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论文作者:英语论文网论文属性:学期论文 termpaper登出时间:2015-07-29编辑:wangjinjin点击率:8481
论文字数:2190论文编号:org201507250958456727语种:英语 English地区:英国价格:免费论文
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摘要:本文的主要目的是为大家陈述绩效管理过程在企业管理当中的重要性。并且在下文对绩效管理以及功能都做出了详细的介绍。
It emphasizes the organization as one that is dynamic i.e. it constantly leverages the learning gained from past experiences which have led to increased performance
Aguinis & Pierce also cite the example of Merrill Lynch, which transitioned from using a traditional annual performance appraisal system to using a more holistic performance management system thus establishing a regular conversation between managers and employees regarding performance. This also facilitated a regular feedback process, an ongoing discussion on the progress of personal development plans and the identification of any coaching and training needs during the year.
Review and assessment of performance
Performance assessment is the process of evaluating the extent to which desired results have been achieved and whether the employee has been able to display desired behaviours. It involves both the supervisor as well as the employee. Although performance information can be collected from many sources like subordinates and peers, it is usually the direct supervisor who provides the information. The process also involves an assessment of the extent to which the employee has been able to achieve all capability development goals stated in his/her development plan. The performance review stage involves a meeting between the supervisor and the employee to review their assessments. Commonly called the appraisal meeting, it is important because it provides a setting in which the employee is formally provided with feedback on his/her performance (Aguinis & Pierce, 2007). Many performance management cycles include some kind of a rating process that can be done during the performance review stage. The rating scale is supposed to help organizations make decisions around employee promotion and pay (Armstrong, 2009).
According to Den Hartog Et Al. (2004), performance measurement plays an important role in the performance management process and this stage also provides some interesting challenges for future research. For instance modern performance appraisals do not just stop at measuring task performance, instead they also go on to incorporate contextual performance (Fletcher, 2011). One example of such a shift is the impact of changes in organizational performance indicators on those of an employee (Molleman and Timmerman, 2003).
Current view and way forward
Previous research shows that there are many proponents of performance management like Armstrong (2000) and (Molleman and Timmerman, 2003) who have provided evidence that firms with employee performance management processes outperform, on a wide range of productivity and financial measures, firms without such processes. However there are a number of detractors of performance management who have also provided evidence of the lack of any concrete success due to performance management systems (Biron Et Al., 2011). For instance, Coens and Jenkins (2000) have found that even though 80 percent of firms in the United States use performance management processes, 90 percent of these firms are not satisfied with them.
There also seems to be a general consensus among researchers about the 'strategic' role of the performance management pro本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。