人力资源专业绩效考核管理方面英文文献及中文翻译

1、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 appraisalshould be by what kind of way is easier to implement and achieve t

2、he 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 management.1. Performance

3、 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 are generally conducted an

4、nually 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 management and monitorin

5、g of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizational annu

6、al pay and grading reviews, which commonly also coincide with the businessplanning for the next trading year.Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisa

7、ls 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 aims, and fostering pos

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

9、e 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 since last year

10、 that the two people have sat down together for a meaningful one-to-one discussion. 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 regularly for o

11、ne-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 becausepeople then know and trust each other - which reduces all the

12、 stress and the uncertainty.Put off discussions and of course they loom very large. So don't 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 down and tal

13、ks 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, and then when

14、 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 especially managers

15、, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “ Triple Bottom Line ”; corporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, e

16、tc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the director's job descriptions section.Significantly also,

17、while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must addre“sswhole person” development - not just job skills or the skills required for the nex

18、t promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any com

19、ments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing and managing people, unless proper 'objectiv

20、e 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. Increasingly, the best employers

21、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 important aspect o

22、f modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantagein the employment market, in which all employers compete to attract the best recruits, and to retain the best staff.There

23、fore 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 fifty years

24、 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 exit interview prior to joining a better employer who cares about the people, not just the work

25、.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 there who

26、are in jobs which don't 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 fash

27、ionable in the '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

28、who can'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 - have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals ca

29、n achieve and 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 fe

30、edback(5) training 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

31、needs assessment and analysis(10) appraise and manager mutual awareness, understanding and relationship(11) resolving confusions and misunderstandings(12) reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13) delegation, additional responsibilities, emp

32、loyee growth and development(14) counseling and feedback(15) manager development - all good managers should be able to conduct appraisals well - it's 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 p

33、rotect and manage these valuable face-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 t

34、he aspects of performance and attitudinal 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 a

35、dvocate traditional appraisals and 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

36、, agreed by, the people involved.Managers 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

37、conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managersand appraisesalike. 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

38、 everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually b

39、ecause they are uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without

40、 training (for those who need it), without explanation 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 th

41、ereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, askyourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (

42、annual, six-monthly, quarterly, or monthly) performance 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 gener

43、ally the over-riding instrument, which gathers together 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 perfo

44、rmance appraisals are positive opportunities, in order to 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 o

45、n which to develop fear and resentment, so never, never, never use 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(

46、2) Probationary reviews(3) Informal one-to-one review discussions(4) Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8) AssessmentCentre, including the observation group exercises, presentations and other

47、tests(9) Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11) Handwriting analysis绩效考核探究摘要在人力资源管理方面， 绩效考核的方法多种多样， 到底应该采用哪一种绩效 考核方法更为合理， 绩效考核又应该通过什么样的途径更易于实现并取得更好的 管理成效， 是一个值得深思的问题。 本文将重点探讨关于绩效考核的类型及其效 果问题，分析目前绩效考核的种类， 并探究如何正确适当地进行绩效考核，

48、做好 管理工作。1、考绩考核的用途和如何使其易于实现 绩效考核根本上是对职员有效的管理和评估。 评估帮助开发个体 , 改进组织 表现 , 并投入业务规划。正式的绩效考核 ,一般每年组织一次全体工作人员的考 核。他们的直线经理估价各个职员。董事考核首席执行官,鉴定委员会主席或公司所有人 ,根据公司的规模和组织结构。年度绩效考核 ,能规定管理和监测标准 ,同意期望和目标 ,代表团的职责和任 务。人员的业绩考核 ,建立个人培训需求 ,并对组织的培训需求进行分析及规划。绩效考核也典型地对组织每年薪水和分级的回顾， 通常也刚好与下一年的贸 易计划一致。绩效考核一般审查在营运一年里，每一个人在上年定下的业

49、绩目标和标准。 绩效考核也是十分必要的关系到个人的职业生涯规划,更重要的工作 ,和整个组织。绩效考核的重要性是为员工的激励、态度和行为的发展,沟通和协调了个人和组织的目标 ,培养积极的关系管理和工作人员。绩效考核提供了正式的记录 ,定期检验个人的业绩 ,以及未来发展的规划。 工作绩效考核，无论其采取何种形式，因此 ,关键是管理业绩的人组织。 经理和评估者普遍厌恶评估 ,尽量避免评估。 对这些人来讲评价是一项艰巨 而费时。评估过程被他们看成是一项困难的行政工作和情绪的挑战。 年度考核也 许是唯一的一次 ,去年以来 ,两个人坐在一起一对一地对一个有意义的评估进行讨 论。难怪评比是有压力的 ,这便违背了考核的目的。如果老板满足每个员工单独和定期作一对一的讨论 ,贯穿全年，评比则容易 得多,尤其是较为宽松。有意义的定期讨论工作、 职业目标、 进步、发展的希望和梦想、 生命和宇宙、 电视台、共同利益等等。不管什么，考核变得容易了 ,因为人们相互了解和信任 , 这样可以减少全部的压力和不确定性。暂缓讨论的话， 问题当然也就显得非常大。 所以不要等到年度考核才坐下来 谈，老板或评估者可以煽动。如果你是一个害羞的老板带领下的员工