TheDilemmaofPerformanceAppraisal绩效考核的困境大学毕业论文外文文献翻译及原文.docx

1、TheDilemmaofPerformanceAppraisal绩效考核的困境大学毕业论文外文文献翻译及原文 毕 业 设 计（论文）外 文 文 献 翻 译文献、资料中文题目：绩效考核的困境文献、资料英文题目：The Dilemma of Performance Appraisal文献、资料来源：文献、资料发表（出版）日期：院 （部）： 专 业： 班 级： 姓 名： 学 号： 指导教师： 翻译日期： 2017.02.14The Dilemma of Performance AppraisalPeter Prowse and Julie Prowse Measuring Business Exce

2、llence,Vol.13 Iss:4,pp.69 - 77AbstractThis paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical succe

3、ss factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals.This paper willevaluatethe aims and methodsof appraisal, thedifficulties encountered in the appraisalprocess. It also re-evaluates the lack of theoretical development in ap

4、praisaland move from he psychological approachesof analysistoamorecritical realisation ofapproaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.13.1IntroductionThis paper will define and outline performance management and appraisal. It will start by e

5、valuating what form of performance is evaluated, then develop links to the development of different performance traditions (Psychological tradition, Management by Objectives, Motivation and Development).It will outline the historical development of performance management then evaluate high performan

6、ce strategies using performance appraisal. It will evaluate the continuing issue of subjectivity and ethical dilemmas regarding measurement and assessment of performance. The paper will then examine how organisations measure performance before evaluation of research on some recent trends in performa

7、nce appraisal. This chapter will evaluate the historical development of performance appraisal from management by objectives (MBO) literature before evaluating the debates between linkages between performance management and appraisal. It will outline the development of individual performance before l

8、inking to performance management in organizations. The outcomes of techniques to increase organizational commitment, increase job satisfaction will be critically evaluated. It will further examine the transatlantic debates between literature on efficiency and effectiveness in the North American and

9、the United Kingdom) evidence to evaluate the HRM development and contribution of performance appraisal to individual and organizational performance. 13.2 What is Performance Management?The first is sue to discuss is the difficulty of definition of Performance Management. Armstrong and Barron(1998:8)

10、 define performance management as: A strategic and integrated approach to delivering sustained success to organisations by Improving performance of people who work in them by developing the capabilities of teams And individual performance. 13.2.1 Performance AppraisalAppraisal potentially is a key t

11、ool in making the most of an organisations human resources. The use of appraisal is widespread estimated that 8090%of organizations in the USA and UK were using appraisal and an increase from 69 to 87% of organisations between 1998 and 2004 reported a formal performance management system (Armstrong

12、and Baron, 1998:200).There has been little evidence of the evaluation of the effectiveness of appraisal but more on the development in its use. Between 1998 and 2004 a sample from the Chartered Institute of Personnel and Development (CIPD, 2007) of 562 firms found 506 were using performance appraisa

13、l in UK. What is also vital to emphasise is the rising use of performance appraisal feedback beyond performance for professionals and managers to nearly 95% of workplaces in the 2004 WERS survey (seeTable 13.1).Clearly the use of Appraisals has been the development and extension of appraisals to cov

14、er a large proportion of the UK workforce and the coverage of non managerial occupations and the extended use in private and public sectors. 13.2.2 The Purpose of Appraisals The critical issue is what is the purpose of appraisals and how effective is it ？Researched and used in practice throughout or

15、ganizations? The purpose of appraisals needs to be clearly identified. Firstly their purpose. Randell (1994) states they are a systematic evaluation of individual performance linked to workplace behaviour and/or specific criteria. Appraisals often take the form of an appraisal interview,usually annu

16、al,supported by standardised forms/paperwork.The key objective of appraisal is to provide feedback for performance is provided by the linemanager.The three key questions for quality of feedback: 1. What and how are observations on performance made? 2. Why and how are they discussed? 3. What determines the level of performance in the job? 1 It has been argued by one school of thought that these process cannot be