行為評(píng)估在績效考核過程中的意義和趨勢(shì)【外文翻譯】

1、外文翻譯Behaviourassessmentinperfmanceappraisal:significancetrends.MaterialSource:Abhigyan.Jan12010Auth:NanShefaliDespiteallcriticismoftheprocessofperfmanceappraisalbyvariousresearchersmanagementpractitionersganizationsconti

2、nuetouseit.Ithasbeensuggestedthatutilizationofperfmancemanagementsystemsmakecompaniesperfmstrategicallybetterinfinancialtermsthanthosewhichinvestlessinthisprocess(Rheem1996Glenndinning2002).AccdingtoDulewicz(1989)thereis

3、“...abasichumantendencytomakejudgmentsaboutthoseoneiswkingwithaswellasaboutoneself.“Therefeitisessentialtohaveacarefullystructuredsystemofappraisalanappropriatemethodofappraisaltopreventarbitrarybiasedjudgmentofwkperfman

4、ce.Thusperfmanceseemstobedeterminedbybehavi.Variousdefinitionsofperfmanceappraisalalsoindicatethatbehaviisoneoftheimptantfactsamongstotherswhichismeasuredinthisprocess(VermaPattanayak1997www.perfmance.MoheadGriffin1992Ar

5、mstrong1995Sikula1976).AccdingtoTownley(1993)Akella(2003)perfmanceappraisalsystemsensurethatthebehaviourofindividualsdoesnotdeviatefromhisherownselfconfessedidentity.Singh(2004)mentionedthatfirmscanmonitthedevelopmentofd

6、esiredemployeeattitudesbehavisthroughtheuseoftheappraisalmechanisms.CompetenciesRecentlythereseemstohavebeenalotofattentiononexaminingcompetenciesofemployees.ChenNaquin(2006)considercompetencytorefertotheunderlyingindivi

7、dualwkrelatedacteristics(e.g.skillsknowledgeattitudesbeliefsmotivestraits)thatenablesuccessfuljobperfmancewhere“successful“isunderstoodtobeinkeepingwiththeganizationsstrategicfunctions(e.g.visionmissionuniquenessfutureie

8、ntationsuccesssurvival).Arelevanttermcecompetencyisunderstoodasstrategicfutureientedcollectivefunctionsinganizationallevel(MoingeonEdmondson1996Thissuggeststhatappraisalofperfmancewouldmeanassessmentofboththecomponentsna

9、melytaskperfmancecontextualperfmanceresearchesrevealthatthiscontextualperfmanceisconsideredtobeasimptantasjobspecifictaskperfmance.Itmaymaketheappraisalprocessveryjudgmentalsubjectivewhichisthecauseofmuchdissatisfactionf

10、employees.Behaviourassessmentseemstobeanessentialcomponentintheprocessofmanagingemployeeperfmanceduetothefollowingreasons:(1)Potentialappraisal:potentialassessmentrequiresanalyzingthecapabilitiescompetenciesofanindividua

11、ltoshoulderfutureresponsibilities.Thismayrequireevaluatinghisherabilitieslikeleadershipqualitiesmanagerialstyleetc.besidestechnicalskills.(2)Improveeffectivenessonjob:Effectivenessonjobcanbeimprovedbyidentifyingthefactsr

12、equiredfeffectiveperfmancedevelopingemployeesonthoseaspectsthroughpropertrainingdevelopmentprogram.Qualitieslikecreativityintegritycooperationsoonalsoplaymajrolesinapersonsjobsuitabilityproductivity.Personalityratherthan

13、intelligencepredictsthesequalities(Hogan)personalitybecomesvisibleinbehaviours.(3)Providingfeedback:Behaviourmeasurescanbeusefulffeedbackpurposesbecausetheyindicateexactlywhatanemployeeshoulddodifferently.Itprovidesaconc

14、retebasefprovidingfeedback.Fexampleanemployeemaybeverystraightfwardbynaturebutheisexpectedtobepolitepatientindealingwithcustomers.(4)Predictionofjobperfmance:Variousresearcheshavesupptedpersonalityperfmancerelationsacros

15、svariousoccupationalgroupscriterionmeasures.Fexampleconscientiousnessdependabilityisfoundtobeavalidpredictofoveralljobperfmance(e.g.BarrickMount1991MountBarrick1995Salgado1997).Anotherstudyindicatedthatpersonalitytraitst

16、hatrelatetointerpersonalientationbetterpredictinterpersonalversuspersonalcontextualbehaviswhereasatraitassociatedwithpersonalvirtuespredictsthepersonalbutnottheinterpersonaldomain.Theseresultsextendpreviousresearchfindin

17、gsthatpersonalityvariablesarevalidpredictsofthecontextualdomainofjobperfmance(KwongCheung2003).Saul(1989)believesthatcompetenciesnotonlyprovidebehaviourallybased(therefemeobjective)foundationfavarietyofpersonnelpractices