绩效管理英文文章及翻译 第3页
A '90s Model for Performance Management
Today's human resource (HR) function must take the lead in attracting, retaining, and motivating a high-quality workforce. The key issues are how to: 1. determine what is needed at each level within an organization to produce organizational performance, 2. measure and reward performance at each level, and 3. refocus individuals and units on satisfying customers rather than on pleasing those higher in the organizational hierarchy. The first step is to identify the appropriate organizational level at which performance can be reliably recognized and measured and to reward it at that level. The measurement criteria must be clear. A performance model can identify performance units; each employee is a participant in one or more performance units, and by identifying them, the organization can clarify for each individual what is important and what will be rewarded. Charters developed by performance units should be integrated.
Performance Management characteristic
Performance unit is comprehensive
In modern management theory, effective management activities should be a closed circle which is also a continual process of improving. Based on the systematic viewpoint of continual process of improving, performance management system could use Dam circle theory---- the using of P-D-C-A dynamic circle model for constructing. The P-D-C-A dynamic circle model is a basic procedure of quality management in all aspects. It was first suggested by the world famous management master----doctor DAM. It’s a systematic way of think and manages. The meaning of PDCA is plan check and action. It mainly deals with the result from the sum up check and confirms the success experience even popularize and standardize本文来自辣*文~论-文^网. In fact the development of IS09000 and TQM has resulted PDCA. Kathleen Guin（1992）pointed out that “performance management can strength TQM”. For performance management can provide managers skills and tools for managing TQM, and see through the TQM which is one crucial part of the organization culture. That means the process of designing a scientific performance management itself is a process of demanding quality--------reach even exceed the expectation of inside and outside customers, and encourage their employees devote themselves into quality and other objective.
All other resources can be bought in the marketplace -- by anyone(1) Lester Throw, in these few words, identifies one of the prinicipal challeges facing human resource practitioners in the '90s.
Given the scarcity of customers and the competition for these customers, organizations must, above all else, seek that source of competitive advantage that will enable them to survive. Today's human resource function is critical to the performance of the organization. It must take the lead in attracting, retaining and motivating a high-quality work force.
Proven methods don't work论文网
http://www.751com.cnHR should avoid two critical errors in this effort:
1. Using prescriptions that were effective on past maladies to treat a new condition.
2. Borrowing prescriptions others claim successful in treating the same condition.
The first error assumes the old prescription is a panacea for the organism, no matter what the affliction. The second error presumes a cure will be effective across organisms, even though those organisms have different histories, different immune systems. These approaches are bad medicine in an environment that contains a multitude of different strains of what appears to be the same virus but where individual organisms are very dissimilar in their specific makeup.
When one reads the current HRM literature, it is easy to conclude that several new magical spells have been discovered in the late '80s. For example, it is often claimed that all organization that implements skill based pay and gain sharing, to replace "merit" pay and individual incentives or profit sharing, will instantly have a better time of it. Productivity and satisfaction will go up, and the compensations field is a way to catch up to the organizational development people who have had several years of glory with quality circles and team building. But this one-cure brand of wizardry is blind to the fact that the '90s will run in a "real time" mode in which only open systems can survive.
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