绩效管理英文文章及翻译 第7页
organization's mission and have all opportunity to participate in providing clear direction to all who participate in delivering the desired results.
This model treats human resource (performance) management as open system, interactive with and sensitive to the environment. What is av本文来自辣*文~论-文^网ailable from suppliers (at what cost and under what terms) and what constraints are imposed by the external environment and/or organizational context will affect the way the performance unit must operate in order to be effective. To operate in real time does not equate with anarchy, however. Though long-range, rigid plans may be inappropriate, effective contingency planning, team building and investment in human capital will help the organization manage performance effectively.
What needs to be done
An organization must make the commitment to opening up its human resource systems, making them interactive with the environment. After setting the stage for effective performance management by having each performance unit develop a charter, it is imperative that these performance charters be integrated across units, identifying what is needed from other units that may function as customers, suppliers and/or sources of contextual constraints. It is also necessary for the organization to ensure unit objectives are not in conflict. Finally, the organization must develop a horizontal and strategy, to ensure that unit tactical plans do not work at cross-purposes with each other[3]
Reward strategies and programs must be fitted to the performance model and performance charters, so that stated objectives and financially rewarded results are consistent. (George Odiorne has wisely counseled, "If your people are headed in the wrong direction, don't motivate them!") Selection, placement and development strategies and programs must also be aligned with the performance model, to ensure that the right people are in place to pursue unit missions and to meet their objectives.
Finally, the customer must become the focal point for evaluating whatever outcomes an organization produces. If there is a customer with an effective demand (is willing to pay) for these outcomes, the organization has a viable purpose; if the customer does not perceive the product/service as being worth the purchase price or assets consumed to produce it, the organization has not performed at an acceptable level.
Whether private or public sector, for profit or not for profit, product or service provider, the organization must justify its consumption of resources . . . to the customer. That is the hard reality of the '90s. Organizations that allow employees and units to justify their existence by making only their superiors happy will find the availability of the resources necessary to reward "performance" to be short-lived.
Notes论文网
http://www.751com.cn1. Lester C. Throw, The Zero Sum Solution, Simon & Schuster, New York, NY, 1985.
2. Edward E. Lawler III, Pay & Organization Developement, Addison-Wesley, Reading, MA, 1981.
3. Michael E. Porter, Competitive Advantage, Free Press, New York, NY, 1985.
Robert J. Greene, Ph.D., SPHR, CCP, is consulting principal with James & Scott Associates Inc., in Chicago. He is a member of the HRCA Board of Directors.
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