績效考核的困境外文文獻(xiàn)翻譯（英文）

1、Chapter 13 The Dilemma of Performance AppraisalPeter Prowse and Julie ProwseAbstract This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical develop

2、ment of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness

3、 of performance through appraisals. This paper will evaluate the aims and methods of appraisal, the difficulties encountered in the appraisal process. It also re-evaluates the lack of theoretical development in appraisal

4、 and moves from the psychological approaches of analysis to a more critical realisation of approaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.13.1 IntroductionThis pap

5、er will define and outline performance management and appraisal. It will start by evaluating what form of performance is evaluated, then develop links to the development of different performance traditions (Psychological

6、 tradition, Management by Objectives, Motivation and Development). It will outline the his- torical development of performance management then evaluate high performance strategies using performance appraisal. It will eva

7、luate the continuing issue of subjectivity and ethical dilemmas regarding measurement and assessment of per- formance. The paper will then examine how organisations measure performance before evaluation of research on so

8、me recent trends in performance appraisal. This chapter will evaluate the historical development of performance appraisal from management by objectives (MBO) literature before evaluating the debates between linkages betw

9、een performance management and appraisal. It will outlineP. Prowse (B ) University of Bradford, Bradford, England, UK e-mail: p.j.prowse@bradford.ac.uk195 P. Taticchi (ed.), Business Performance Measurement and Managemen

10、t, DOI 10.1007/978-3-642-04800-5_13, C ? Springer-Verlag Berlin Heidelberg 201013 The Dilemma of Performance Appraisal 197appraisal feedback beyond performance for professionals and managers to nearly 95% of workplaces i

11、n the 2004 WERS survey (see Table 13.1). Clearly the use of Appraisals has been the development and extension of appraisals to cover a large proportion of the UK workforce and the coverage of non managerial occupations a

12、nd the extended use in private and public sectors.13.2.2 The Purpose of AppraisalsThe critical issue is what is the purpose of appraisals and how effective is it researched and used in practice throughout organizations?

13、The purpose of appraisals needs to be clearly identified. Firstly their purpose. Randell (1994) states they are a systematic evaluation of individual performance linked to workplace behaviour and/or specific criteria. Ap

14、praisals often take the form of an appraisal interview, usually annual, supported by standardised forms/paperwork. The key objective of appraisal is to provide feed- back for performance is provided by the line manager.

15、The three key questions for quality of feedback:1. What and how are observations on performance made? 2. Why and how are they discussed? 3. What determines the level of performance in the job?It has been argued by one sc

16、hool of thought that these process cannot be per- formed effectively unless the line manager of person providing feedback has the interpersonal interviewing skills to provide that feedback to people being appraised. This

17、 has been defined as the “Bradford Approach” which places a high priority on appraisal skills development (Randell, 1994). This approach is outlined in Fig. 13.1 which identifies the linkages between involving, developin

18、g, rewarding and valuing people at work.13.2.3 Historical Development of AppraisalThe historical development of performance feedback has developed from a range of approaches. Formal observation of individual work perform

19、ance was reported in Robert Owens’s Scottish factory in New Lanark in the early 1800s (Cole, 1925). Owen hung over machines a piece of coloured wood over machines to indicate the superintendent’s assessment of the previo

20、us day’s conduct (white for excellent, yel- low, blue and then black for poor performance). The twentieth century led to F.W. Taylor and his measured performance and the scientific management movement (Taylor, 1964). The

21、 1930s Traits Approaches identified personality and performance and used feedback using graphic rating scales, a mixed standard of performance scales noting behaviour in likert scale ratings. This was used to recruit and