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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。”

e envisaged model, focus will not be on the human resource function but on line managers and their subordinates driving the process and human resources function playing an advisory role. Grote (1996:13)

2.4.2 Criticisms of Performance Appraisal

Torrington et al (2005) criticises the appraisal system by emphasising that performance appraisal is often neglected until the time when the next appraisal come around. They also commented that performance appraisal are often bias, prejudice and subjective.

It is possible that inconsistent criteria will be applied by different managers when assessing the calibre of subordinates (Schneier et al., 1991)

Hendry et al also criticised the appraisal system for which they see as time consuming, bureaucratic, paper driven and top down, with little relevance to organisational performance goals.

Beardwell, Holden and claydon (2004) also criticised the appraisal system by stating that often persons who carry out performance appraisals do not always have the right skills and training to conduct appraisals effectively.

2.4.3 360 ° Feedback

An appraisal system that is gaining popularity is the 360-degree feedback. This is because the feedback gleaned from this is utilised as important input for career development as well as for training and development. Because of the nature of the multiple source feedback of the 360-degree process, a broad perspective of the individual's strengths and weaknesses are developed which assists them in enhancing their self-insight and in developing their full potential.

Garavan, Morley and Flynn (1997) and Theron and Roodt (1999) summed up the above description by stating that the 360-degree feedback is a contrived method of providing a flow of feedback to employees from all directions thus fulfilling the need for providing the individual with a more holistic and useful set of feedback. According to McCarthy and Caravan (2001) these as alternative terms used for the 360-degree feedback.

Stakeholder appraisal.

Full circle appraisal.

Multi-rater feedback.

Multi-source assessment.

Subordinate and peer appraisal.

Group performance appraisal.

Multi-point assessment.

Multi-perspective assessment.

2.5 CONCLUSION

The literature review provided the researcher with useful information on the topic of performance management, giving a clear understanding of the various aspects of the topic from a practical angle. It revealed issues regarding the Performance Management System which exists in MCDCGA, identifying its best practice and shortcomings.

3.0 RESEARCH DESIGN

3.1 Chosen methodology

This research is a dynamic study given that it is designed to determine the effectiveness of a system to bring about change in a particularly controlled environment. The research methodology consistent with this type of study is the phenomenological paradigm; consequently it provided the basis for this research. This method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。