绩效考核外文文献及翻译 第4页
not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person” development - not just job skills or the skills required for the next promotion.
Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.
The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing and managing people, unless proper 'objective justification' can be proven. See the Age Diversity information.
When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organization.
Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, and to retain the best staff.
Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognised this over fifty years ago.
If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exit interview prior to joining a better employer who cares about the people, not just the work.
Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be. 本文来自辣-文~论-文,网
2.3 Are performance appraisals still beneficial and appropriate
It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well. It's a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.
Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:
1、performance measurement - transparent, short, medium and long term
2、clarifying, defining, redefining priorities and objectives
3、motivation through agreeing helpful aims and targets
4、motivation though achievement and feedback
5、training needs and learning desires - assessment and agreement
6、identification of personal strengths and direction - including unused hidden strengths
7、career and succession planning - personal and organizational
8、team roles clarification and team building
9、organizational training needs assessment and analysis
10、appraise and manager mutual awareness, understanding and relationship
11、resolving confusions and misunderstandings
12、reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc
13、delegation, additional responsibilities, employee growth and development
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