MBA Essay代写范文-企业绩效评估，本文是一篇留学生MBA Essay写作范文，主要内容是讲述每个组织都有一些目标，为了实现这些目标，组织雇佣能够按照其标准执行的人员，以使组织实现其使命和愿景。因此，MBA Essay范文提出绩效是实现组织目标的关键。但为了保持记录和分析绩效，组织需要遵循一个称为“绩效评估”的特定流程。一个组织的重要方面不仅仅是招聘优秀的员工，而且还要留住他们。良好的工作环境、晋升、职业发展、奖励和对其良好表现的认可将自动留住员工。对于一个组织来说，开展不同的活动是至关重要的，这样他们的员工才会感到有动力，并为组织尽最大努力。为了提高员工的士气和绩效，从而提高生产率，组织应实施绩效考核制度。以下就是MBA Essay范文的全部内容，供参考。
Why do firms undertake performance appraisal? What are the implications of orthodox and radical critiques of performance appraisal for the effective design of performance appraisal systems? 企业为什么要进行绩效评估？正统和激进的绩效评估批评对绩效评估系统的有效设计有什么影响？
INTRODUCTION 引言
Every organisation has some goals and to achieve those goals organisation hire people who can perform as per their standards to enable the organisation achieve its mission and vision. So performance is the key to achieve organisational goals. But to keep records and to analyse the performance, organisation needs to follow a specific processes which is known as “Performance Appraisal”. The important aspect for an organisation is not just to recruit good employees but also to retain them. Good working environment, promotions, career growth, rewards and recognition in return of their good performance will automatically retain the employees with the organisation. It is essential for an organisation to undertake different activities so that their employees feel motivated and give their best to the organisation. To increase employees’ morale and performance resulting in better productivity, organisations should undertake performance appraisal system.
”Performance appraisal systems are formal methods of planning and evaluating employee’s performance which involve employee interviewing.”(Strategy and human resource management, Peter Boxall and john John Purcell, palgrave Palgrave macmillanMacmillan) “绩效评估系统是计划和评估员工绩效的正式方法，涉及员工面试。”
Performance management is one, which links organisations, individual and departmental goals together. It performs many functions like deciding upon incentives and rewards to the employees on the basis of their performance and establishing good relations between the employees and the organisation. Performance appraisal is a part of performance management. It organises the working environment in such a manner so that the best results can be obtained.(performance management handout gvn in class) Another The objectives of performance appraisal are is to encourage the employees for open communication so that they can directly communicate with the each other and the management. It helps in providing feedback and recognition for their performance. The process of Performance appraisal also provides them the knowledge understanding of the skills required for the particular job which is assigned to them, i.ei.e. the basic requirements for the job and expectations of the organisation. It also helps in determining the need of training for the employees for developing their skills and working environment. Performance appraisal identifies the problem areas for improvement, then providing adequate solutions for the same and also set goals to be achieved in the coming year.
绩效管理是一种将组织、个人和部门目标联系在一起的管理。它执行许多功能，如根据员工的表现决定激励和奖励，以及在员工和组织之间建立良好关系。绩效考核是绩效管理的一部分。它以这样一种方式组织工作环境，以便获得最佳结果。绩效评估的另一个目标是鼓励员工进行开放式沟通，以便他们能够直接和彼此和管理层沟通。它有助于为他们的表现提供反馈和认可。绩效评估过程还使他们了解分配给他们的特定工作所需的技能，即工作的基本要求和组织的期望。它还有助于确定员工的培训需求，以发展其技能和工作环境。绩效评估确定了需要改进的问题领域，然后为这些领域提供了适当的解决方案，并设定了在未来一年要实现的目标。
Performance appraisal can be done with the help of formal meetings between manager and employee. In that meeting manager shares feedback, set their goals for the coming year and decide how to achieve them by meeting deadlines. There are more methods of measuring the performance of the employees which will serves as a basis for the rewards, recognitions, benefits and also the pay hikes. Then there are radical critique and orthodox critique of performance appraisal and we will focus on the implications of these critiques on the design of performance appraisal system.
绩效评估可以在经理和员工之间的正式会议的帮助下进行。在这次会议上，经理分享反馈意见，制定下一年的目标，并决定如何在截止日期前实现这些目标。有更多的方法来衡量员工的绩效，这将作为奖励、认可、福利和加薪的基础。然后是对绩效评估的激进批评和正统批评，我们将重点讨论这些批评对绩效评估体系设计的影响。
“ The performance appraisal is often the central pillar of performance management and our a performance management survey carried out in 2004 found that 65 per cent of organisations used individual annual appraisal, 27 per cent used twice-yearly appraisals and 10 percent used rolling appraisals”.
“绩效评估通常是绩效管理的核心支柱，我们在2004年进行的绩效管理调查发现，65%的组织使用个人年度评估，27%使用两次年度评估，10%使用滚动评估。”
How firms conduct performance appraisal: 企业如何进行绩效评估：
Most of the organisations conduct the performance appraisal by taking into account the key elements like Measurement, Feedback, Positive reinforcement, exchange of views and agreement. Measurement means that the performance of an individual is measured against the specified goals and objectives. Feedback includes positive and negative aspects of the employee’s performance. In positive reinforcement acknowledgement is given to worker about the work they did well and the areas of improvement. Manager also exchange his views openly with the employee s so that they can feel motivated and can improve their performance. Agreement is also a key element in which all the persons are agreed on the same topic and jointly solve the problems.
大多数组织在进行绩效评估时都会考虑到衡量、反馈、积极强化、意见交流和一致等关键因素。衡量是指根据规定的目标衡量个人的绩效。反馈包括员工绩效的积极和消极方面。在积极强化中，向工人提供了他们所做的工作以及改进的领域。经理还与员工公开交换意见，以便他们能够感到积极性并提高绩效。协议也是一个关键要素，所有人都就同一主题达成一致，共同解决问题。
Techniques of performance appraisal: 考绩技巧：
Following are the different techniques for performance appraisal: Graphic rating scale, Straight ranking method, management by objective, field review, critical incidents, essay appraisal methods and 360 degree appraisal .
The first one is Graphic rating scale this methods involves measuring the performance of an employee on the scale of yes, no or outstanding to un – satisfactory level. In this we measure performance on the basis of the rating scale.
以下是不同的绩效评估技术：图形评分量表、直接排名法、目标管理、实地考察、关键事件、论文评估方法和360度评估。第一种是图形评分量表。该方法涉及在“是”、“否”或“优秀”到“不满意”的等级上衡量员工的绩效。在这方面，我们根据评级量表来衡量绩效。
Straight ranking method is used to compare the performance of one employee with the other employees. Ranking is given one by one after making comparison with the other employees , after this the final ranking is given on the basis of overall comparison.Management by objective is that method which helps a manager and employee to agree on the same objectives an d then employee work on the towards the same. They need to show regular performance to the manager and on the basis of that performance the managers give s ranking to the employee by comparing the performance with the agreed objectives.
直接排名法用于比较一名员工与其他员工的绩效。在与其他员工进行比较后，将逐一进行排名，然后根据整体比较给出最终排名。目标管理是一种帮助经理和员工就相同目标达成一致，然后员工朝着相同目标努力的方法。他们需要向经理展示定期绩效，并在此基础上，经理通过将绩效与商定目标进行比较，对员工进行排名。
Field review is a method in which , head of the department ask s from their supervisors that give the feedback of their subordinates and rate their performance. Critical incidents methods are those in which the analysis of an employee’s performance is done on the basis of their behaviour in a critical situation , then the negative or positive feedback is given on the basis of their reactions.
现场审查是一种方法，部门负责人要求其主管提供其下属的反馈并对其绩效进行评估。关键事件方法是根据员工在关键情况下的行为对其绩效进行分析，然后根据其反应给出负面或正面反馈的方法。
The other method of doing the performance appraisal is 360 degree method , this method is widely used by managers and employees in every organisations. In this method views of customers, colleagues, and subordinates are taken for the performance appraisal process and then a 360 degree review is prepared. After this a final opinion of manager is taken to complete the employees feedback. This method is used globally for the performance appraisal .
另一种进行绩效评估的方法是360度法，这种方法被每个组织的管理者和员工广泛使用。在这种方法中，绩效评估过程采用客户、同事和下属的观点，然后准备360度评估。在此之后，将听取经理的最终意见，以完成员工反馈。该方法在全球范围内用于绩效评估。
Reasons to conduct performance appraisal: 进行绩效考核的原因：
According to the work place employee relationship survey(WERS), it was noted that formal performance appraisal were conducted in 79 percent of workplaces, with appraisal being slightly common in public sector (83percent)than the private sector (77 percent). Armstrong and baron (2004) survey showed that 87 percent of the respondents operated a formal performance management process, 65 percent are were planning to introduced this system in over next two years.
根据工作场所-员工关系调查（WERS），有人指出，79%的工作场所进行了正式绩效评估，公共部门（83%）的评估略高于私营部门（77%）。Armstrong和baron（2004）的调查显示，87%的受访者实施了正式的绩效管理流程，65%的受访者计划在未来两年内引入该系统。
” According to IRS survey, the main visible reasons of adopting the performance appraisal vary but ultimate aim being continued organisational growth. As per the study, that the 87 percent of the organisation has adopted it for identifying the needs of training and development where as 82 percent used to evaluate the performance of an individual employee, 32 percent to ensure that the communication between supervisors and employees is good and 19 percent used that for taking desiciondecision regarding the performance rewards. After Studying the survey we can see that performance appraisal serves multiple objectives for the employers. (Stephen bach Bach managing human resources)
“根据IRS的调查，采用绩效评估的主要可见原因各不相同，但最终目标是组织的持续增长。根据这项研究，87%的组织采用it来确定培训和发展需求，其中82%用于评估单个员工的绩效，32%用于确保主管和员工之间的沟通良好，19%用于对绩效奖励做出决策。在研究调查之后，我们可以看到绩效评估为雇主提供了多个目标。
On the basis of the above survey following are the reasons to conduct performance appraisal : 根据上述调查，进行绩效考核的原因如下：
Performance appraisal helps in deciding the percentage of increment in the salaries of the employees. By performance appraisal evaluation of performance is done for the whole year and then on the basis of that evaluation, management decides the percentage of hike provided to the employees.
绩效考核有助于确定员工工资增长的百分比。通过绩效评估，对全年的绩效进行评估，然后根据评估结果，管理层决定向员工提供的加薪百分比。
Basis of promotions, ie.i.e., by the process of performance appraisal, management do analysis and then decides to whom the promotion should be given .Those employees who have shown the outstanding performance in the whole year will may be rewarded with the promotion . It is also used in providing the fair and reliable judgement on the performance of the various employees so employees that they can rely on that judgement and receives benefits according to that.
晋升的基础，即通过绩效评估过程，管理层进行分析，然后决定晋升对象。全年表现突出的员工将获得晋升奖励。这也用于对不同员工的绩效做出公平可靠的判断，以便员工能够依赖该判断并根据该判断获得福利。
Another reason is that it helps an organisation in setting the goals and objectives for the coming year. Performance appraisal helps in assigning the task, roles, authorities and responsibility to the employees for the coming year on the basis of their previous year performance. It also helps the organisation in enhancing the performance of the employees and motivating them to work and achieve new targets and goals.
另一个原因是，它有助于组织制定来年的目标。绩效评估有助于在员工上一年绩效的基础上，为员工分配下一年的任务、角色、权限和责任。它还帮助组织提高员工的绩效，激励他们工作，实现新的目标和目标。
Another important reason for performance appraisal is Other reasons i s to let the employees know that where they are standing on the expectations of the organisations. In other words, employees become aware of the expectation of the organisation and whether they are meeting the expectation of management or not.
绩效评估的另一个重要原因是让员工知道他们对组织期望的立场。换句话说，员工意识到组织的期望以及他们是否满足管理层的期望。
Another reason is to provide feedback to the employees, so that employees they can improve their performance in future and will get to know about their strength and weaknesses, is equally important role of the appraisal process. Performance appraisalIt also helps in identifying the need of training to the employees for their personal development and for their good performance.
另一个原因是向员工提供反馈，使员工能够在未来提高绩效，并了解自己的优势和劣势，这也是评估过程中同样重要的作用。绩效评估还有助于确定员工个人发展和良好绩效的培训需求。
How firms conduct performance appraisal: 企业如何进行绩效评估：
Most of the organisations conduct the performance appraisal by taking into account the key elements like Measurement, Feedback, Positive reinforcement, exchange of views and agreement. ‘Measurement’ means that the performance of an individual is measured against the specified goals and objectives. ‘ Feedback ‘ includes positive and negative aspects of the employee’s performance. In ‘Positive R einforcement ‘ acknowledgement is given to worker about the work they did well and the areas of improvement. Manager also ‘exchanges his views ” openly with the employees so that they can feel motivated and can improve their performance. ‘Agreement’ is also a key element in which all the persons are agreed on the same topic and jointly solve the problems.
大多数组织在进行绩效评估时都会考虑到衡量、反馈、积极强化、意见交流和一致等关键因素“衡量”是指根据规定的目标衡量个人的绩效“反馈”包括员工绩效的积极和消极方面。在“积极信息”中，向员工确认他们所做的工作以及需要改进的领域。经理还与员工公开“交换意见”，以便他们能够感到积极性并提高绩效“协议”也是一个关键要素，其中所有人就同一主题达成一致并共同解决问题。
Effect of performance appraisal on employeesemployees’ attitude: 绩效考核对员工态度的影响：
Employees Employees’ attitude plays a very important role in every organisations. When the attitude of employees it is positive is positive then they will be satisfied with their job and if their attitude is negative than they will not be satisfiedthey may create unhealthy environment in the peer group. Employees attitude depend on various factors like pay, promotion opportunities, aspirations, instrumental benefits, needs, working conditions ,co-workers and supervisors .
员工的态度在每个组织中都起着非常重要的作用。如果员工的态度是积极的，那么他们会对工作感到满意，如果他们的态度是消极的，他们会不满意。他们可能会在同龄人中创造不健康的环境。员工的态度取决于各种因素，如薪酬、晋升机会、抱负、工具性福利、需求、工作条件、同事和主管。
N ow we discuss that how performance appraisal affect the behaviour of an employee’s so that they can work effectively for the organisations as well as to satisfying their personal needs.
接下来，我们将讨论绩效评估如何影响员工的行为，以便他们能够有效地为组织工作并满足其个人需求。
Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals.
研究表明，如果员工有机会自由交谈和讨论自己的表现，他们可能会对自己的评估结果感到更满意。这些员工更有可能更好地实现未来的绩效目标。
Studies by researchers shows that if freedom is given to an employee to talk and discuss the performance than they will be more satisfied with their appraisals because they don’t have any doubt in their minds regarding their appraisal and it also leads to improvement in employees future performance for the organisational goals.
研究人员的研究表明，如果让员工自由谈论和讨论绩效，他们会对自己的评估更加满意，因为他们对自己的评价没有任何疑问，这也会提高员工未来的组织目标绩效。
As per Bannister notes, it is important that the appraiser be well-informed and credible. If it is so, employees are more likely to view the appraisal process as accurate and fair. They also express more higher acceptance of the appraiser’s feedback and a greater willingness to change.
正如班尼斯特所指出的，评估师必须充分了解情况并具有公信力。如果是这样的话，员工更有可能认为评估过程是准确和公平的。他们还表示更高程度地接受评估师的反馈，更愿意改变。
According to Bannister ,an appraisal should be reliable and open in front of the employee, so that they came to know that the appraisal is correct and reasonable and also they will accept with more belief. it is very important to include an employee in their performance appraisal so that they can gain more trust on the appraisal process conducted by the organisation.
班尼斯特认为，评估应该在员工面前是可靠和公开的，这样他们才知道评估是正确和合理的，而且他们也会更加相信地接受。将员工纳入绩效评估非常重要，这样他们可以在组织进行的评估过程中获得更多信任。
Orthodox and radical critiques of performance appraisal: 对绩效评估的正统和激进批评：
Performance appraisal process is increasingly being used by organisations. Every organisation uses the performance appraisal as tool to motivate their employees and to achieve organisational goals. This process is used in the both public and private sector organisations. But the said assessment process or Performance Appraisal process faces another question – whether the outcome should be allowed to be driven by the characteristics of the appraiser or quantifiable checks and processes should drive it?But on one hand performance appraisal is gaining the popularity on the other hand there are some critiques, who are raising question on the design of “performance appraisal system “.These are two diverse approaches are the Orthodox critiques and Radical critiques.
组织越来越多地使用绩效评估流程。每个组织都将绩效评估作为激励员工和实现组织目标的工具。这一过程在公共和私营部门组织中都使用。但是，上述评估过程或绩效评估过程面临另一个问题——是应该允许结果由评估人的特征驱动，还是应该由可量化的检查和过程驱动？但是，一方面，绩效评估越来越受欢迎，另一方面，也有一些批评人士对“绩效评估体系”的设计提出了质疑。这两种不同的方法是正统批评和激进批评。
Orthodox critique says that there are imperfections in the design of performance appraisal and the implementation of performance appraisal is also not favourable for employees as well as for organisation . organisation. Orthodox frame work of management is based on subjectivity, ie.i.e., we can say that this process is more over a subjective process of qualitative thus lacking on the actual quantification through the assessment. When management is evaluating the performance of an employee and judging on his/her own perceptions rather than following a process or a set of rules then it will result in a subjective decision. So, orthodox critique can results in a bias decision.
正统的批评认为，绩效评估的设计存在缺陷，绩效评估也不利于员工和组织。正统的管理框架是基于主观性的，也就是说，我们可以说这个过程更多地是一个主观的定性过程，因此缺乏通过评估的实际量化。当管理层评估员工的绩效并根据他/她自己的看法进行判断，而不是遵循流程或一套规则时，这将导致主观决策。因此，正统的批评可能导致偏见决定。
Sometime manager is the only individual who has to perform many tasks such as performance evaluation, providing feedback, trainings, etc. So as he/she is facing administrative difficulties, this can may result in skewed outcome of the affect performance appraisal process.
有时，经理是唯一一个必须执行许多任务的人，如绩效评估、提供反馈、培训等。因此，当他/她面临管理困难时，这可能会导致影响绩效评估过程的偏差结果。
The halo effect assessment in orthodox critiqu e means i Individual’s impression can impact on the his performance assessment is termed as “halo effect assessment”. This means that if a manager has some positive impression about an employee just because of one instance then he will rate that employee high on performance rating scale, whether he deserves it or not. Same can happen if manager has some negative impression for an employee then he will assign a negative score on performance rating scale whether this employee is good on other things.
正统批评中的光环效应评估是指个人的印象会影响其绩效评估，称为“光环效应评价”。这意味着，如果一位经理仅仅因为一个例子就对一名员工产生了积极的印象，那么他将在绩效评分表上给该员工打分，无论他是否值得。如果经理对某个员工有负面印象，那么无论该员工在其他方面是否优秀，他都会在绩效评分表上给该员工打分。
In orthodox critiques we find doppelganger effect, which means that when we go through the whole performance appraisal data, we find similarities in various aspects between the manager who is doing performance appraisal and the employee who’s appraisal is done. So, here we find that the manager wants to promote or praise only those employees who’swhose attitude and behaviours matches his own attitude and behaviour. So, we can say that sometimes manager give rewards and recognition only to those employees who are alike him and score them high on performance appraisal scale.
在正统的批评中，我们发现了双重效应，这意味着当我们查看整个绩效评估数据时，我们发现正在进行绩效评估的经理和正在进行评估的员工在各个方面都有相似之处。因此，在这里我们发现，经理只想提升或表扬那些态度和行为与自己的态度和行为相匹配的员工。所以，我们可以说，有时经理只给和他相似的员工奖励和认可，并在绩效考核表上给他们高分。
Sometime we find that supervisors are showing favouritism to few subordinates just because of their personal relation. This favouritism and personal relation is not related to performance, capability or qualification of the employee and will results in cronyism. Crony effect can affect the performance of the other employees as they know that manager is doing favour to an employee and this will ultimately affect the organisation. If an performance appraisal is done by orthodox critiques then the appraisal will result in de motivation of employees, misuse of data, issues of trust, complexity in working processes, etc.
有时，我们发现主管只因为他们的个人关系而对少数下属表现出偏爱。这种偏袒和个人关系与员工的绩效、能力或资质无关，会导致任人唯亲。裙带效应可能会影响其他员工的绩效，因为他们知道管理者在帮助员工，这最终会影响组织。如果通过正统批评进行绩效评估，则评估将导致员工失去动力、数据滥用、信任问题、工作流程的复杂性等。
The radical critique 激进的批评
Radical critique is totally different from orthodox critiques. In radical critiques there is no place for subjectivity. In radical critiques the manager who is doing performance appraisal always follows rules and regulations of the performance appraisal cycle. In this the performance appraisal is done by management without concerning about that individual employee, what concerns to them is performance, qualification, and capability of the employee.
激进批评与正统批评完全不同。在激进的批评中，没有主观性的存在。在激进的批评中，进行绩效评估的经理总是遵循绩效评估周期的规则和规定。在这种情况下，绩效评估由管理层进行，而不考虑员工个人，他们关注的是员工的绩效、资质和能力。
In radical critiques performance appraisal is more paper based process, in other words we can say that while doing performance appraisal manager scores the employee on the basis of data which he has in records about his performance.
在激进批评中，绩效评估更多的是基于纸面的过程，换句话说，我们可以说，在进行绩效评估时，经理根据员工记录中的绩效数据为员工打分。
As employees knows that their management is based on radical approach, they always obey to the rules and regulations of the organisation. Under this type of performance appraisal employees become more disciplined, active, capable, efficient and always try to initiate new approaches in the organisation.
因为员工知道他们的管理是基于激进的方法，所以他们总是遵守组织的规章制度。在这种类型的绩效考核下，员工变得更加自律、积极、能干、高效，并总是尝试在组织中发起新的方法。
Performance appraisal is based upon facts and figures which makes working environment more transparent. Data which is used for performance appraisal is timely updated so that whatever employees are delivering would be recorded without any discrepancy or delay. More reliability is there in radical critiques. Feedbacks which are provided by the manager to the employees are acceptable and reliable thus results in an open discussion between manager and employee. Open discussion after the feedback always motivate employees to improve themselves and work efficiently to achieve his goals as well as organisational goals.
绩效评估以事实和数字为基础，使工作环境更加透明。及时更新用于绩效评估的数据，以便记录员工正在交付的任何内容，不会出现任何差异或延迟。激进的批评更有可靠性。经理向员工提供的反馈是可接受和可靠的，因此导致经理和员工之间的公开讨论。反馈后的公开讨论始终激励员工提高自我，高效工作，以实现其目标和组织目标。
Chances of bias decision are less. Manager can not show any favouritism to any employee as he has to support his decision with data. Because performance analysis is totally based on practicality there is a full control of management over employees behaviour and working patterns which will provide employees a standardise working platform and thus reduce employees conflicts , struggle or opposition.
做出偏差决定的可能性较小。经理不能偏袒任何员工，因为他必须用数据支持自己的决定。由于绩效分析完全基于实用性，因此管理层完全控制员工行为和工作模式，这将为员工提供一个标准化的工作平台，从而减少员工冲突、斗争或反对。
Individualism is observed in radical critiques as all the decisions are taken by an individual. All the rules , patterns, working conditions, goals, etc in performance appraisal cycle are framed by individual for group of employees.Mutual benefit also become doubtful sometimes, that is whether the performance appraisal process is beneficial for both manager and employee or not. Because the evaluating pattern and assessment methods are decided by individual.
There is a assumption In radical critiques that there should be a consistent reaction of both the manager and employee towards scores of appraisal ratings. It is assumed because the whole performance appraisal process is based on data and facts which are there in records.
个人主义在激进的批评中被观察到，因为所有的决定都是由个人做出的。绩效评估周期中的所有规则、模式、工作条件、目标等都是由个人为一组员工制定的。有时，互惠也会变得可疑，即绩效评估过程是否对经理和员工都有利。因为评估模式和评估方法由个人决定。 激进批评中有一个假设，即经理和员工对评估评分的反应应该一致。这是因为整个考绩过程都是基于记录中的数据和事实。
Conclusion 结论
From the above discussion it is become clear that meaning of performance appraisal is an integral part for the continued growth strategy of the organisation. Visible , how organisation conduct performance appraisal with the help of different techniques and methods of performance appraisal. There are so many rreasons to for conducting performance appraisal like range from salary increments, promotionsemployee satisfaction (through increments, promotions, etc.), initiatives required to increase productivity (through trainings and skill enhancement) to better communication (360o feedback). etc. and pPerformance appraisal also affect employees attitude towards the work and organisation. Orthodox and radical critiques of performance appraisal and implications of Orthodox and radical critiques in different organisations.
从上述讨论中可以清楚地看出，绩效考核的含义是组织持续增长战略的一个组成部分。可见，组织如何借助不同的绩效评估技术和方法进行绩效评估。进行绩效评估的原因有很多，从加薪、晋升到员工满意度（通过加薪、晋升等）、提高生产力所需的举措（通过培训和技能提升）到更好的沟通（360度反馈）。绩效评估也会影响员工对工作和组织的态度。绩效评估的正统和激进批评以及不同组织中正统和极端批评的含义。
When performance appraisals are done well, then they will result in a motivating the employees to thus resulting in improvede their performance. When the performance assessment feedback is provided by the manager to the employee it will provide a chance for an open communication between them. Because of performance appraisal process employees got to know about their areas of improvement, strengths and weaknesses. Performance appraisal provide an opportunity to the manager to know his subordinates more closely and to find whether subordinates need any training for their development. Employees got to know that what organisation expects from them and where they stand. Performance appraisal helps in setting goals for the employees as well as for the organisations for coming year and helps in framing strategies about how to achieve those goals.
当绩效评估做得很好时，就会激励员工，从而提高他们的绩效。当经理向员工提供绩效评估反馈时，将为他们之间的公开沟通提供机会。通过绩效评估过程，员工了解了自己的改进领域、优势和劣势。绩效评估为经理提供了一个机会，使其更深入地了解下属，并发现下属是否需要任何培训以促进其发展。员工们了解了组织对他们的期望以及他们的立场。绩效评估有助于为员工和组织制定来年的目标，并有助于制定如何实现这些目标的战略。
And Conversely, if performanceif performance appraisals are done poorly then they will may result in negative enviornment. When employees are not satisfied with the performance appraisal and the feedback provided by their supervisors are is not satisfactory and reliable then they will may react in a provocative way. They may become de-motivated, start thinking negatively and waste their time in correcting the management and policies. It can also results in conflicts as employees may raise questions on management’s work, their approach, policies, attitude and working strategies. Importance of both quantitative as well as qualitative approaches (Orthodox & Radical critique) can not be ignored. Proportionate mix for the two may differ based on the field / sector / segment of the organisation. For example, a completely process driven organisation may want to have higher allocation to quantitative approach. Whereas, a sales organisation might want a mix of the two, as personal preferences of the supervisor will have direct impact on the sales productivity.
So it is necessary for an organisation to do performance appraisals in a right manner to achieve organisational goals and employees retention and satisfaction.
References: 参考文献
Boxall, P., Jhon, P.,(2003) Strategy and Human Resource Management. New York : PALGRAVE MACMILLAN
Bach, S., (2005) ‘Managing Human Resources’,(5th edn). Australia: BLACKWELL PUBLISHING
Marchington, M., Wilkinson, A.,(2008) ‘Human Resource Management At Work’,(4th edn). LONDON : Chartered Institute Of Personnel Development.
Cipd.co.uk,2009. CIPD.Performance Appraisal. Accessed on 3rd December 2009.
Forde,J.,2009.Performance Appraisal and Performance Management,Lecture notes distributed in LUBS 5330M.Human Resource Management, University Of leeds Business school,9 November
Napier.A., Garwood,S.,2009.Performance Appraisals for Professional Staff.Unpublished
MBA Essay范文中提出如果绩效评估做得不好，可能会导致负面环境。如果员工对绩效评估不满意，且其主管提供的反馈不令人满意且不可靠，则他们可能会做出挑衅性的反应。他们可能会失去动力，开始消极思考，浪费时间纠正管理和政策。它还可能导致冲突，因为员工可能会对管理层的工作、方法、政策、态度和工作策略提出问题。定量和定性方法（正统和激进批评）的重要性不容忽视。根据组织的领域/部门/部门，两者的比例组合可能有所不同。MBA Essay举例，一个完全由过程驱动的组织可能希望对定量方法有更高的分配。然而，销售组织可能希望两者兼而有之，因为主管的个人偏好将直接影响销售效率。因此，一个组织必须以正确的方式进行绩效评估，以实现组织目标和员工的保留和满意度。本站提供各国MBA Essay代写或指导服务，如有需要可咨询本平台。