsshouldretaintherightpeoplethendevelopandpromotetheminordertomotivatetheemployees.Performanceappraisalsystemsprovideimportantinformationtodistinguishbetweenthedifferentperformanceslevelsofemployeesandprovideadequatefeedbackforthedevelopmentoftheemployees.

　　TheJobdescriptionandjobspecificationaretwoimportantevaluatorssincethespecificgoalsandtasksareclearlydefined.Goalscanbetranslatedintoperformanceappraisalcriteria,someasurabilityandspecificityissuesareessentialaspectsandthereforetheneedforhard,softandcontextualgoalsareoftenusedasthebasisforperformanceappraisalcriteria.

　　Hardgoals-criteriathatarequantifiable,objectiveanddirectlymeasuredfore.g.Marketshare,ReturnonInvestment,profits,etc.Hardgoalsareappropriatetocompareperformanceacrossemployeesanddepartments.

　　Softgoals-criteriabasedonrelationshipsortraits,suchasinterpersonalskillsorleadershipstyle.Inordertohaveanaccurateperformanceappraisaloftheemployeesitisessentialtohavesoftgoalsespeciallywhenhardcriteriaarenotavailable.

　　Contextualgoals-considerationfactorsthatmayresultfromthesituationinwhichtheemployeesareperforming.Thesefactorsareindomitablebyforeignoperationsandexternalconditionsassociatedwithit.Fore.g.Multinationalorganizationsusearbitrarytransferpricinginordertominimiseforeignexchangerisksandtaxexpenditures.（DowlingandWelch,2005）

　　Ourcompanywillbeusinghard,soft,andcontextualgoalssincehardcriteriaissupplementedbyfrequentvisitsbyparentcountrystaffandexecutivesalsorelyingonfinancialmeasurementsmentionedabovetoevaluatehowwellamanageroperatesaforeignsubsidiary.Wewillbeusingsoftcriteriatocomplementthesehardgoalsandtotakeareasthatarehardtoquantify.Usingallofthethreecriteria’sforourappraisalsystemwillhelpourcompanytobuilduponthestrengthsandtoreducetheirdisadvantages.

　　Someofthepopularpracticesofappraisingemployeesarebyselfevaluation,peerevaluation,subordinateevaluationandteamappraisals.Itisessentialfortheexpatriatetomeasurehisorherownperformance（selfevaluation）asmeansofup-keepingtheirownlevelsofmotivation.Thisallowsthemtoidentifytheirperformancelevelsandhelpthemassesstheadequacyoftherewardsystemsavailable.Selfevaluationshouldbedonealongwiththesubordinateevaluationandpeerevaluationtohaveawell-balancedperformanceappraisalmeasurement.

　　Whenassignedwithforeignassignments,performanceevaluationoftheexpatriatemanagerscanbedonebyhostcountrymanagersorParentcountrymanagers.Inmostoftheinstances,expatriatemanagerswillbeevaluatedbybothHostcountryandparentcountrymanagersinordertoavoidanybiasevaluations.IftheexpatriateappraisalisonlydonebytheHostcountrymanagers,thencontextualcriteriacanbetakenintoaccountwhenassessinganexpatriate’sjobperformancebuthostcountrymanagerswillhavecultural-boundbiasesthatmaypreventthemtoputtheexpatriatesperformanceintoabroaderorganisationalcontext.Parentcountrymanagersmaynottakecontextualcriteriaintoaccountbuttheycandefinitelyplacetheexpatriate’sperformanceintoabroaderorganizationalframework.Parentcountrymanagerswillbebiasedbythelackofexpertiseandexperienceofworkingoverseas.Thereforetoavoidanymisconceptionswearerecommendingthattheexpatriateperformanceappraisalshouldbedonebyboththehostcountrymanagerandthehostcountrymanagerandtheaverageresultofbothofthemanagerscanbetakenintoaccount.

　　Usingperformanceappraisaltechniquesareimportantduetothefactthatindividualperformanceislinkedtoorganisationalgoals.Whileachiev