績效評價績效考核工具外文文獻(xiàn)翻譯（節(jié)選）

1、<p>　　中文3100字，2000單詞，1.1萬英文字符</p><p>　　出處：Kipchumba T B, Yano K L. Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya[J]. Journal of Emerging Trends in

2、Economics & Management Sciences, 2014, 5.</p><p>　　原文人才績效評價獎勵制度</p><p>　　Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya</p><p

3、>　　Kipchumba, Tarus Benjamin; Yano, Kuto Luka</p><p><b>　　Abstract</b></p><p>　　The study examined the perceived usefulness of the 360 degrees appraisal tool and the extent of its

4、 usage in performance in Municipal Council of Nakuru, Kenya. A survey research design was applied because it was an intensive descriptive and holistic analysis of Municipal Council of Nakuru as a single entity. The study

5、 targeted employees from 8 departments with a total population of 1062 employees but it targeted 282 respondents which was 26.6% of the total population. Stratified sampling techniq</p><p>　　Keywords: percei

6、ved usefulness, 360-degrees appraisal tool, usage, performance, nakuru, Kenya</p><p>　　INTRODUCTION</p><p>　　The 360° review, also referred to as 360° performance assessments or multi-

7、rater feedback, is a method and a tool that provides employees feedback from their peers, co-workers, clients, those who are direct reports, and direct supervisors, thereby offering multiple perspectives of the employee&

8、#39;s overall job performance. Most 360° feedback tools include the employee's self-review; hence the "full-circle" meaning behind the name. The results are tabulated and shared with the employee. Idea

9、lly, thi</p><p>　　IMPORTANCE OF 360-DEGREES PERFORMANCE TOOL</p><p>　　Whereas there might be some negative feelings associated with traditional top-down performance appraisal, there can be numer

10、ous benefits stemming from a 360-degree performance appraisal system. "The 360-degree feedback serves as a key relationship building tool that organizations can use to enhance team processes and work interrelationsh

11、ips" (Tornow et al., 1998, p. 85). When co-workers are open with each other and hold each other accountable for performance and productivity then the working rel</p><p>　　The 360-degree appraisal also c

12、an help the employee or manager discovers their own strengths and weaknesses. Through feedback employees are able to see where a co-worker excels. They can also see where the person needs to improve. "The 360 degree

13、 feedback can have enormous power perhaps more than any other technique to bring an individual's shortcomings to his attentions and confirm that areas of perceived strengths are actual and recognized strengths"

14、(Grote, 1996, p. 292). The depth of the 360</p><p>　　Another benefit of 360-degree appraisal is the relative low cost of implementation. Compared to bringing in an appraisal company from the outside or devel

15、oping an assessment centre approach, the cost is really quite minimum. "The costs of installing, maintaining, and monitoring a subordinate appraisal system for managers is minimal relative to the costs incurred in w

16、ith developing an in house assessment centre or contracting out for the service" (Bernardin, 1986, p. 433). So there are numerous r</p><p>　　The 360-degree performance appraisal system has the potential

17、 to positively effect on the performance and productivity of managers and supervisors. Managers need sources of appraisal additional to their superiors. "The 360-degree approach recognizes that little change can be

18、expected without feedback and that different constituencies are a source of rich and useful information to help managers guide behaviour" (London &Beatty, 1993, p. 354). With this type of appraisal, the managers

19、 will have be</p><p>　　The employees can also benefit when a manager has undergone a 360-degree appraisal. Organizational commitment and productivity may increase when the employees feel the 360-degree appra

20、isal taken is seriously. Ideally, subordinates will start noticing the manager's behaviour more as a result of the 360- degree appraisal. "Upward feedback leads to subordinates perceiving positive changes in the

21、 boss's subsequent behaviour" (Reilly et al., 1996, p. 600). A possible result of the manager's changed b</p><p>　　London and Beatty (1993), while agreeing that mixing development and appraisal

22、purposes is problematic, conclude "using feedback for development only can impede the effective use of the results unless there is a requirement for the manager to be responsible to the feedback" (p. 367). Desp

23、ite the relatively simple technology in using the 360- degree, its costs for the company are potentially much higher than expected. First, there seems to be some agreement that 360s are not a one-shot deal, but </p>

24、;<p>　　Purposes of 360-Degrees Performance Tool</p><p>　　The tool is expected to serve a number of purposes simultaneously. Noe et al. (1997, p. 198-199) and Swanepoel (2003, p. 372-373) and Schofield

25、 (1996) agree on the following purposes of the 360-degrees appraisal tool:</p><p>　　Strategic Purposes</p><p>　　Noe et al. (1997, p. 198) and De Cenzo et al. (1996, p. 322) concur that a perform

26、ance appraisal system should link employee activities with the organization's goals. This calls for flexibility in the system in order for it to be adjusted to the changing goals and strategies of an organization. Ma

27、ny companies do not use performance appraisal to communicate its objectives. This is supported by Noe et al. (1997, p. 198-199) regarding the purposes of performance appraisal where nothing was included</p><p&

28、gt;　　Administrative Purposes</p><p>　　Administrative purposes, according to Swanepoel (2003, p. 372), and supported by Noe et al. (1997, p. 199), concern the use of performance data to make reward decisions,

29、 placement decisions, promotion and retrenchment and for validating selection procedures. Schofield (1996) lists examples of this as providing feedback on individual performance, reviewing salary, conditions of service a

30、nd other rewards, providing a basis for promotion, dismissal, probation, and avoiding trouble through meeting l</p><p>　　Developmental Purposes</p><p>　　This third purpose is utilized to develop

31、 employees who are both effective and ineffective at their jobs. It provides individual employees feedback on their strengths and weaknesses and how to improve future performance (Noe et al., 1997, p. 199; Swanepoel, 200

32、3, p. 373). Swanepoel (ibid.) adds that it can focus on the organizational level as well by: "facilitating organizational diagnosis and development by specifying performance levels and suggesting overall training ne

33、eds; providing essential</p><p>　　Documentary Purposes</p><p>　　De Cenzo et al. (1996, p. 322) suggest that the final purpose of performance appraisal is the issue of documentation. They also su

34、ggest that the evaluation system support the legal needs of the organization. It is important to have documentation to support that any personnel action taken was appropriate.</p><p>　　Critical Issues on the

35、 Usefulness of the 360- Degrees Appraisal</p><p>　　Many organizations are faced with various challenges as they endeavour to achieve their mission and vision. Human Resource provides the much needed skills a

36、nd expertise to accomplish various tasks. It is important for management to ensure that they have motivated workforce who enjoy job satisfaction thus gain maximum quality productivity. The human inclination to judge the

37、appraisal process can create serious motivational, ethical and legal problems in the workplace. Without a structured apprais</p><p><b>　　譯文</b></p><p>　　360度績效評價工具的感知有用性，及其在肯尼亞的納庫魯?shù)貐^(qū)

38、績效考核方面的應(yīng)用</p><p><b>　　摘要</b></p><p>　　這項研究調(diào)查了360度評價工具的感知有用性，及其在納庫魯?shù)氖姓瘑T會績效考核方面的使用程度。因此，本文特別設(shè)計并應(yīng)用了一項調(diào)查研究，因為它是把納庫魯市政委員會作為一個單一的實體進(jìn)行一個密集的描述性和整體性分析。這項研究有針對性的從8個部門總?cè)丝诘?062名員工中，有針對性的選取282名受

39、訪者，占總?cè)丝诘?6.6%。分層抽樣技術(shù)用于基層的部門員工。而特定員工的受訪，則使用立意抽樣技術(shù)。獲得的數(shù)據(jù)編碼和分析使用集中趨勢、圖表、百分比和卡方檢驗。據(jù)透露，360度評價工具被委員會所采用，并已經(jīng)改善了其績效。進(jìn)行的卡方測試顯示，使用360度考核工具和和組織績效以及感知有用性之間的有一個重要的關(guān)系。研究建議，組織需要教育員工更多關(guān)于360度評估工具的重要性方面的信息，鼓勵他們充分參與開發(fā)和實施過程。這項研究的發(fā)現(xiàn)和建議也很重要，不

40、論是在規(guī)劃績效考核會議還是在考核個人績效方面。 </p><p>　　關(guān)鍵詞:感知有用性；360度評價工具；使用；績效；納庫魯；肯尼亞</p><p><b>　　引言</b></p><p>　　360°檢查，也稱為360°績效評估或多級反饋，它是一個方法和工具，員工通過它可以收到他們的同事、客戶、那些直接報告、和直接上司

41、提供的反饋信息，從而提供了一個多角度的員工整體績效表現(xiàn)。大多數(shù)360°反饋工具包括員工的自我回顧。因此這個名字背后蘊(yùn)含“完整循環(huán)”的意思。因此，這一評估方法可以幫助員工更好地了解她/他的技能和行為表現(xiàn)，以及組織的使命、價值觀、目標(biāo)和愿景。此外,這種反饋是針對幫助每個員工了解他或她的優(yōu)點和缺點，并且可以提供工作領(lǐng)域的洞察力，可能需要專業(yè)上有所發(fā)展。它在定義超越客戶/顧客的期望所需的技能和行為時，被視為是有用的反饋。因此，組織管理

42、者經(jīng)常根據(jù)360°考核收到的反饋信息來開展他們的培訓(xùn)和發(fā)展計劃。360°績效評估結(jié)果也被一些組織用來做職位調(diào)整或薪酬決定。此外，360度反饋為各級員工提供了一個獨特的機(jī)會去了解他們的同事如何看待并影響他們的行為。正如一位評論家對360度反饋的描述：“就像有一個完整內(nèi)容的信息、一份概要文件、近距離面對一個對自己的全面的評估”(希瑟，2012)。</p><p>　　360度績效考核工具的重要性&

43、lt;/p><p>　　對于傳統(tǒng)的自上而下的績效考核，員工可能會有一些負(fù)面情緒。而采用360度績效考核系統(tǒng)則可以有很多益處?！?60度反饋作為一個重要的構(gòu)建工具，組織可以使用來提高團(tuán)隊的流程和工作關(guān)系”(托爾等 1998)。當(dāng)同事相互開放和相互負(fù)責(zé)時，他們的績效和生產(chǎn)力，工作關(guān)系和生產(chǎn)力將因此都可以得到改善。工人和管理者之間的關(guān)系不僅會改善，而且會變得更強(qiáng)，員工的士氣也會提高。如果實施得當(dāng)，員工評價系統(tǒng)能夠提高員工工

44、作滿意度和士氣”(本拉丁1986)。</p><p>　　360度評價還可以幫助員工或經(jīng)理發(fā)現(xiàn)自己的優(yōu)點和缺點。通過員工的反饋信息能夠看到同事擅長的地方。他們還可以看到人們需要改善的地方?！?60度反饋有巨大的力量，也許比其他任何技術(shù)都要大。能夠讓一個人看到缺點，并尋求改善”(格羅特 1996)。360度評價過程的深度給予它更大的有效性和可靠性。評價者的客觀性和匿名性將有助于保護(hù)組織?！笆褂眠@種多級評價系統(tǒng)有大量

45、的優(yōu)點……從法律的角度看也改進(jìn)了績效考核項目的安全性"(哈里斯和斯克博刻 1988)。</p><p>　　使用360度評價的另一個好處就是相對低的成本。相比從外部引進(jìn)一家評估公司或開發(fā)一個評估中心的方法，成本真的非常低。” 相對于開發(fā)一個內(nèi)部評估中心或承包的服務(wù)，開發(fā)、維護(hù)和監(jiān)控下屬經(jīng)理評價體系的費用最低” (本拉丁 1986) 所以有很多理由，一個組織應(yīng)該考慮采用360度評估計劃。這一考核方法不僅可

46、以對員工績效和生產(chǎn)力產(chǎn)生影響，這一過程也可以提高管理績效。</p><p>　　360度績效考核系統(tǒng)對管理者和監(jiān)管者的績效和生產(chǎn)力有潛在的積極影響。經(jīng)理需要上級的評估信息?！?60度評價方法是一個信息來源豐富的渠道，幫助管理者指導(dǎo)行為”(倫敦比蒂1993)。這種類型的評估，經(jīng)理將有更好的士氣，將開發(fā)與下屬以及與他們的上級溝通更好的技巧。就像員工的發(fā)展，管理者也可以利用不同來源的反饋對他們的生產(chǎn)力作出積極的改變。3

47、60度評價可以幫助評估經(jīng)理的長處和弱點。如果一個經(jīng)理已經(jīng)意識到自己的一些管理方面的缺陷……應(yīng)該改進(jìn)他的溝通能力，以及應(yīng)加強(qiáng)自己的管理能力 (羅蘭,1970)。</p><p>　　當(dāng)經(jīng)理進(jìn)行360度評估時，員工也可以受益。當(dāng)員工感覺360度評價得到很好的實施后，組織承諾和生產(chǎn)率可能會增加。理想情況下，下屬會開始關(guān)注到經(jīng)理的行為，而不是只關(guān)注360度評價。經(jīng)理行為的的改變結(jié)果就是，經(jīng)理和下屬之間有一個更強(qiáng)的的工作關(guān)

48、系。就像360度評估的有效性高于傳統(tǒng)的自上而下的評價系統(tǒng)”這種下屬評估體系顯示出更高的預(yù)測效度，相比評估中心績效來說”(舒爾茨,1994；) (阿特沃特等1995 )發(fā)現(xiàn)“來自下屬的評估信息更能有效地適度調(diào)整管理者的管理行為?！?lt;/p><p>　　倫敦和比蒂(1993),同意采用多種方法開發(fā)評估系統(tǒng)的目的是找出問題，“使用反饋開發(fā)只會妨礙結(jié)果的有效使用，除非要求經(jīng)理對反饋信息負(fù)責(zé)”。盡管使用360度是一個相對簡

49、單的評價技術(shù)工具，其成本可能比預(yù)期的要高得多。首先，似乎有一些協(xié)議，360度評價系統(tǒng)等構(gòu)建不是一蹴而就的事，但可以使用多年（克魯格 2000;斯蘭德1997)。第二，使用簡單的結(jié)構(gòu)化的評估工具，這是創(chuàng)意中心的領(lǐng)導(dǎo)提出的，但是這一評估法難以起到發(fā)展的目的，因為反饋和解釋太難了。（高勒佩德2000)。另一方面，為特定的公司構(gòu)建一個專門的績效考核工具，需要更多的時間和金錢。最后，克服這些問題的最好辦法是咨詢顧問或者咨詢目標(biāo)經(jīng)理。 360度績效

50、考核工具的目的該工具預(yù)期有多個服務(wù)目的。諾埃等人(1997)和斯瓦內(nèi)普爾(2003)和斯科菲爾德(1996)就360度評估工具的目的達(dá)成以下共識：</p><p><b>　　戰(zhàn)略目標(biāo)</b></p><p>　　諾埃等人(1997)和德森等(1996)一致認(rèn)為，員工績效考核系統(tǒng)應(yīng)該將員工活動與組織的目標(biāo)聯(lián)系在一起。這種對系統(tǒng)靈活性的要求是為了適應(yīng)不斷變化的組織目標(biāo)和

51、戰(zhàn)略。許多公司不將績效考核和組織目標(biāo)聯(lián)系起來。(諾埃 1997)關(guān)于績效考核的目的，不包含公司的戰(zhàn)略目標(biāo)。這也支持了斯科菲爾德的觀點(1996)，建立和監(jiān)控目標(biāo)，公平地對待員工，將推進(jìn)接班人計劃和人力資源政策的有效性作為企業(yè)戰(zhàn)略。</p><p><b>　　管理的目的</b></p><p>　　根據(jù)斯瓦內(nèi)普爾(2003)和諾埃（1997）管理的目的，根據(jù)使用績效數(shù)

52、據(jù)做出獎勵決定、布置決策、提升或裁員、人員配置等決策。斯科菲爾德(1996)列表的例子，為個人績效提供反饋信息，審核工資，服務(wù)條件和其他獎勵等，為提升、解雇，試用等提供依據(jù)，滿足法律或政治的需要，避免麻煩。</p><p><b>　　發(fā)展的目的</b></p><p>　　第三個目的是利用績效考核工具來開發(fā)員工。它為員工個人提供了一個渠道，來了解他們的反饋信息，關(guān)于

53、他們的優(yōu)點和缺點，以及如何在未來提高績效(諾埃等1997; 斯瓦內(nèi)普爾2003年)。斯瓦內(nèi)普爾補(bǔ)充說，它也可以集中在組織層面:“促進(jìn)組織診斷自身的問題， 并尋求發(fā)展計劃; 通過持續(xù)的上司和下屬之間的互動，組織內(nèi)促進(jìn)有效的溝通。這受到斯科菲爾德(1996)的支，提供一個自我評價的依據(jù)，診斷培訓(xùn)和職業(yè)發(fā)展需求等。</p><p><b>　　文檔的目的</b></p><p&

54、gt;　　德森等(1996)認(rèn)為，績效考核的最終目的是形成規(guī)范的績效考核文檔。他們還建議，評價體系還可以支持組織的法律需求。它是很重要的文檔，作為人力資源決策的支持。</p><p>　　360度評價有效性方面的關(guān)鍵問題</p><p>　　許多組織都面臨著各種挑戰(zhàn)，努力實現(xiàn)自己的使命和組織愿景。人力資源為組織提供了急需的技能和專業(yè)知識來完成各種任務(wù)。它對管理來說是很重要的，可以確保員工有

55、工作動力，享受工作滿意度，從而獲得最佳質(zhì)量的生產(chǎn)效率。人類傾向于認(rèn)為，績效評估過程可以為員工帶來巨大的激勵。如果沒有一個結(jié)構(gòu)化的評估體系，是很難確保績效考核的合法性、公平性的、有效性和準(zhǔn)確性。人們有一個基本的傾向，就是會對同事的工作做出判斷，如同做績效評價，這似乎是不可避免的和普遍的。在缺乏嚴(yán)密的結(jié)構(gòu)化的評估系統(tǒng)的情況下，人們傾向于在主觀性的判斷別人的工作表現(xiàn)，包括下屬。人力資源部門設(shè)計績效評價方法，正是為了考察員工在崗位上應(yīng)具備的技能