英语专业论文Performance Management.docx

1、英语专业论文Performance ManagementPerformance Management:From Model to ImplementationAcknowledgementsIt is completely impossible for me to acknowledge individually the help I have received in evolving my ideas presented here. My former professional colleagues in Siemens and LG, and some close friends work

2、ing in various enterprises have encouraged, supported and inspired me during the past days. I have really gained a lot from them. My particular gratitude goes to SHIFT and all the professors that taught me. Without the learning environment of SHIFT and the teaching of the devoted and dedicated profe

3、ssors in the past two years, it would be impossible for me to complete the thesis and my education. These professors include but are not limited to Huang Yuanshen, Lu Naisheng, Luo Guoliang, Xu Yaqin, Wu Xiaoyu and Zhu Peifen, whose lectures have really given me tremendous inspiration. Finally, my s

4、incere and the most important acknowledgement need and should go to my kind supervisor Professor Wen Jianping, and my beloved husband Bob Miao. Since the very day when I began my postgraduate study, Professor Wen has never stopped offering me her patient coaching, assistance and encouragement, which

5、 are really appreciated. I have been tremendously moved by her meticulosity and her devotion to the cause of education. My husband Bob, who is regarded as an expert on PM in the HR field, has inspired me amazingly during my writing journey, and tried to spare his precious time in polishing my thesis

6、. Were it not for their patient support and encourage, this thesis would never have been completed. AbstractPerformance Management (PM), currently, is really a buzzword in various kinds of organizations. In order to improve the performance of the whole team, the HR Department employs different tools

7、 of PM; however, the implementation process and the results are far from satisfactory. In view of this, the author firstly proposes a model on PM that links all key factors together in PM execution. This is based on the authors knowledge of varied PM theories as well as on-the-job experience in LG a

8、nd Siemens. The model clearly states the importance of Strategy Communication, Communication and Coaching, and Corporate Culture, which are often ignored by managers in daily management. It could be said that, without these elements, PM efforts would definitely end up with failure. And next, an impl

9、ementation process of PM is put forward and elaborated with cases.Finally, the author points out six types of possible failures in practical implementation, and meanwhile, proposes some recommendations for improvement. Key Words: Performance Management; Performance; Strategy; Communication; Corporat

10、e Culture 摘 要业绩管理(又称绩效管理), 对当今各类企业及组织来说,是一个让管理者异常头痛的话题。表面上看,几乎所有的企业组织机构都在实施所谓的业绩管理, 但结果如何、对业绩的提升到底有何作用,恐怕十之八九的管理者都会摇头叹息。鉴于此, 本文作者在较为深入地学习研究了解管理大师们的业绩管理理论并结合在不同企业人力资源部门实践的基础上,提出了企业正确实施业绩管理的参考模型,把企业常常忽略的战略沟通、沟通教练和企业文化融入模型当中, 并置后两者于至关重要的地位。可以说,脱离了它们,业绩管理根本无从谈起。 接下来,作者从实践的角度颇具创新地提出了在企业推进业绩管理的过程和步骤,并结合实例

11、进行了详细阐述。最后, 作者基于自己对理论的总结和在企业实地的调查,指出了当今企业实施业绩管理失败的六大因素,并针对性地提出了合理的建议及改进的办法。关键词: 业绩管理, 业绩, 战略, 沟通，企业文化ContentsIntroduction 6Chapter I Theories on Performance Management 71.1 Definitions of Performance Management 71.2 Methodologies and Tools in PM 81.2.1 360 Degree Review 91.2.2 Management by Objectiv

12、es 91.2.3 Benchmarking 111.2.4 Balanced scorecard 121.2.5 Performance Appraisal 131.3 Performance AppraisalPerformance Management 14Chapter II Model on Performance Management 172.1 Strategy Communication 182.2 Key Performance Indicators and Objective Setting 202.3 Action Planning 222.4 Appraisal and

13、 Review 222.5 Pay and Development 232.6 Communication and Coaching 252.7 Corporate Culture 27Chapter III Process for the Implementation of PM 303.1 Form a Project Team 303.2 Analyze Current Problems 313.3 Set objectives and KPI 313.3.1 Company Objectives 313.3.2 Department/Branch Goals 323.3.3 Indiv

14、idual Performance Goals 333.4 Clarify Vision and Strategy in the Organization 343.5 Performance Planning 383.6 Link Performance to Rewards System 413.7 Performance Appraisal and Review 453.8 Continuous Feedback 503.9 Annual Summary Meeting 52Chapter IV Conclusion 56Bibliography 58IntroductionSince t

15、he late 1950s, management gurus have put forward their unique views on Performance Management (PM) one after another. With the increasing expansion of modern enterprises and the fierce market competition worldwide, theories on PM seem to have been on the way to perfection. The practice in various or

16、ganizations, however, has never been as satisfying as executives expected. In recent years, PM has increasingly become a buzzword in numerous companies, large or small. A survey conducted by Price Waterhouse Coopers Consulting in 2003 told us another story: 87.6% of the employees have various kinds or complaints about their internal PM system w