绩效考核管理外文翻译参考文献Word格式.docx

绩效考核管理外文翻译参考文献Word格式.docx

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Performanceappraisalsareessentialfortheeffectivemanagementandevaluationofstaff.Appraisalshelpdevelopindividuals,improveorganizationalperformance,andfeedintobusinessplanning.Formalperformanceappraisalsaregenerallyconductedannuallyforallstaffintheorganization.Hisorherlinemanagerappraiseseachstaffmember.DirectorsareappraisedbytheCEO,whoisappraisedbythechairmanorcompanyowners,dependingonthesizeandstructureoftheorganization.

Annualperformanceappraisalsenablemanagementandmonitoringofstandards,agreeingexpectationsandobjectives,anddelegationofresponsibilitiesandtasks.Staffperformanceappraisalsalsoestablishindividualtrainingneedsandenableorganizationaltrainingneedsanalysisandplanning.

Performanceappraisalsalsotypicallyfeedintoorganizationalannualpayandgradingreviews,whichcommonlyalsocoincidewiththebusinessplanningforthenexttradingyear.

Performanceappraisalsgenerallyrevieweachindividual'

sperformanceagainstobjectivesandstandardsforthetradingyear,agreedatthepreviousappraisalmeeting.Performanceappraisalsarealsoessentialforcareerandsuccessionplanning-forindividuals,crucialjobs,andfortheorganizationasawhole.

Performanceappraisalsareimportantforstaffmotivation,attitudeandbehaviordevelopment,communicatingandaligningindividualandorganizationalaims,andfosteringpositiverelationshipsbetweenmanagementandstaff.

Performanceappraisalsprovideaformal,recorded,regularreviewofanindividual'

sperformance,andaplanforfuturedevelopment.

Jobperformanceappraisals-inwhateverformtheytake-arethereforevitalformanagingtheperformanceofpeopleandorganizations.

Managersandappraisescommonlydislikeappraisalsandtrytoavoidthem.Tothesepeopletheappraisalisdauntingandtime-consuming.Theprocessisseenasadifficultadministrativechoreandemotionallychallenging.Theannualappraisalismaybetheonlytimesincelastyearthatthetwopeoplehavesatdowntogetherforameaningfulone-to-onediscussion.Nowonderthenthatappraisalsarestressful-whichthendefeatsthewholepurpose.

Appraisalsaremucheasier,andespeciallymorerelaxed,ifthebossmeetseachoftheteammembersindividuallyandregularlyforone-to-onediscussionthroughouttheyear.

Meaningfulregulardiscussionaboutwork,career,aims,progress,development,hopesanddreams,life,theuniverse,theTV,commoninterests,etc.,whatever,makesappraisalssomucheasierbecausepeoplethenknowandtrusteachother-whichreducesallthestressandtheuncertainty.

Putoffdiscussionsandofcoursetheyloomverylarge.Sodon'

twaitfortheannualappraisaltositdownandtalk.Thebossortheappraisescaninstigatethis.

Ifyouareanemployeewithashyboss,thentakethelead.Ifyouareabosswhorarelysitsdownandtalkswithpeople-orwhosepeoplearenotusedtotalkingwiththeirboss-thensetaboutrelaxingtheatmosphereandimprovingrelationships.Appraisals（andwork）alltendtobeeasierwhenpeoplecommunicatewellandknoweachother.

Sositdowntogetherandtalkasoftenasyoucan,andthenwhentheactualformalappraisalsaredueeveryonewillfindthewholeprocesstobefarmorenatural,quick,andeasy-andalotmoreproductivetoo.

2.Appraisals,socialresponsibilityandwhole-persondevelopment

Thereisincreasinglyaneedforperformanceappraisalsofstaffandespeciallymanagers,directorsandCEO'

s,toincludeaccountabilitiesrelatingtocorporateresponsibility,representedbyvariousconvergingcorporateresponsibilityconceptsincluding:

the“TripleBottomLine”;

corporatesocialresponsibility（CSR）;

Sustainability;

corporateintegrityandethics;

FairTrade,etc.Theorganizationmustdecidetheextenttowhichtheseaccountabilitiesarereflectedinjobresponsibilities,whichwouldthennaturallyfeatureaccordinglyinperformanceappraisals.Moreaboutthisaspectofresponsibilityisinthedirectors’jobdescriptionssection.

Significantlyalso,whilethisappraisaloutlineisnecessarilyaformalstructurethisdoesnotmeanthatthedevelopmentdiscussedwiththeappraisesmustbeformalandconstrained.Infacttheoppositeapplies.Appraisalsmustaddress“wholeperson”development-notjustjobskillsortheskillsrequiredforthenextpromotion.

Appraisalsmustnotdiscriminateagainstanyoneonthegroundsofage,gender,sexualorientation,race,religion,disability,etc.

TheUKEmploymentEquality（Age）Regulations2006,（consistentwithEurope）,effectivefrom1stOctober2006,makeitparticularlyimportanttoavoidanycomments,judgments,suggestions,questionsordecisionswhichmightbeperceivedbytheappraisestobebasedonage.Thismeanspeoplewhoareyoungaswellasold.Age,alongwithothercharacteristicsstatedabove,isnotalawfulbasisforassessingandmanagingpeople,unlessproper'

objectivejustification'

canbeproven.SeetheAgeDiversityinformation.

Whendesigningorplanningandconductingappraisals,seektohelpthe'

whole-person'

togrowinwhateverdirectiontheywant,notjusttoidentifyobviouslyrelevantworkskillstraining.Increasingly,thebestemployersrecognizethatgrowingthe'

wholeperson'

promotespositiveattitudes,advancement,motivation,andalsodevelopslotsofnewskillsthatcanbesurprisinglyrelevanttoworkingproductivelyandeffectivelyinanysortoforganization.

Developingthewhole-personisalsoanimportantaspectofmoderncorporateresponsibility,andseparately（ifyouneededapurelybusiness-drivenincentiveforadoptingtheseprinciples）,whole-persondevelopmentisacrucialadvantageintheemploymentmarket,inwhichallemployerscompetetoattractthebestrecruits,andtoretainthebeststaff.

Thereforeinappraisals,becreativeandimaginativeindiscussing,discoveringandagreeing'

developmentthatpeoplewillrespondto,beyondtheusualjobskill-set,andincorporatethissortofdevelopmentintotheappraisalprocess.AbrahamMaslowrecognizedthisoverfiftyyearsago.

Ifyouareanemployeeandyouremployerhasyettoembraceorevenacknowledgetheseconcepts,dothemafavoratyourownappraisalandsuggesttheylookattheseideas,ormaybementionitatyourexitinterviewpriortojoiningabetteremployerwhocaresaboutthepeople,notjustthework.

IncidentallytheMultipleIntelligencestestandVAKLearningStylestestareextremelyusefultoolsforappraisals,beforeorafter,tohelppeopleunderstandtheirnaturalpotentialandstrengthsandtohelpmanagersunderstandthisabouttheirpeopletoo.Therearealotofpeopleouttherewhoareinjobswhichdon'

tallowthemtouseanddeveloptheirgreateststrengths;

sothemorewecanhelpfolkunderstandtheirownspecialpotential,andfindrolesthatreallyfitwell,thehappierweshallallbe.

3.Areperformanceappraisalsstillbeneficialandappropriate

Itissometimesfashionableinthe'

modernage'

todismisstraditionalprocessessuchasperformanceappraisalsasbeingirrelevantorunhelpful.Beverywaryhoweverifconsideringremovingappraisalsfromyourownorganizationalpractices.Itislikelythatthecriticsoftheappraisalprocessarethepeoplewhocan'

tconductthemverywell.It'

sacommonhumanresponsetowanttojettisonsomethingthatonefindsdifficult.Appraisals-inwhateverform,andtherearevarious-havebeenamainstayofmanagementfordecades,forgoodreasons.

Thinkabouteverythingthatperformanceappraisalscanachieveandcontributetowhentheyareproperlymanaged,forexample:

（1）performancemeasurement-transparent,short,mediumandlongterm

（2）clarifying,defining,redefiningprioritiesandobjectives

（3）motivationthroughagreeinghelpfulaimsandtargets

（4）motivationthoughachievementandfeedback

（5）trainingneedsandlearningdesires-assessmentandagreement

（6）identificationofpersonalstrengthsanddirection-includingunusedhiddenstrengths

（7）careerandsuccessionplanning-personalandorganizational

（8）teamrolesclarificationandteambuilding

（9）organizationaltrainingneedsassessmentandanalysis

（10）appraiseandmanagermutualawareness,understandingandrelationship

（11）resolvingconfusionsandmisunderstandings

（12）reinforcingandcascadingorganizationalphilosophies,values,aims,strategies,priorities,etc

（13）delegation,additionalresponsibilities,employeegrowthanddevelopment

（14）counselingandfeedback

（15）managerdevelopment-allgoodmanagersshouldbeabletoconductappraisalswell-it'

safundamentalprocess

（16）thelistgoeson

Peoplehavelessandlessface-to-facetimetogetherthesedays.Performanceappraisalsofferawaytoprotectandmanagethesevaluableface-to-faceopportunities.Myadviceistoholdontoandnurturethesesituations,andifyouareunderpressuretoreplaceperformanceappraisalswithsomesortof（apparently）moreefficientandcosteffectivemethods,beverysurethatyoucansafelycoveralltheaspects