人力資源專業(yè)績效考核管理方面英文文獻(xiàn)及中文翻譯

1、人力資源專業(yè)績效考核管理方面英文文獻(xiàn)及中文翻譯Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to

2、 implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly and appropriately assess the performance, and do a good job in m

3、anagement.1. Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals ar

4、e generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.Annual performance appraisals enable

5、management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed i

6、nto organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individuaT s performance against objectives and standards for the trading year, agreed at the previous appraisal meeting.

7、Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aim

8、s, and fostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review of an individuaT s performance, and a plan for future development.Job performance appraisals - in whatever form they take - are therefore vital for managing the perf

9、ormance of people and organizations.Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time

10、 since last year that the two people have sat down together for a meaningful one-to-onediscussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and

11、regularly for one-to-one discussion throughout the year.Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which

12、 reduces all the stress and the uncertainty.Put off discussions and of course they loom very large. So dont wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits d

13、own and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.So sit down together and talk as often as you can, an

14、d then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.2. Appraisals, social responsibility and whole-person developmentThere is increasingly a need for performance appraisals of staff and especial

15、ly managing people, unless proper objective justification can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the whole-person to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increa

16、singly, the best employers recognize that growing the whole person promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organization.Developing the whole-person is also an i

17、mportant aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, andto retain the

18、 best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing whole-person development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fift

19、y years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exitinterview prior to joining a better employer who cares about the people, not just th

20、e work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out ther

21、e who are in jobs which dont allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.3 . Are performance appraisals still beneficial and appropriateIt is sometimes fa

22、shionable in the J modern age to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who ca

23、n t conduct them very well. It, s a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various 一 have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals can achieve and

24、 contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and long term(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training

25、 needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and a

26、nalysis(10)appraise and manager mutual awareness, understanding and relationship(ll)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and developme

27、nt(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - its a fundamental process(16)the list goes onPeople have less and less face-to-face time together these days.Performance appraisals offer a way to protect and manage these valuable fa

28、ce-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and cost effective methods, be very sure that you can safely cover all the aspects of performance and attit

29、udinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and

30、forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if they are conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.Ma

31、nagers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularl

32、y lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-b

33、reak discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of J negative cascaded attitudes towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because they are uncomfortable and inexper

34、ienced in conducting them. The senior manager/director typically will be heard to say that appraisals dont work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without exp

35、lanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone, s time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.J

36、ust like any other process, if performance appraisals arent working, don，t blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.(4) Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance

37、appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together

38、and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order t

39、o get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming (? blocking sessions is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never u

40、se a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.(5) Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(

41、4)Counseling meetings(6) Observation post(7) Skills or career-related tests(8) Assignment or task to follow the review, including the secondment(8)Assessment Centre, including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others

42、(10) Acts of psychological tests and other assessment(11)Handwriting analysis績效考核探究摘要在人力資源管理方面，績效考核的方法多種多樣，到底應(yīng)該采用哪一種績效考核方法更為合理，績效考核乂應(yīng)該通過什么樣的途徑更易于實(shí)現(xiàn)并取得更好 的管理成效，是一個值得深思的問題。本文將重點(diǎn)探討關(guān)于績效考核的類型及其 效果問題，分析目前績效考核的種類，并探究如何正確適當(dāng)?shù)剡M(jìn)行績效考核，做 好管理工作。1、考績考核的用途和如何使其易于實(shí)現(xiàn)績效考核根本上是對職員有效的管理和評估。評估幫助開發(fā)個體，改進(jìn)組織表 現(xiàn)，并投入業(yè)務(wù)規(guī)劃。正式的績效考

43、核,一般每年組織一次全體工作人員的考核。 他們的直線經(jīng)理估價各個職員。董事考核首席執(zhí)行官，鑒定委員會主席或公司所有 人,根據(jù)公司的規(guī)模和組織結(jié)構(gòu)。年度績效考核,能規(guī)定管理和監(jiān)測標(biāo)準(zhǔn)，同意期望和目標(biāo),代表團(tuán)的職責(zé)和任 務(wù)。人員的業(yè)績考核,建立個人培訓(xùn)需求,并對組織的培訓(xùn)需求進(jìn)行分析及規(guī)劃?？冃Э己艘驳湫偷貙M織每年薪水和分級的回顧，通常也剛好與下一年的貿(mào)易 計(jì)劃一致?？冃Э己艘话銓彶樵跔I運(yùn)一年里，每一個人在上年定下的業(yè)績目標(biāo)和標(biāo)準(zhǔn)?？?效考核也是十分必要的關(guān)系到個人的職業(yè)生涯規(guī)劃，更重要的工作,和整個組織?？?效考核的重要性是為員工的激勵、態(tài)度和行為的發(fā)展,溝通和協(xié)調(diào)了個人和組織的 目標(biāo),培養(yǎng)積

44、極的關(guān)系管理和工作人員?？冃Э己颂峁┝苏降挠涗?定期檢驗(yàn)個人的業(yè)績，以及未來發(fā)展的規(guī)劃。工作績效考核，無論其采取何種形式，因此,關(guān)鍵是管理業(yè)績的人組織。經(jīng)理和評估者普遍厭惡評估,盡量避免評估。對這些人來講評價是一項(xiàng)艱巨而 費(fèi)時。評估過程被他們看成是一項(xiàng)困難的行政工作和情緒的挑戰(zhàn)。年度考核也許是 唯一的一次,去年以來，兩個人坐在一起一對一地對一個有意義的評估進(jìn)行討論。難 怪評比是有壓力的，這便違背了考核的目的。如果老板滿足每個員工單獨(dú)和定期作一對一的討論,貫穿全年，評比則容易得 多，尤其是較為寬松。有意義的定期討論工作、職業(yè)目標(biāo)、進(jìn)步、發(fā)展的希望和夢想、生命和宇宙、 電視臺、共同利益等等。不管

45、什么，考核變得容易了，因?yàn)槿藗兿嗷チ私夂托湃?，這 樣可以減少全部的壓力和不確定性。暫緩討論的話，問題當(dāng)然也就顯得非常大。所以不要等到年度考核才坐下來 談，老板或評估者可以煽動。如果你是一個害羞的老板帶領(lǐng)下的員工,那就請你帶個頭。如果您是一個很少坐下和人談話的上司，或員工不習(xí)慣于與他們的上司談話。那么要設(shè)置放松 的氣氛和改進(jìn)關(guān)系。評估(工作)，當(dāng)人們良好的溝通和相互了解，一切都變得容 易。所以大家坐下來一起談,因?yàn)檫@往往是你可以做的,然后當(dāng)實(shí)際正式考績時候， 大家會發(fā)現(xiàn)整個過程要來得自然,快速,容易有很多更富有成效。2、考核過程中社會責(zé)任感和全人發(fā)展有越來越需要考績?nèi)藛T，尤其是經(jīng)理,主任,把責(zé)任

46、與企業(yè)責(zé)任,代表會聚各種企 業(yè)責(zé)任概念，包括：“三重底線”、企業(yè)社會責(zé)任(CSR)、可持續(xù)性、企業(yè)誠信和道 德、公平貿(mào)易等的組織必須決定在多大程度上把這些責(zé)任體現(xiàn)在崗位職責(zé),進(jìn)而相 應(yīng)地自然地反映在成績評價的程度，因此在更多有關(guān)考績這方面的責(zé)任是在主任的 工作說明部分。也明顯，雖然這個評價綱要必然是一種正式的結(jié)構(gòu),這并不等于說,發(fā)展與評估 必須是正式和制約。事實(shí)上剛好相反，考核必須正視的“全人”的發(fā)展，不只是工 作技能或所需的技能,為今后推廣?？己瞬粦?yīng)歧視任何人的年齡,性別,性傾向,種族,宗教和殘疾等。英國就業(yè)平等（年齡）條例2006（符合歐洲），自2006年10月1日，使其特別重要 的是要避

47、免任何評論,判斷,意見問題或決定,可能會被認(rèn)為受評是基于年齡。這意 味著年輕人和老年人。年齡,隨著其他特征上面,不是一個合法的基礎(chǔ)上進(jìn)行評估和 管理的人，除非有適當(dāng)?shù)摹翱陀^理由”可以證明。看到年齡多樣化信息。在設(shè)計(jì)或規(guī)劃，并進(jìn)行考核,尋求幫助的全人的成長,在什么方向發(fā)展,他們要的 是什么，不僅僅是為了查明明顯相關(guān)的工作技能培訓(xùn)。越來越多的最佳雇主了解到, 越來越多的“全人”和積極的態(tài)度，進(jìn)步的動力，并培養(yǎng)出許多新的技能,能夠出現(xiàn) 相關(guān)工作成效,有效地參與任何形式安全的組織.發(fā)展全人教育也是一個重要方面,現(xiàn)代公司的責(zé)任,而分開（如果你需要一個純 粹的商業(yè)導(dǎo)向,鼓勵采用這些原則）全人的發(fā)展是一個關(guān)

48、鍵的優(yōu)勢,在就業(yè)市場,其中 所有雇主競爭，以吸引最好的新兵,并保留最好的員工。因此,在評議過程中，有創(chuàng)造性和想象力的討論,發(fā)現(xiàn)和確定的全人的發(fā)展，人們 會對此回應(yīng),除了一般的職業(yè)技能設(shè)定，并把這種發(fā)展納入考核過程。馬思50年前 就承認(rèn)這了。如果你是雇員，而你的雇主尚未擁抱甚至認(rèn)同這些理念，他們是幫你自己的評價,并建議他們看看這些想法?；蛘?，何況它在你離開面試前參加了一個較好 的雇主關(guān)心的人,不只是工作。多元智能測試及vak學(xué)習(xí)風(fēng)格測驗(yàn)是非常有用的工具，用以鑒定,之前或之后， 為了幫助人們了解其自然潛力和優(yōu)勢,而且?guī)椭?jīng)理了解這對他們的人。有很多出去的人都在j:作,而不是讓他們使用和發(fā)展其最大的優(yōu)點(diǎn);所以，我們越是能幫助民 間了解自己特殊潛力并找到角色,真正適合的幸福。3、正確績效考核是有益和適當(dāng)?shù)挠袝r是時髦的“現(xiàn)代”辭退的傳統(tǒng)工藝，如考核作為無關(guān)緊要或無益。必須十 分小心，但如果考慮取消評比從自己組織的做法?，F(xiàn)在看來，考評者的考核過程中 有一些人不能進(jìn)行得非常好。這是人類共同的反應(yīng)要扔掉一些人的認(rèn)定困難。評