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Keywords:
PerformanceEvaluationwithanalysisoftheproposed
21stcenturyistheeraofknowledgeeconomy,aseconomiccompetitionintensifies,itisincreasinglyrecognizedthathumanresourcesarethecurrenteraofeconomicdevelopmentofthefirstresource.AsthehumanresourcesmanagementinthedevelopmentofChineseenterprisesbecomemoresophisticated,performancemanagement,humanresourcesmanagementasanimportantcomponentofthepositionwithintheenterpriseisalsomoreimportant.Humanresourcemanagementperformanceappraisalisoneofthecoreissueistoprotectandpromotetheorderlyoperationoftheinternalmanagementmechanism,themanagementobjectivesoftheenterprisemustbecarriedoutbyamanagementbehavior.
OrganizationalbehaviorUnitedStateswherescientistsYuehanYiLasitsviewthatperformanceassessmentcanachievethepurposeofthefollowingeightareas:
staffpromotion,demotion,transferandseparationoftheassessment;
organizationemployeeperformanceevaluationfeedback;
employeesandteamtoassessthecontributionoftheorganization;
toprovidethebasisforemployeecompensationdecisions;
fortherecruitmentselectionandassessmentoftheworkallocationdecisions;
understandthestaffandteamtrainingandeducationneeds;
understandingofstaffandteamtrainingandeducationneeds;
theworkplan,budgetandhumanresourcesplanningassessmentstoprovideinformation.
Employeeperformanceappraisalisaneffectivemeansofbusinessmanagementistheprimarymeansofbusinessmanagementinthecoreofirreplaceable.However,therearealotofbusinessperformanceevaluationandbusinessdevelopmentstrategyforthephaseoutofline,businessperformanceevaluationsystemisonlyanemptyshellitimpossibletoachievethepurposeofstaffappraisal,andevencounterproductive,leadingtobraindrain.Therefore,theworkoftheenterprise'
sperformanceappraisalanalysistoidentifyproblemsandsolvetheseproblemsbecomeimperativetowork.
1.1对绩效考核的认识不充分1CurrentProblemsandPerformanceAssessmentAnalysis
1.1pairsofinadequateunderstandingofperformanceappraisal
（1）认为绩效考核只是人力资源部的事。
（1）Thattheperformanceappraisalisonlyhumanresourcesmatter.很多企业认为绩效考核是绩效管理的内容，而绩效管理又是人力资源管理职能之一，所以认为绩效考核只是人力资源部的事。
Manyenterprisesbelievethattheperformanceappraisalisperformancemanagementcontent,andperformancemanagementisoneofthefunctionsofhumanresourcemanagement,sothatHRperformanceevaluationisonlyamatter.企业高层只做关于实施绩效考核的指示并未具体指导；
人力资源部在与其他职能部门进行沟通如何完善绩效考核时不能得到积极配合。
Corporateexecutivesonlytheinstructionsontheimplementationofperformanceappraisalisnotspecificallyguidance;
HumanResourcesfunctionsincommunicationwiththeotherhowtoimprovetheperformanceappraisalcannotbeactivelycooperate.
（2）对绩效考核目标认识不够。
（2）Insufficientunderstandingoftheobjectivesofperformanceappraisal.现在许多企业强调引进先进考核手段，而领导者认为考核只是奖优罚劣，对绩效考核的最终目的没有一个清楚的认识。
Manycompaniesnowemphasizetheintroductionofadvancedassessmenttools,andleadershipthattheassessmentisJiangyoufalie,theultimategoalofperformanceappraisalisnotaclearunderstanding.绩效考核的根本目的是要促进工作效果和效率，改进绩效；
绩效考核的根本目的是改进，是考核员工是否按照工作规定完成工作任务。
Thefundamentalpurposeofperformanceappraisalistopromotetheeffectivenessandefficiency,improveperformance;
performanceevaluationistoimprovethefundamentalpurposeistoworkinaccordancewiththeprovisionsofassessingwhetherthestafftocompletetasks.考核结果的好坏不是目的，而是要分析原因。
Thequalityisnotthepurposeofexaminationresults,buttoanalyzethereasons.考核结果不仅用于分配报酬，还可用于晋升、培训、岗位调整等，但很多企业仅将考核结果简单用于解决薪酬问题。
（3）认为绩效考核独立存在。
（3）Thattheperformanceevaluationexistindependently.绩效考核虽然是企业管理不可缺少的一项核心工作，但并不是可以独立存在的，它需要有其他的相关工作作为基础。
Althoughperformanceappraisalisanessentialbusinessmanagementcore,butnottoindependentexistence,itneedsasabasisforotherrelatedwork.考核只是最终的一个环节，而且这种考核必须建立在这样几个基础之上才会有效：
合理的绩效目标、明确的绩效标准、绩效辅导和客观绩效记录、绩效改进和员工技能发展。
Thefinalappraisalisjustapartof,andthisassessmentmustbebasedonafewtobeeffectivebasedon:
reasonableperformancegoals,clearperformancestandards,performancecounselingandobjectiverecordofperformance,performanceimprovementandemployeeskillsdevelopment.只有在以上这些工作的基础上，绩效考核才会是客观公正的，才能让员工接受，也才更有实际意义。
Onlyonthebasisofthesework,performanceevaluationwillbeobjectiveandfairinorderforstafftoaccept,butalsoagreaterpracticalsignificance.
1.2绩效考核目的不明确1.2Thepurposeofperformanceappraisalisnotclear
（1）目标设定模糊，设定过程缺乏有力控制。
（1）Goalsettingfuzzy,setduringthelackofeffectivecontrol.工作计划表中有目标设定一栏，考核制度也有要求每项工作必须有清晰的目标。
Workschedulehassetatargetcolumn,hasaskedeachoftheassessmentsystemmusthaveclearobjectives.如果企业要实行绩效考核,那么就要清楚的知道为什么要实行绩效考核。
Iftheenterprisestoimplementperformanceappraisal,thentheywouldknowexactlywhytheimplementationofperformanceappraisal.但从实际执行情况来看，当前我国很多企业绩效考核目的不明确，许多企业没有明确绩效考核目的，有时甚至是为了考核而考核，企业考核方和被考核方都未能充分清楚地了解绩效考核只是一种管理手段，本身却并非是管理的目的。
However,theactualimplementationpointofview,thecurrentperformanceappraisalofthepurposeofmanycompaniesisnotclear,manycompaniesdonothaveaclearpurposeofperformanceappraisal,andsometimesevenforassessmentandevaluation,businessevaluationappraisalsidebysideandnotfullyclearunderstandingoftheperformanceappraisaljustamanagementtoolinitselfisnotthepurposeofmanagement.绝大多数企业在工作计划表的目标设定一栏基本上填写的都是“完成”，但这并不能反映工作“完成”的具体状况，所以使考核无从下手。
Mostenterprisesintheworkscheduleisbasicallyacolumnfilledgoalsettingare"
complete"
butthisdoesnotreflectthework"
completed"
thespecificconditions,sothatassessmentcannotstart.
（2）对企业绩效考核的目的认识不够的现象是很多企业都存在的问题。
（2）Thepurposeoftheenterpriseperformanceappraisalisnotenoughunderstandingofthephenomenonisthatmanycompanieshaveproblems.许多管理者将绩效考核看作是管理和控制员工的一种手段,认为绩效考核的目的是让员工依照管理者的安排和意愿来做工作。
Manymanagerswillbethemanagementandperformanceappraisalasameansofcontrollingemployeesthatthepurposeofperformanceappraisalistoenableemployeesinaccordancewiththearrangementsandwillingnessofmanagerstodowork.因此,管理者会以绩效考核的方式来牵制员工,建立自己的威信和展示自己的权威,把绩效考核的成绩当作挑员工毛病、批评和惩罚员工的依据,这种绩效考核对员工的心理带来很大的压力,造成不好的影响,使员工觉得绩效考核是管理者用来控制他们的手段和工具,所谓的绩效考核也就相当于挑毛病。
Therefore,managerswillbeawaytocontaintheperformanceappraisalstaff,toestablishtheirowncredibilityandtoshowtheirauthority,theperformanceappraisalofstaffperformanceproblemsaschallenges,criticismandpunishmentaccordingtothestaffthatthepsychologicalstaffperformanceappraisalagreatdealofpressure,creatingabadimpact,sothatemployeesfeelthatperformanceappraisalformanagerstocontroltheirinstrumentsandtools,itisequivalenttotheso-calledfault-findingperformanceappraisal.因此,员工会产生逆反心理,增加恐惧感,自然的就会对绩效考核产生抵触情绪,最终造成绩效考核实施失败。
Thus,employeeswillhavereversepsychologytoincreasethefear,itwillnaturallyproduceresentmentontheperformanceappraisalsystem,andeventuallyfailureoftheimplementationofperformanceappraisal.同时，很多企业把绩效考核的目的认为就是制定员工薪酬的依据，因而不能发挥绩效考核对员工的业绩评定与认可作用，也无法实现它对员工的激励或是惩戒作用。
其实“把薪酬与绩效结合”应该是绩效考核的副产品，它是保证绩效管理能起到效果的重要手段，而不应该是绩效管理的主要目的。
（3）绩效考核的目的可分为五类:
一、作为晋升、解雇和调整岗位的依据;
二、作为确定工资、奖励的依据;
三、作为潜能开发和教育培训的依据;
四、作为调整人事政策、激励措施的依据;
五、考核结果供生产、采购、营销、研发、财务等部门制定工作计划和决策时参考。
（3）Thepurposeofperformanceappraisalcanbedividedintofivecategories:
First,asapromotion,dismissal,andadjustthepositionofthebasis;
Second,fordeterminingthesalaryandbonusbasis;
three,asthepotentialbasisforthedevelopmentandeducationandtraining;
four,asadjustedpersonnelpolicy,basedonincentives;
five,examinationresultsfortheproduction,procurement,marketing,researchanddevelopment,financeandotherdepartmentstodevelopworkplansanddecision-makingreference.只有明确了绩效考核的目的后，绩效考核工作才可能围绕这个目的有条不紊地展开。
Onlytheclearpurposeofperformanceappraisal,theperformanceassessmentmayfocusonthisgoalwaswellunderway.
1.31.3绩效考核标准设计不科学Performanceevaluationstandarddesignunscientific
（1）绩效考核标准模糊,表现为标准欠缺、标准与工作的相关性不强，操作性差或主观性太强，过于单一和标准没有量化等现象。
（1）Performanceappraisalstandardfuzzy,lackofperformanceasastandard,standardsandrelevanceoftheworkisnotstrong,operationalpoorortoosubjective,toosingle,andstandardsarenotquantifiedandsoon.工作标准中只有一些文字性评语，没一个可以客观评分的标尺，使得评价者可以随意给个分数或考核结果。
Workstandards,onlyafewwordsofreviews,notanobjectivescoringscalesothattheevaluatorsarefreetogiveascoreorexaminationresults.
（2）对企业员工进行绩效考核,其结果难以客观的进行判断，不同的主观理解使考核结果产生偏差。
（2）Employeeperformanceappraisal,theresultdifficulttojudgeobjectively,thesubjectiveunderstandingofthedifferentresultsoftheevaluationbias.结果，就会产生对标准衡量尺度的宽严不一。
Result,thestandardwillhaveadifferentmeasureofmoreorlessfavorable.有些考核者要求过高，经常表现出对员工的工作感到失望，在考核时，就会低估员工应得到的评价。
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