绩效考核外文文献及其译文

TheDilemmaofPerformanceAppraisalPeterProwseandJulieProwseMeasuringBusinessExcellence,Vol.13Iss:4,pp.69-77AbstractThispaperdealswiththedilemmaofmanagingperformanceusingperformanceappraisal.Theauthorswillevaluatethehistoricaldevelopmentofappraisalsandarguethatthecriticalareaoflinemanagementdevelopmentthatwasbeenidentifiedasacriticalsuccessfactorinappraisalshasbeenignoredinthelaterliteratureevaluatingtheeffectivenessofperformancethroughappraisals.Thispaperwillevaluatetheaimsandmethodsofappraisal,thedifficultiesencounteredintheappraisalprocess.Italsore-evaluatesthelackoftheoreticaldevelopmentinappraisalandmovefromhepsychologicalapproachesofanalysistoamorecriticalrealisationofapproachesbeforere-evaluatingthechallengetoremovesubjectivityandbiasinjudgementofappraisal.13.1IntroductionThispaperwilldefineandoutlineperformancemanagementandappraisal.Itwillstartbyevaluatingwhatformofperformanceisevaluated,thendeveloplinkstothedevelopmentofdifferentperformancetraditions(Psychologicaltradition,ManagementbyObjectives,MotivationandDevelopment).Itwilloutlinethehistoricaldevelopmentofperformancemanagementthenevaluatehighperformancestrategiesusingperformanceappraisal.Itwillevaluatethecontinuingissueofsubjectivityandethicaldilemmasregardingmeasurementandassessmentofperformance.Thepaperwillthenexaminehoworganisationsmeasureperformancebeforeevaluationofresearchonsomerecenttrendsinperformanceappraisal.Thischapterwillevaluatethehistoricaldevelopmentofperformanceappraisalfrommanagementbyobjectives(MBO)literaturebeforeevaluatingthedebatesbetweenlinkagesbetweenperformancemanagementandappraisal.Itwilloutlinethedevelopmentofindividualperformancebeforelinkingtoperformancemanagementinorganizations.Theoutcomesoftechniquestoincreaseorganizationalcommitment,increasejobsatisfactionwillbecriticallyevaluated.ItwillfurtherexaminethetransatlanticdebatesbetweenliteratureonefficiencyandeffectivenessintheNorthAmericanandtheUnitedKingdom)evidencetoevaluatetheHRMdevelopmentandcontributionofperformanceappraisaltoindividualandorganizationalperformance.13.2WhatisPerformanceManagement?ThefirstissuetodiscussisthedifficultyofdefinitionofPerformanceManagement.ArmstrongandBarron(1998:8)defineperformancemanagementas:AstrategicandintegratedapproachtodeliveringsustainedsuccesstoorganisationsbyImprovingperformanceofpeoplewhoworkinthembydevelopingthecapabilitiesofteamsAndindividualperformance.13.2.1PerformanceAppraisalAppraisalpotentiallyisakeytoolinmakingthemostofanorganisation’shumanresources.Theuseofappraisaliswidespreadestimatedthat80–90%oforganizationsintheUSAandUKwereusingappraisalandanincreasefrom69to87%oforganisationsbetween1998and2004reportedaformalperformancemanagementsystem(ArmstrongandBaron,1998:200).Therehasbeenlittleevidenceoftheevaluationoftheeffectivenessofappraisalbutmoreonthedevelopmentinitsuse.Between1998and2004asamplefromtheCharteredInstituteofPersonnelandDevelopment(CIPD,2007)of562firmsfound506wereusingperformanceappraisalinUK.Whatisalsovitaltoemphasiseistherisinguseofperformanceappraisalfeedbackbeyondperformanceforprofessionalsandmanagerstonearly95%ofworkplacesinthe2004WERSsurvey(seeTable13.1).ClearlytheuseofAppraisalshasbeenthedevelopmentandextensionofappraisalstocoveralargeproportionoftheUKworkforceandthecoverageofnonmanagerialoccupationsandtheextendeduseinprivateandpublicsectors.13.2.2ThePurposeofAppraisalsThecriticalissueiswhatisthepurposeofappraisalsandhoweffectiveisit？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..13.2.3HistoricalDevelopmentofAppraisalThehistoricaldevelopmentofperformancefeedbackhasdevelopedfromarangeofapproaches.FormalobservationofindividualworkperformancewasreportedinRobertOwens’sScottishfactoryinNewLanarkintheearly1800s(Cole,1925).OwenhungovermachinesapieceofcolouredwoodovermachinestoindicatetheSuperintendent’sassessmentofthepreviousday’sconduct(whiteforexcellent,yellow,blueandthenblackforpoorperformance).ThetwentiethcenturyledtoF.W.Taylorandhismeasuredperformanceandthescientificmanagementmovement(Taylor,1964).The1930sTraitsApproachesidentifiedpersonalityandperfor