（可编）绩效考核外文文献及其译文.docx

The Dilemma of Performance AppraisalPeter Prowse and Julie Prowse Measuring Business Excellence,Vol.13 Iss4.pp.69 - 77AbstractThis paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate rhe historical development 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 of performance through appraisals.This paper willevaluatethe aims and methodsof appraisal, thedifficulties encountered in the appraisalprocess It also re-evaluates the lack of theoretical development in appraisaland move from he psychological approachesof ana ly si st o a mor ecrit i ca I realisation ofapproaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.13.1lntroductionThis paper 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 tradition, Management by Objectives. Motivation and Development).!t will outline the histoneal development of performance management then evaluate high performance strategies using performance appraisal. It will evaluate the continuing issue of subjectivity and ethical dilemmas regarding measurement and assessment of performance. The paper will then examine how organisations measure performance before evaluation of research on some 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 between performance management and appraisal. It will outline the development of individual performance before linking to performance management in organizations. The outcomes of techniques to increase organizational commitment, increase job satisfaction will be critically evaluated. It will further examine the transatlantic debates between literature on efficiency and effectiveness in the North American and the United Kingdom) evidence to evaluate the HRM development and contribution of performance appraisal to individual and organizational performance.13.2 What is Performance Management?The first is sue to discuss is the difficulty of definition of Performance Management. Armstrong and Barron(1998:8) define performance management as： A strategic and integrated approach to delivering sustained success to organisations by Improving performance of people who work in them by developing the capabilities of teams And individual performance.13 2.1 Performance AppraisalAppraisal potentially is a key tool in making the most of an organisations human resources. The use of appraisal is widespread estimated that 80-90%of organizations in the USA and UK were using appraisal and an increase from 69 to 87% of organisations between 1998 and 2004 reported a formal performance management system (Armstrong and Baron, 1998:200) There has been little evidence of the evaluation of the effectiveness of appraisal but more on the development in its use. Between 1998 and 2004 a sample from the Chartered Institute of Personnel and Development (CIPD, 2007) of 562 firms found 506 were using performance appraisal in UKWhat is also vital to emphasise is the rising use of performance appraisal feedback beyond performance for professionals and managers to nearly 95% of workplaces in the 2004 WERS survey (seeTable 13.1).CIearly 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 and 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? The purpose of appraisals needs to be dearly identified. Firstly their purpose Randell (1994) states they are a systematic evaluation of individual performance linked to workplace behaviour and/or specific critena Appraisals often take the form of an appraisal interview,usually annual,supported by standardised forms/paperwork.The key objective of appraisal is to provide feedback for performance is provided by the linemanager.The three key questions for quality of feedback：1 What and how are observations on performance made92 Why and how are they discussecP3 What determines the level of performance in the job9It has been argued by one school of thought that these process cannot be performed effectively unless the line manager of person providing feedback has the interpersonal interviewing skills to providethat feedback to people being appraised This has been defined as the "Bradford Approach" which places a high priority on appraisal skills devel。