外文翻譯--設(shè)計(jì)一種性能評(píng)價(jià)系統(tǒng)的全面質(zhì)量管理方法

1、<p><b>　　中文3540字</b></p><p><b>　　XX學(xué)院畢業(yè)論文</b></p><p><b>　?。ɑ虍厴I(yè)設(shè)計(jì)）</b></p><p>　　外　文　文　獻(xiàn)　翻　譯</p><p>　　設(shè)計(jì)一種性能評(píng)價(jià)系統(tǒng)的全面質(zhì)量管理方法

2、 　　　　　　　　　　　　　　　　　　　　　　　　　</p><p>　　學(xué)生姓名　　 　　 指導(dǎo)教師 </p><p>　　系　　 　　　 專業(yè)名稱 計(jì)算機(jī)科學(xué)與技術(shù)</p><p>　　班　　級(jí)　　 　　 學(xué)　　號(hào) </p><p>　　2009年　03 月　

3、1日</p><p>　　設(shè)計(jì)一種性能評(píng)價(jià)系統(tǒng)的全面質(zhì)量管理方法</p><p>　　摘 要：本文在評(píng)價(jià)全面質(zhì)量管理(Total quality management TQM)的基礎(chǔ)上,提出一種改進(jìn)的性能評(píng)價(jià)系統(tǒng)(Performance appraisal system PAS)。文中強(qiáng)調(diào)理解顧客(包括管理人員及雇員)對(duì)于PAS的要求,從而突出簡(jiǎn)化該評(píng)價(jià)系統(tǒng)的基本要素及實(shí)施過程。經(jīng)過改進(jìn)的

4、評(píng)價(jià)系統(tǒng)包括工作策劃、審議及對(duì)個(gè)人、集體及管理人員所作的貢獻(xiàn)進(jìn)行評(píng)估。此外,將評(píng)估標(biāo)準(zhǔn)分為三類,這已成為方便</p><p>　　大多數(shù)雇員有效的評(píng)價(jià)方法,同時(shí)給那些需要改進(jìn)的個(gè)人以積極改進(jìn)的余地。如果在全面質(zhì)量管理中首先強(qiáng)調(diào)人的因素,那么人事體制也必須體現(xiàn)這一原則。</p><p>　　關(guān)鍵詞:全面質(zhì)量管理;性能評(píng)價(jià)系統(tǒng);識(shí)別</p><p><b>　

5、　1.用戶之聲</b></p><p><b>　　1.1三個(gè)重點(diǎn)</b></p><p>　　有一種新的，更好地了解客戶需要的考績(jī)制度, 用戶之聲先采訪的是涉及面試使雇員受影響的評(píng)估。即是說客戶根據(jù)什么評(píng)價(jià)系統(tǒng)，是負(fù)責(zé)考績(jī)實(shí)施的經(jīng)理還是員工（包括管理者）進(jìn)行評(píng)價(jià)。輸入客戶的訪談資料，以評(píng)價(jià)考績(jī)?cè)u(píng)價(jià)體系的性能。對(duì)10位客戶每人進(jìn)行大約1小時(shí)的訪談。這組由

6、2名管理人員， 4名員工一組進(jìn)行實(shí)驗(yàn)，和4名沒有管理人員管理的員工從5月26日開始記錄，吸取經(jīng)驗(yàn)。這些訪談是一對(duì)一，面對(duì)面的進(jìn)行結(jié)構(gòu)性的訪談會(huì)議，同時(shí)也允許受訪者發(fā)評(píng)論。經(jīng)過采訪了解，最初的問題是使一個(gè)不限成員名額的的考績(jī)制度，什么是最寶貴的，怎樣達(dá)到最大成本和怎樣使成本最少。其次是在一些問題的人的背景下，采訪并進(jìn)行相關(guān)的一些績(jī)效評(píng)價(jià)系統(tǒng)的評(píng)估。此外，受訪者被要求評(píng)估績(jī)效考勤系統(tǒng)。最后，采訪特別問受訪者考績(jī)系統(tǒng)是否應(yīng)該廢除，即他們對(duì)考勤

7、系統(tǒng)的評(píng)價(jià)是什么。</p><p><b>　　1.2矩陣分析</b></p><p>　　每個(gè)受訪者在試驗(yàn)結(jié)束后被要求對(duì)系統(tǒng)進(jìn)行評(píng)價(jià)，滿意，一般或者是不滿意。然后考勤系統(tǒng)吸收這些經(jīng)驗(yàn)。對(duì)該系統(tǒng)列出關(guān)系矩陣圖說明什么是考績(jī)系統(tǒng)，并說明。如何完善考績(jī)制度的結(jié)構(gòu)應(yīng)以滿足管理的要求。采訪員工用來測(cè)試是否夠?qū)I(yè)，技術(shù)含量怎么樣。受訪者指出的力量關(guān)系（強(qiáng)，中，弱）使用的價(jià)值，記

8、者對(duì)這些平均數(shù)值做出答復(fù)。此外，客戶是否使用改系統(tǒng)，受訪者對(duì)系統(tǒng)評(píng)價(jià)的平均值也是重要的參考。</p><p>　　1.3客戶需求最重要距離</p><p>　　對(duì)于質(zhì)量的重點(diǎn)，最重要的需要注釋（ 5個(gè)評(píng)分）是有考績(jī)提供一個(gè)基礎(chǔ)，良好的溝通和提供明確的績(jī)效標(biāo)。下一個(gè)重要要求是，以提供一個(gè)良好的工作說明，提供指導(dǎo)和職業(yè)發(fā)展，并強(qiáng)調(diào)個(gè)人實(shí)現(xiàn)精神，同時(shí)可以提供顯著的氣溫已是團(tuán)隊(duì)精神。在未來的兩個(gè)最

9、重要的因素（ 3個(gè)評(píng)分） ，是績(jī)效評(píng)價(jià)的考績(jī)可作為主要投入在確定值得加薪和宣傳。同樣重要的是，有考績(jī)提供高的重點(diǎn)，鼓勵(lì)它屬性和風(fēng)險(xiǎn)考慮，并創(chuàng)造一種環(huán)境，促進(jìn)長(zhǎng)期規(guī)劃。顧客認(rèn)為特殊的機(jī)會(huì)和排名不是主要目的，考績(jī)制度在必要時(shí)能更好地完成了一方的考績(jī)制度的進(jìn)程。</p><p><b>　　1.4相對(duì)排名</b></p><p>　　最重要的制度和程序的內(nèi)容是，考績(jī)制度必須

10、提供一致性，這是密切配合考績(jī)系統(tǒng)的第一目的。教育也是加深企業(yè)文化的重要的措施，改變企業(yè)文化是為驅(qū)動(dòng)更優(yōu)質(zhì)的團(tuán)隊(duì)導(dǎo)向和相應(yīng)的質(zhì)量政策做法，必須要和管理人員和管理人員經(jīng)過培訓(xùn)領(lǐng)導(dǎo)這一形式化。除了繼續(xù)把重點(diǎn)放在個(gè)人實(shí)現(xiàn)精神，側(cè)重于集團(tuán)的措施包括考績(jī)制度。管理也必須了解，以區(qū)分在個(gè)體從系統(tǒng)和多邊環(huán)境協(xié)定應(yīng)用考績(jī)制度。下一階段的重點(diǎn)的是制定明確績(jī)效制度，上層管理部門的審查和反饋，確保各項(xiàng)目標(biāo)的個(gè)人素質(zhì)的公平。</p><p&g

11、t;　　2專業(yè)定績(jī)效考核制度</p><p><b>　　2.1全面質(zhì)量過程</b></p><p>　　在許多情況下，公司具有良好的人事制度，但在執(zhí)行和管理時(shí)在這些領(lǐng)是疏于管理，使人們對(duì)該系統(tǒng)失去信心。這項(xiàng)建議是建立在現(xiàn)有的系統(tǒng)，購買山全面質(zhì)量管系統(tǒng)。還有一個(gè)是堅(jiān)定雇員與績(jī)效考核制度不應(yīng)該完全消除，但修改是必要的，能使之更加有效。</p><p&

12、gt;<b>　　2.2非捆綁式功能</b></p><p>　　從這項(xiàng)研究中，建議以下8職能管理作為單獨(dú)的進(jìn)程，非捆綁式的考績(jī)制度： （ 1 ）優(yōu)點(diǎn)補(bǔ)償; （ 2 ）宣傳; （ 3 ）獎(jiǎng)勵(lì)和表彰; ; （ 4 ）特別的機(jī)會(huì); （ 5 ）職業(yè)發(fā)展; （ 6 ）排名; （ 7 ）民意調(diào)查（ 8 ）終止。</p><p>　　2.3 6改進(jìn)后的系統(tǒng)要素的考績(jī)制度的建議&

13、lt;/p><p>　?。?1 ）管理的選擇，如果管理人員選擇是考績(jī)制度的關(guān)鍵，選擇管理者的權(quán)利是第一步的成功。這些管理人員必須有正確的態(tài)度，和遠(yuǎn)見的永無止境的追求目前最重要的，還要有良好的人事管理。</p><p>　?。?2 ）在管理方面，培訓(xùn)管理人員極為重要。保持必要的管理方面的培訓(xùn)獲得了高質(zhì)量的管理人員。此外，良好的溝通和性能標(biāo)準(zhǔn)的明確列為最重要的實(shí)現(xiàn)考績(jī)系統(tǒng)公平的條件，提供員工所需的

14、培訓(xùn)，以確保良好的管理。所有的培訓(xùn)內(nèi)容應(yīng)該有一個(gè)管理的重點(diǎn)，包括理論與應(yīng)用的考績(jī)制度。</p><p>　?。?3 ）評(píng)定數(shù)量水平對(duì)績(jī)效測(cè)量評(píng)定的影響是一個(gè)重大的問題。然而，根據(jù)考績(jī)研究大多數(shù)人一致認(rèn)為，3組的員工可以有區(qū)別的：真正的常使用考績(jī)系統(tǒng)，沒有使用，大多員工對(duì)該系統(tǒng)感覺好。因此，擬議的考績(jī)制度有3個(gè)等級(jí)： （ 1 ）一般的效果 （ 2 ）良好的效果（ 3 ）還有待改進(jìn)。</p><p

15、>　?。?4 ）評(píng)價(jià)期間，考績(jī)制度應(yīng)要求管理人員有績(jī)效計(jì)劃，每年管理人員需要至少一次的正式評(píng)估。3-6個(gè)月的文件顯著的問題或?qū)崿F(xiàn)，加上預(yù)期的評(píng)價(jià)，應(yīng)傳達(dá)給員工。日常溝通的基礎(chǔ)上提供建議的論壇，審查結(jié)果應(yīng)會(huì)公平。</p><p>　?。?5 ）職位描述的人事職能應(yīng)制訂通用職務(wù)說明。這些職務(wù)說明應(yīng)闡明的普遍期望的責(zé)任和業(yè)績(jī)之間額的關(guān)系和標(biāo)準(zhǔn)。.這些職務(wù)說明應(yīng)當(dāng)審查包括全面質(zhì)量管理的做法和團(tuán)隊(duì)的概念。</p

16、><p>　　（ 6 ）績(jī)效評(píng)價(jià)的一些標(biāo)準(zhǔn)化和一致性。員工應(yīng)該有機(jī)會(huì)投入績(jī)效規(guī)劃進(jìn)程表決，使員期待的目標(biāo)和制度相符合。這樣的相互結(jié)合才能使之達(dá)到最佳效果。</p><p>　　3三個(gè)關(guān)鍵元素的一種改進(jìn)的考績(jī)制度</p><p><b>　　3.1業(yè)績(jī)規(guī)劃</b></p><p>　　一個(gè)關(guān)鍵的管理要求是了解該部的目標(biāo)并納入總

17、體任務(wù)，知識(shí)，經(jīng)驗(yàn)，是訓(xùn)練的需要，員工的利益和愿望要了解。管理人員還需要了解的性能水平，需要從該部門員工得知。管理人員應(yīng)該認(rèn)識(shí)到，個(gè)人的表現(xiàn)直接關(guān)系到整體性能，雇員是系統(tǒng)內(nèi)比較鑒別個(gè)人和團(tuán)隊(duì)的主要效率，計(jì)劃執(zhí)行率是評(píng)價(jià)過程和必須的一部分。全面質(zhì)量管理業(yè)績(jī)的計(jì)劃必須包括的因素為:可靠性，適應(yīng)穩(wěn)定性，人際交際能力和技巧，學(xué)習(xí)新技能或技術(shù)的能力，有效的溝通。必須清楚地向員工解釋將這些因素將會(huì)影響他們的業(yè)績(jī)?cè)u(píng)價(jià)業(yè)績(jī)飛機(jī)性能必須有一個(gè)最終的品質(zhì)：

18、靈活性。管理人員必須盡一切努力來減少影響的變動(dòng)，與公司或工作環(huán)境可能對(duì)計(jì)劃的執(zhí)行情況，特別是對(duì)這些因素的控制范圍之外的雇員。</p><p>　　員工還可以準(zhǔn)備業(yè)績(jī)規(guī)劃會(huì)議。提前通知應(yīng)當(dāng)考慮到他們，他們可以利用一個(gè)目標(biāo)-表格或空白副本評(píng)價(jià)形式記下想法，主要責(zé)任，需要系統(tǒng)的支持，優(yōu)先事項(xiàng)，將要取得的成果，關(guān)鍵日期。應(yīng)鼓勵(lì)他們思考任何責(zé)任之上的基本工作要求的關(guān)鍵，他們可能會(huì)感興趣的追求。</p><

19、;p><b>　　3.2績(jī)效輔導(dǎo)</b></p><p>　　第二階段的績(jī)效評(píng)估過程咨詢。在日期間業(yè)績(jī)規(guī)劃和評(píng)價(jià)，管理人員將進(jìn)行定期審查雇員的進(jìn)展完成業(yè)績(jī)目標(biāo)。除了教練，它幾乎每天都上，更正式的定期審查應(yīng)于通知的員工他們是如何做和如何將其性能可以得到改善。通常經(jīng)理應(yīng)進(jìn)行兩到三年的臨時(shí)評(píng)語文件計(jì)劃的變化和表現(xiàn)的日期。</p><p><b>　　3.3性

20、能評(píng)價(jià)</b></p><p>　　隨著系統(tǒng)的變化討論的地方，工作的評(píng)價(jià)也將簡(jiǎn)單和更積極的。這最后一步將衡量員工的貢獻(xiàn)，業(yè)務(wù)計(jì)劃期間的重點(diǎn)放在業(yè)績(jī)-沒有活動(dòng)。為了確保所有的觀點(diǎn)認(rèn)為，管理者應(yīng)該尋求其他的投入，其經(jīng)理人可能會(huì)影響個(gè)人的評(píng)價(jià)，并征求意見，該名雇員。小組的結(jié)果，整體提高的努力也是重要的因素。除了評(píng)估員工對(duì)他們的具體任務(wù)，整體評(píng)級(jí)將受到影響的因素，如可靠性，適應(yīng)穩(wěn)定性，在際技能，學(xué)習(xí)新的能力技

21、能或技術(shù)，并有能力進(jìn)行有效溝通。</p><p>　　管理應(yīng)該承認(rèn)的情況下，員工的業(yè)績(jī)是顯著影響的積極或消極的方式和教練這些因素的改善。同樣，一名雇員的影響可能對(duì)他人的表現(xiàn)應(yīng)該得到承認(rèn)，考慮到總體評(píng)價(jià)，并投入小組活動(dòng)應(yīng)作出重大貢獻(xiàn)的整體評(píng)價(jià)。</p><p><b>　　4概要</b></p><p>　　實(shí)施過程包括6步驟，這6個(gè)步驟必須集成

22、，以提供一個(gè)全面的，整體的，積極的態(tài)度，用以高質(zhì)量的考績(jī)。一個(gè)一貫的程序想要成功，必須通過新的范例，6步驟是一個(gè)強(qiáng)有力的保證其成為一個(gè)成功的考績(jī)制度。</p><p><b>　　5結(jié)論</b></p><p>　　為了滿足日益增長(zhǎng)的全球范圍的競(jìng)爭(zhēng)，各種組織必須不斷改進(jìn)。如果一個(gè)組織的考績(jī)制度和進(jìn)程是一個(gè)障礙，那雇員就很難取得最大的生產(chǎn)率，也就不能進(jìn)行富有成效的管理。

23、重要的是，在考績(jī)制度方面的職能，比如價(jià)值補(bǔ)償，晉升，獎(jiǎng)勵(lì)和表彰，如果管理層沒這個(gè)時(shí)間和精力，那么該組織必須認(rèn)真考慮改變他們的考績(jī)制度?，F(xiàn)在準(zhǔn)備的考績(jī)制度是根據(jù)客戶的要求和側(cè)重于一些重要的要求，來進(jìn)行改進(jìn)的考績(jī)制度：制定明確的業(yè)績(jī)考績(jī);一致性執(zhí)行;不因?yàn)閭€(gè)人差異而有所區(qū)分，提供公平的個(gè)人和群體的考評(píng)系統(tǒng)。以特殊的行業(yè)，職業(yè)發(fā)展，與人員排名區(qū)分開來做考績(jī)制度，并作為單獨(dú)的進(jìn)程管理。最重要的因素為改善考績(jī)制度是管理培訓(xùn)和改變一些評(píng)級(jí)制度。改變

24、評(píng)價(jià)制度，盡量減少類的數(shù)量增加難以準(zhǔn)確評(píng)級(jí)受雇人員的士氣和大大減少的因人員增加難以公平考評(píng)，非生產(chǎn)性工作（場(chǎng)）管理人員必須做的（發(fā)揮）不能用管理考核評(píng)價(jià)隨意評(píng)分，要公平。采用擬議的考績(jī)制度將對(duì)組織的發(fā)展起推進(jìn)作用，其集成了全面質(zhì)量管理哲學(xué)。如果人們?nèi)媸褂觅|(zhì)量管理組織，那么，這種尊重個(gè)人激勵(lì)員工的人事制度將反映這一哲學(xué)。</p><p><b>　　參考文獻(xiàn)：</b></p>

25、<p>　　1　Deming W E Out of crisis Cambridge M A M IT Center for Adv Eng Study U SA 1986</p><p>　　2　Scherer back W The to quality and productivity road maps and locks Rockville M D Mercury Press Fairchil

26、d Pub lications,USA,1986</p><p>　　3　Schulte s P R Performance appraisal new directions In 1991 Hunter Conference on Quality Madison W I Madison Area Quality Improvement Network,USA,1991</p><p>　

27、　4　Tabulation MZ Creation of management performance measures from employee surveys Quality Management USA July,1994</p><p>　　5　Pickard K D S Anticipating and overcoming resistance to TQM In A SQC 48th Annu

28、al Quality Congress Proceedings,USA,1994.673-682</p><p>　　A TOTAL QUALITY PROCESS FOR DESIGN</p><p>　　OF A PERFORMANCE APPRA ISAL SYSTEM</p><p><b>　　Remer D S</b></p&

29、gt;<p>　　Department of Industrial lame echini ice l Engineering</p><p>　　University of W icon sin2M Addison Madison W I53706USA</p><p>　　ABSTRACT：This paper proposes an improved performan

30、ce appraisal system(PAS)that is based on the philosophy of to quality management(TQM).It focuses on understanding the customers(both geminated employees)requirements for the PAS in order to prioritize and simplify the ba

31、sic elements of the appraisal system and implementation process The improved process is defined by performance planning counseling and evaluation with assessments for individual team and management contributions In addi

32、tion reduc</p><p>　　Words : total quality management performance appraisal system recognition</p><p>　　VOICE OF THE CUSTOMER</p><p>　　1.1Focused inter views</p><p>　　A

33、new approach to PAS begin switch a better understanding of customer requirements for a PAS. The first step is voice of the customer interviews which involved interviewing representative employees that are affected by the

34、 appraisal process. These employees defined as customers of the process are the managers who are responsible for performance app implementation and employees (including managers) that are evaluated under the performance

35、appraisal process. This customer inter is used as input f</p><p>　　1. 2　Matrix analysis </p><p>　　Each respondent is then asked to choose between Strongly (S) Moderately (M ) or do

36、not agree (N ) ;for each of 15 specific Statements about the performance appraisal system based on their own personal experience This information is structured as customer requirements in the relationship matrix shown

37、in Fig “WHAT ”the customer wants from the PAS On the other axis some system or process elements are listed IE HOW ”the PAS should be structured to meet TQM requirements The interviews with the</p><p>　　1.3

38、Customer requirement important </p><p>　　For a quality focus the most important requirements (rated 5) are to have the PAS provide a basis for good communication and provide clear performance standard a The

39、next important requirements are to provide a good job description provide for coaching and career development and stress both individual achievement while at the same time providing for can temp has is on teamwork. Two o

40、f the next most important factors (rated 3) are that the performance rating of the PAS may be used as key input in</p><p>　　1.4 Relative ranking</p><p>　　The most important system and process el

41、ements are that the PAS must provide for consistency - which is closely aligned with Deming′s point No 1 constancy of purpose [1]. Education is also very important for the corporate culture to change to be more quality d

42、riven and team oriented and its corresponding quality policies and practices must be communicated and managed and managers must be trained to lead this formation. In addition to continuing the focus on individual achieve

43、ment major emphasis </p><p>　　2　 PROPOSED PERFORMANCE APP SYSTEM</p><p>　　2.1A total quality process</p><p>　　In many situations corporations have good personnel system in place but

44、 the execution by management of their responsibility in these areas is lax and causes people to lose faith in the system. This proposal builds on the existing systems but add quality management addresses the problems tha

45、t have been described. There is also a firm belief by the employees in the study that the performance appraisal system should not be eliminated completely but that sign if cant modifications are needed to make</p>

46、<p>　　2.2Unbundled functions</p><p>　　From the study it is proposed that the following 8 functions be managed as separate processes unbundled from the ma in PAS: (1)merit compensation;(2)promotion;(3

47、)awards and recognitions;(4)special opportunity;(5)career development;(6)rankings;(7)opinion survey and (8)termination.</p><p>　　2.3 improved system elements for the PAS recommended</p><p>　　(1)

48、Management selection　If managers are key to the PAS process then selection of the right managers is the first step towards success. These managers must have the right attitude and the vision that the never ending pursuit

49、 of quality is fore most to business success with a commitment to good people management. The management selection process should consider only those candidates that have demonstrated these quality characteristics and em

50、brace TQM.</p><p>　　(2)Management training　Upon selection of these new managers the ongoing education and training of the manager is of the utmost importance. The need for consistency and management training

51、 received the highest ratings during the strength of relation ship discussion with the senior managers. In addition good communication and clear performances standards are rated as the most important requirements these

52、objectives is enhanced by a good selection process and by providing the training required to </p><p>　　(3)Rating scale　The number of levels on the performance measurement rating scale is a major problem with

53、 most PAS. However based on the PAS study most people agreed that 3 groups of employees can be differentiated the truly out standing contributors the group that have difficulty in consistently meeting the requirements of

54、 the job and the majority of the employees that produce good results within the system. Therefore the proposed appraisal system has 3 ratings:(1)out standing performance (2)goo</p><p>　　(4)Appraisal period　A

55、 PAS should require managers to have a performance plan for each employee in place with in a short time say one month and be required to administer a formal appraisal at least once per year Inter should occur every 3-6 m

56、onths Documentation of sign if cant issues or achievement along with expected rating should be communicated to the employee. Day to day communication should provide the basis more meaningful review session with no surpri

57、ses expected. </p><p>　　(5)Job description the personnel function should develop generic job descriptions by skill and level. These job descriptions should articulate the general expectations for the

58、 position in terms of responsibilities and performance. These job descriptions should be reviewed and up dated to include TQM practices and team concepts.</p><p>　　(6)Forms The performance appraisal forms sh

59、ould have some standardization and consistency. In addition the employee should have an opportunity for input to the performance planning process Therefore a separate form that allows the employee to document their goals

60、 and objectives should be facilitated and encouraged by the manager. The planning process should be a two party interactive activity for best results. A design goal for the forms should be increased simplicity for comple

61、xity can hide a p</p><p>　　3 　THREE KEY PROCESS ELEMENTS OF AN improved PAS</p><p>　　3. 1　Performance planning</p><p>　　A key management requirement is to understand how the departm

62、ent′s objectives fit into the overall mission of the larger organization and to know the skills knowledge experience training needs interests and aspirations of employees in the department. Managers also need to under

63、stand the performance level that is needed from the department to meet the overall requirements of the organization. Managers should be aware that an individual′s performance is directly related to the overall performan&

64、lt;/p><p>　　Employees can also prepare for the performance planning session. Advance notice should be given to them and they could use a goals blank copy of the appraisal form for jotting down ideas about key r

65、esponsibilities system support needed priorities results to be achieved and key dates. They should be encouraged to think about any responsibilities over and above the basic job requirements which key they might be inter

66、ested in pursuing.</p><p>　　3. 2　Performance counseling</p><p>　　The second phase of the performance appraisal process is counseling. In the period between performance planning and evaluation ma

67、nagers are expected to conduct periodic reviews of an employee′s progress toward the accomplishment of performance objectives. In addition to the coaching that goes on almost daily more formal periodic reviews should be

68、held to advise employees on how they are doing and how their performance can be improved. Usually a manager should conduct two to three inter document </p><p>　　3.3　Performance evaluation</p><p>

69、;　　With the system changes discussed in place the job of evaluation will be simple and much more positive. This final step will measure an employee′s contribution to the business for the plan period by focusing on perfor

70、mance results - not activities. To ensure that all points of view are considered should seek the input of other managers whose people may be impacted by the individual being appraised and solicit input from the employee.

71、 Team results and overall improvement efforts are also importan</p><p><b>　　4　SUMMARY</b></p><p>　　The implementation process consists of 6 steps as shown in Fig 2 These 6 steps must

72、 be integrated to provide a proactive approach to a quality performance appraisal. A consistent procedure is needed to be successful in adopting a new paradigm and the 6 steps are a robust approach to a successful PAS.

73、</p><p>　　5　CONCLUSIONS</p><p>　　To meet increased world-wide competition organizations must be constantly improving. If an organization’s performance appraisal system and process is a barrier t

74、o getting maximum productivity and pride of workmanship from all employees and is productively consuming management’s time and energy the organization must seriously consider changing their performance appraisal system.

75、It is important that the PAS-related functions of merit compensation awards and recognition proposed PAS is based on cu</p><p>　　REFERENCES:</p><p>　　1　Deming W About of crisis. Cambridge M an M

76、 IT can tar of r a do Angry Study U SA 1986</p><p>　　2　S cheer ken back W W.T he deem in rout tee to qua laity and productivity: road maps and road locks. Rock vile M D M ecru rye Prestos Far rich lid Pub li

77、ce ton s USA 1986</p><p>　　3　Schulte P R Perform ram acne app rag is linedirections.In: 1991 Hun tar Conference on Quality Madison W I: M Addison Area Qua laity Improvement Networks991</p><p>　

78、　4Tabladiko Maceration of management performance measures from employee surveys. Quality Management Journal l U SA Jug lee 1994</p><p>　　5　Pickard KKE rammer DS.An n titivating and overcoming resistance to T