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本科毕业设计（论文）外文参考文献译文及原文 学 院 经济管理学院 专 业 工商管理 年级班别 学 号 学生姓名 指导教师 年 月 日目 录1 九十年代绩效管理模型12 绩效管理的特点22.1绩效单位制定的章程应该是综合的22.2已证明有效的方法不能起到应有的作用33 绩效模型53.1满足首要的目标63.2改变奖励系统63.3必须完成的目标7A 90s Model for Performance Management9Performance Management characteristic9Performance unit is comprehensive9Proven methods dont work 10Performance models12Satisfaction a primary objective13Change reward systems16What needs to be done171 九十年代绩效管理模型 今天的人力资源（HR）的功能,首先必须表现在吸引人才,留住人才,并且激励那些高素质的人力资源。关键的问题是: 1、确定什么是必需的，能够使一个组织内每一个层面产生组织绩效；2、衡量和奖励每个层次的绩效；3、重新使个人和单位定位于满足消费者,而不是讨好更高的组织层次。第一步是要找出合适的组织层次，使绩效能够可靠地被识别和测量，以及对这层次进行奖励。测量标准必须明确。绩效模型可以识别绩效单位，每个员工是一个或多个绩效单位的参与者,通过识别这些绩效，组织可以澄清每个人的重要性以及奖励的对象。2绩效管理的特点2.1绩效单位制定的章程应该是综合的现代管理理论认为，有效的管理活动应该是一个闭合的环，应该是一个持续改进与提高的过程，按照持续改进与提高的系统论观点，绩效管理体系可以借用“戴明环”理论，即运用P-D-C-A的动态循环模式来构建。PDCA动态循环是全面质量管理的基本程序，它最早是由世界著名的质量管理大师戴明博士所倡导的，是一种科学的系统的思维方法和管理程序。PDCA的含义如下:P（Plan）计划，D（Do）执行，C（Check）检查，A（Action）行动，主要目的是对总结检查的结果进行处理，将成功的经验加以肯定并适当推广标准化；将失败的教训加以总结，把未解决的问题放到下一个PDCA循环里，并开始下一个PDCA。实际上PDCA是管理原理与全面质量管理（TQM）IS09000演变与发展的结果。Kathleen Guin（1992）指出，“实际上，绩效管理过程可以加强全面质量管理（TQM）。因为，绩效管理可以给管理者提供管理TQM的技能和工具，使管理者能够将TQM看作组织文化的一个重要组成部分”。可以说，一个设计科学的绩效管理过程本身就是一个追求“质量”的过程。达到或超过内部、外部客户的期望，可以使员工将精力放在质量目标上。所有其它的资源都可以在市场被任何人买到1 。识别这个问题是人力资源开拓者上世纪九十年代所面临的首要挑战之一。毕竟资源的稀缺性在一定的范围内是相对的，人力资源的发掘需要通过多年经验的积累，如果运用发掘其他固有资源的方式去购买人力资源，无碍于缘木求鱼，最终很难获得理想且适合企业实际的人力资源。由于顾客的有限，致使争夺顾客的竞争日趋激烈。组织必须以高于一切的方式去寻求能够使他们获得生存的竞争优势来源。今天的人力资源功能对组织绩效表现得尤为重要，其首先表现在吸引人才,留住人才,并且激励那些高素质的人力资源。这就需要在企业的内涵方面下苦功夫，科学紧密的组织结构、多元化的激励措施、丰富多彩的企业文化等，而合理的薪酬及绩效审核制度则是留住人才的关键。2.2已证明有效的方法不能起到应有作用HR管理者在这一努力中应该避免两个致命的错误：1、使用在过去有效的处理方法来对待一种全新的情况。2、借用其它人声明有效的处理方法来对待同一种情况。第一个错误是假设对有机体来说，旧的药方不管遭遇什么情况都是一剂灵丹妙药，第二个错误的假设是万灵丹将有效横跨有机物，即使这些有机物有着不同的历史，其免疫系统的作用也大相径庭。许多病毒在不同的环境里生存，他们虽然看起来是一样的，但其实是许多不同种类的病毒，以上的处理方法对于这些病毒来说，毫无疑问是一种坏药，因为每个人的有机体构成都不是相似的。当人们读到当前的人力资源文献时，人们不难得出几个新的紧箍咒,这些紧箍咒最早发现于上世纪八十年代后期。举例来说,人们常常声称所有的组织都实行以能力来计算工资和以成果分享利润的制度，以取代 “好处”薪资、个人激励或利润分享制度，这样一来，一个更好的工作时间即将产生，进而使生产力和满意度上升。赔偿领域是其中一个途径，能够赶上拥有多年质量优势以及团队建设的组织发展。但这一次治愈品牌wizardry是事实，即开办一个“实时模式”，只有开放系统才能生存。许多开拓者有着“程序”导向。特定计划被设计和执行以应对一系列的挑战或负担，控制组织资源的消耗。这些程序在一系列组织框架和一贯的行政政策内执行。当寻求到其稳定性和一致性时，就能决定通过控制链条垂直性的流动。通常，这类型的方式会受到众多研究结果的支援。不幸的是，研究承担及极其巨大的社会压力。建议的结果只能用来建立因果关系联合，这使组织中僵硬的计划能够长时间的运作。遗憾的是，来自一个的系统的研究结果不能够被假定适用于另一个开放着的系统。许多组织倾向于继续使用薪酬水平的直接支付程序来对个人绩效进行加薪，这种情况甚至出现在已经转为要求合作而自我谦让行为的生产团队。在如今激烈的社会竞争当中，企业都希望通过各种方式缩减开支和各类成本，使企业利润达到预算范围的最大化。但如果这种薪酬制度与员工的意志出现背离，致使员工的绩效水平停滞不前，员工的工作积极性就会大受影响，团队的凝聚力也会相应下降，甚至有可能出现小规模离职的现象。假定你是这些合作团队的一员，为了支持目标，便会形成习惯于合作的行为态度。在年底的时候，你只小幅加薪，原因是预算的有限和你的上司认为其他的团队成员比你表现得好。这样，在下一个绩效考核期内，你的行为将受到什么的导向呢？为取得好结果谨慎工作，还是一有机会就尽量表现自己？在对绩效得思考中，这样的信号难道不是被传递了吗？上司追求团队目标，但奖励个人的时候，确实基于他们对员工的工作表现（或者是基于他们对员工个人的偏好？）。的了解组织试图在成本合理的基础上，提供能够产生高水平顾客满意程度的适时、高质量的服务。但当一个人注意到员工薪酬等因素，他就会认识到可以预算的规模和个人绩效评估（基于工作质量、数量和独立性）的重要性。一个雇员掌握的劳动技能和同一时期内平均的直接劳动成本是相对应的。除了发现顾客满意度、新顾客的数量、现有顾客的流失数量、产品/服务的感知等4项外，一个人可以发现几乎所有事情。当然也包括促销的绩效，这是对此人取得信用的有效途径。3绩效模型关键问题如下：在组织内，为了产生组织绩效，怎样才能决定在每一组织层次上什么是必需的。在组织每一层次上，如何测量和奖励绩效。如何使个人和整体重新聚焦于满足顾客，而不是取悦于组织等级的更好层次。第一步是澄清合适的组织水平，使在这一层次上绩效可以被信赖、认可和测量，以及奖励这一层次上的绩效2。一旦合适的组织水平被澄清，用于测量和奖励绩效的标准就是明确的。如绩效模型显示一个组织在一个绩效团体（拥有影响组织绩效的可识别的产出的个人、团队、整体、）中如何被澄清。每个雇员在一个或多个绩效考核团队中都是参与者，通过识别他们，组织可以识别每个个体在哪方面是重要的以及哪些方面应该受到奖励。CEO（首席执行官）和COO（首席运营官）被评估和奖励的基础是他们团队的绩效组织。一个专业销售代表可能是一个绩效单位。一个研究科学家或许也是一个一人的绩效单位，或是一个工程团队、研究组织的成员。一旦一个绩效模型被一个组织建立，它有可能用来作为对员工建立有效策略的障碍。当一个单位的使命和目标是清楚的，测量绩效的标准则变得容易确认。对员工和人力资源发展（为工作选择；为选择培训；设计适合人们的工作）可供选择的方法就可以被评估。一旦绩效单位被确认或他们的绩效章程得到发展，则合适的策略就可以被选择。奖励（为进行的工作支付薪水；为个人能力支付薪水；为结果支付薪水）可供选择的方法是可以被评估的。最终，员工、奖励和发展策略可以被相互整合，以保证它们能协调和支持组织的整个人力资源策略。有一点是必须强调的，那就是组织绩效模型也许和组织结构图非常相似，或者完全不一样，这取决于正式的结构。如果伴随着独立性质的职员功能企业一经成立，这个相似性的可能性就很大；另一方面，如果结构是基于其中的公司管理所决定的，则绩效单位和正式组织框架内的单位有完全不一样的观念。绩效模型必须是可变的。任务驱动的团队将会形成，并且最后被撤除，职员的功能将更好地服务顾客，企业将被重新塑造得更加适合所服务的市场，并更好地提供产品和服务。如果这些改变被行政方面的原因忽视，将会降低目的的清晰度，减少来自拥有清晰目的所带来的利益。遗憾地是，现实又印证了那句至理名言“没有风险，就没收益”。3.1满足首要的目标一个绩效章程可被塑造产生一个在顾客满意程度的聚焦。如：绩效通过顾客直接感受到的单位绩效的影响来被定义和评估。顾客满意度是企业生存与发展的重要参数，当此参数作为绩效评估的内容进行细化的时候，所有的被评估对象就必须对自己的服务情况进行认真的审视，对那些导致顾客满意度下降的行为，应该及时制止或进行相应调整。以下是保持绩效管理科学性和系统性的相关步骤：第一个步骤是识别每个绩效单位的外部和内部顾客。例如，人力资源单位把每个雇员和每个组织单位看成一种顾客。其它的员工单位，如财务、数据处理、采购，典型的识别特定组织单位作为顾客的前线功能，诸如销售、制造和售后服务等，有着外部顾客，这些外部顾客可能是个体顾客，或是组织顾客。其中一个保持绩效管理过程行政便捷的方法是识别关键顾客，而不是一切单位中、一切顾客或一切潜在顾客。当涉及到众多外部消费者（就像一个医院过去的、目前的、潜在的病人），那就有必要发展一个采样框架，这个采样框架能够带来一定数量的可管理顾客，并且能够提供有效截面。当这些关键顾客被识别后，下一个步骤就是定义什么是顾客从单位中所需要和期望的，然后开发一种能够测量顾客实际所得的方法。很多组织正在开始认识到他们的政策和程序在特定系列环境下规定了严格的行动流程，也认识到如果顾客的反应与先前假定的不一样，或者改变了他们的需求/偏好顺序，他们的计划很可能失败。不断增长的现实案例就是这种痛苦错误的结果。美国汽车制造商基于对狂购小型轿车是一种临时的风尚的假定，曾在消费者面前极力推销大型桥车。工业产品的提供商经常仅提供能被长线有效流程生产的标准种类物品，甚至当消费者快速增长的需求就要接近定制的产品/服务。3.2改变奖励系统采取“罐装方法”服务消费者是被组织系统、绝大部分绩效考核和奖励系统永存的案例。雇员被期望要求遵守政策，即使这种政策有可能导致他们与不断变化中的消费者的需求完全不同。为了追求得到薪水的高水平的增长/激励性奖励，对很多雇员来说，很有必要获取一个高的绩效考评等级。为了获取一个高的绩效考评登记，对很多雇员来说，是有必要说服上司，而不是消费者，这样，绩效就已经是相当好的了。这种封闭的思维封锁了组织从消费者处得到反馈和信息，这种反馈和信息能够使得消费者的需求得到精确的评估和处理。在采纳类似上例中的模式，它能够使员工即时的方式了解消费者而且努力去满足当前消费者的要求和需求，这种得反馈的循环能够使员工/绩效单位确定什么是消费者感知到正在发生的，这或许比正在发生的更为重要。在这样一个模型中，消费者的评价也可以得到奖励，这样就增加了权重以及增加了员工在聚焦消费者身上的激励。消费者被看成组织使命的核心，这样能有机会能够为参与传递这种期望结果的雇员提供明确清晰的导向。这种模型视人力资源（绩效）管理为一个开放的系统，对环境敏感同时与环境又相互作用。什么是可以从供应商处得到的（在什么周期内，以怎样的成本）以及什么样子的来自外部环境/组织框架内强行施加的限制，这些都会影响绩效单位追求有效性的运行方式。为了运行即时，而又不等同于无组织状态。虽然大规模、呆板僵硬的计划会不合适，但有效持续的计划、团队建设等方面在人力资本的投资将会有助于组织管理绩效的有效性。3.3必须完成的目标 一个组织必须采取相应的承诺，只有那些步骤开放的人力资源系统，才能够使系统和外部环境在相互影响的情况下相互作用，通过每个绩效单位开发的一个组织结构，建立有效的绩效管理平台后，有必要对绩效单位进行跨绩效单位的绩效单位整合，通过识别，从其它绩效单位中获取资料，这些绩效单位有可能行使着消费者功能、供应商、环境制约的来源。组织也必须使绩效单位的目标不相互冲突。最后，组织必须开发水平整合策略，以确保绩效单位战术计划在跨目标的情况下不能相互工作。激励措施和计划必须保证适合绩效模型和绩效组织结构，因此，既有目标和最终的激励结果必须是一致的。乔治曾明智的说过：“如果你领导的方向错误，就不要激励你的员工”。选择、取代、发展策略和计划也必须分散在绩效模型中，这样可以保证合适的人在合时的岗位上追求绩效单位使命和他们的目标。最后，消费者必然成为评估的焦点，无论组织产生什么结果，如果有消费者对这个结果产生有效需求（或者愿意付钱），这个组织就有一个可行的目标。如果消费者没有感兴趣的产品/服务，他们认为不值交易价格或者没必要消耗去生产它，那么组织的表现水平实在是不能够令人接受。不管是公共的还是私人部门，不管他们是盈利还是非盈利的，也不管他们是产品制造商还是服务提供者，所有的组织部门都必须要修正他们在消费者身上对资源的消耗。这就是九十年代公司、企业所面临的残酷事实。然而，还是有某些职工或者部门为了生存而去取悦他们的上司，在有这类型员工或者部门的公司、组织会发现当他们想要给绩效较好的表现者一些必要的奖励时，他们往往会感到力不从心，甚至无能为力。Robert J. Greene A 90s Model for Performance Management Ph.D., SPHR, CCP, A 90s Model for Performance ManagementTodays 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 characteristicPerformance unit is comprehensiveIn 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. Its 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 it. Anther function of the PDCA is to learn from loss, and put the unsettled problem into the next PDCA circle and start it. 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. Todays 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 dont workHR 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.Many practitioners have a program orientation. Specific programs are designed and implemented to deal with a fixed set of challenges or to afford control over the way the organizations resources are expended. These programs are administered within an organizational framework and in accordance with administrative policies. Stability and consistency are sought and decisions flow vertically through the chain of command.This type of approach is often supported by considerable research. Unfortunately, the research assumes a deterministic, Newtonian world, thereby suggesting that results can be used to establish causation linkages, which enable the organization to plan rigid, long-term courses of action. Regrettably, research results from a deterministic system cannot be assumed to be applicable to an open system.Many organizations continue to use direct-pay programs which purport to pay level and pay increases to individual performance, even though they have shifted to production teams which require cooperative, often self-effacing behaviors.Assume you are on one of those teams, behaving in a cooperative manner to support team goals. At the end of the year, you receive a small pay increase because the budget is limited and your supervisor feels several others performed better as individuals. How will you be motivated to behave during the next performance period? Look out for #1 and upstage others whenever possible? Isnt that the message sent during the performance review? After all, supervisors talk team goals but reward individuals based on how well they feel they have done. (Or perhaps on how well they like them?).Organizations want to provide high-quality timely service which will produce high levels of customer satisfaction and the economic success which goes with it, all at a reasonable cost. Yet when one looks at the factors which determine an employees pay one typically finds: size of budget available, individual performance appraisal (based on quantity of work, quality of work and dependability), how many skills the employee has command of and the average direct labor cost for the period. One finds almost everything BUT customer satisfaction, number of new customers, number of existing customers lost, market perception of product/service, and so forth. Promotions are also based on how brightly the individual shines and for what successes that person has been given, or has taken credit.Performance modelsThe key issues are as follows:How to determine what is needed at each level within an organization to produce organizational performance.How to measure and reward performance at each level.How to 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.(2) Once the appropriate level is identified, the criteria to use in measuring and rewarding performance become clear. Exhibit 1, Performance Model, illustrates how an organization can identify each of its performance units (individual, group or unit which has an identifiable output impacting organizational performance). 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.The CEO and the COO are evaluated and rewarded based on the performance of their unit - the organization. A field sales representative may be a one-person performance unit. A research scientist may also be a one-person unit, or may at times be a member of a project team and/or research organization.The real value in having a defined performance model is that it organizes and clarifies roles and focuses on objectives, rather than emphasizing the formal hierarchical structure as defined in an organizational chart.Once a performance model has been created by an organization, it can be used as the basis for establishing effective strategies for staffing, development and rewards. When a units mission and objectives are clear, the criteria for measuring performance become easier to define. The alternative approaches to staffing and human resource development (select for the job; train for the job; design the job to fit the people) can be evaluated. An appropriate strategy can be selected once the performance units are defined and their performance charters developed.The alternative approaches to rewards (pay for the job held; pay for the individuals capabilities; pay for results) can also be evaluated. Finally, the staffing, rewards and development strategies can be integrated with each other to ensure that they fit with and support the overall human resource strategy.It should be emphasized that the performance model of an organization may look very much like the organizational chart or may bear little resemblance to it, depending on the formal structure. If business units have been created, with self-contained staff functions, the similarity may be great. If, on the other hand, the structure is based on centralized corporate management, performance units may have entirely different boundaries than units in the formal structure.The performance model will also be changeable. Task forces will be formed and dismantled, staff functions will be shifted around to better serve customers, business units will be reshaped to fit the markets served and to better provide products/services. If these changes are ignored for the sake of administrative convenience, it will diminish clarity of purpose and reduce the benefits derived from having articulated objectives. Regrettably, this reality brings to mind the sign in Golds Venice Gym No Pain, No Gain.Satisfaction a primary objectiveA performance charter can be fashioned to produce a focus on customer satisfaction. (See Exhibit 2.) Here performance is defined and evaluated by the customers who directly feel the impact of the units performance.A first step is to identify the external and internal customers of each performance unit. The human resource unit, for example, has each employee and every organizational unit as a customer of sorts. Other staff units such as finance, data processing and purchasing would typically identify specific organizational units as customers. The line functions such as sales, manufacturing and sales service would have external customers, whether these be individual consumers or other organizations.One way to keep the performance management process administratively feasible is to identify key customers, rather than each and every possible customer of each unit. When numerous external consumers are involved (a hospitals past, current and potential patients, for example), it may be necessary to develop a sampling frame which results in a manageable number of customers but which provides a valid cross-section.After these critical customers are identified, the next step is to define what customers need and expect from the unit, then to develop a method of measuring what the customers actually get. Many organizations are beginning to realize their policies and procedures prescribe rigid courses of action for specific sets of circumstances and that these plans can go haywire if customers react differently than assumed or change their needs and/or priorities.This growing realization is the result of many painful errors. U.S. auto manufacturers continued to push big cars at consumers, assuming the small-car buying binge was a temporary fad. Industrial suppliers often provide only standard catalogue items which can be created in long, efficient production runs, even while customers increasingly demand rapid access to customized products and/or services. The same type of error is repeated by many employers who offer their standard jobs to the labor force (customers)and their remedy for a bad person-job fit is to impose the standard training programs on the worker.The sales personnel is the real estate enterprise realizes the value to be most important the auxiliary booster, because the sales work is extremely laborious, the sales personnel is withstanding the average man unendurable pressure and the pain, caused this profession to appear the high reward, the high personnel were mobile; the unusual economic phenomena. How maintains the sales personnels good point of view, the maintenance sale team relatively stable, sells the difficult problem which manager and the enterprise must be solve .The function standard is sells manager to the sales personnel job performance expectation and the request. Carries on the examination and critique take the duty standard as the criterion is the objective examination and critique, he and work direct correlation. The considerable examination and critique method use target has three big kinds: Delivers the target (order form number, customer number and so on), the investment target (sale access, operating time and time assignment, expense, non-sale campaign and so on) as well as delivers/the investment ratio target (expense ratio, customer development ratio, visit ratio and so on).The function condition is sells manager to the sales pe
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