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摘要：社区发展部门、文化部门和性别部门是人力资源部门的基本部门，负责员工的绩效管理、培训和其他功能，保证部门遵守各种规章制度。本文作为一篇英国留学生论文，通过国家社区发展的特点，探索其发展的前景和社会中的作用。 1.2.1人力资源的使命声明 “社区发展、文化和性别事务的人力资源部门关注人力资源与战略目标、经营计划，目的是为了提高企业绩效，发展促进创新和灵活性的组织文化。”

1.4.1 AIM

The aim of this topic is to discover the problems into the effectiveness of the performance management system used to evaluate the performance of employees and to put procedures into place to improve the performance the employees which in turn will improve the ministry.

1.4.2 OBJECTIVES

To examine the existing performance of the Ministry in ascertain its current state

To inspect the Ministry's performance management system to substantiate its alignment with theory

To investigate the custom of the public service and to comprehend the standards and values

To determine whether or not the performance management system is designed to develop the employees

To achieve an understanding of what has/has not been effective.

2.0 literature review

The literature review is based on the ideas of previous writers on the topic of Performance Management which would make clearer the objectives of the research.

2.1 Definition of Performance Management

Armstrong and Baron (1998) defines performance management as a tactical and incorporated approach in providing constant success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors.

According to Hildebrand (1997) a performance management system is the term for conducting performance appraisal, setting goals, communicating expectations, observing, documenting, giving feedback and helping employees to develop skills. If done well, it can help the organisation gain a competitive edge.

2.2 Criticism of the Performance Management System

Bevan and Thompson, (cited in Armstrong, 2000) criticised the theoretical model or what they called 'the textbook definition' of the performance management system by describing them as placing too much emphasis on a top - down method, focussing on objective settings which they believe underrate the extent to which training, development, and reward systems are driven from the bottom - up. They also disparaged the belief that a performance management system model can fit all situations and that many issues involved in making performance management work were under-emphasised.

The study that was accomplished by Fletcher and Williams (1992) specified that numerous organisations were a long way from operating an successful performance system as, for most of them, performance management system is the same as performance appraisal or performance related pay or both. They outlined that an effective performance management system is one which:

is owned and driven by line management and not by the HR department;

emphasis is placed on share corporate goals and values;

Performance management is not seen as a packaged solution, but something that has to be developed specifically and individually for each particular organisation, and should apply to all staff, not just part of the managerial group.

Schwartz, 1999 described an effective PMS as one which:

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