Business Essay代写-绩效管理目的和定义。本文是一篇留学生essay写作范文，主要内容是提出如今管理组织中的人员变得越来越重要，以便产生最佳结果并实现效率。因此，应有效管理员工，以增加组织的价值。
绩效管理并不是什么新鲜事，尽管现在越来越重视绩效管理，尤其是在公共部门。绩效管理系统被视为组织的工具。下面就一起来看一下这篇留学生Business Essay写作范文的全部内容。
INTRODUCTION 引言
Managing people in organisations is becoming more and more important nowadays so as to produce the best result and achieve efficiency. Therefore employees should be managed efficiently so as to add value in organisations.
Performance management is not new, despite the fact that nowadays more emphasis is being laid on it, especially in the public sector. Performance management system is considered as a tool to an organisation.
Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organisation. The performance management system is a process which increases competence, decreases cost and promotes quality.
绩效管理是一个完整的工作系统，当工作被定义为需要时开始。当员工离开你的组织时，它就结束了。绩效管理体系是一个提高能力、降低成本和提高质量的过程。
Performance management is a term borrowed from the management literature. The term ‘performance management’ was first used in the 1970s, but it did not become a recognised process until the later half of the 1980s (Armstrong & Baron, 1998).
绩效管理是从管理文献中借用的术语。“绩效管理”一词最早使用于20世纪70年代，但直到20世纪80年代后半叶才成为公认的过程。
It has been among the most important and positive developments in the sphere of management in recent years.
这是近年来管理领域最重要和最积极的发展之一。
The meaning of performance management has evolved and continues to evolve. While in the sixties and seventies performance management was often equated to some form of merit-rating, in the eighties and nineties it has been linked to ‘new’ management paradigms such as Management by Objectives, Performance Appraisal, Behaviourally Anchored Rating Scales and Performance-related Pay.
绩效管理的含义已经演变并继续演变。虽然在60年代和70年代，绩效管理通常等同于某种形式的绩效评级，但在80年代和90年代，它已与“新”管理范式相联系，如目标管理、绩效评估、行为锚定评级表和绩效相关薪酬。
The ultimate competitive asset of any organization is its people (Band et al., 1994), thus organizations should develop employee competencies in a manner aligned with the organization’s business goals. This can be achieved through performance management systems (Moullin, 2003), which act as both behavioural change tool and enabler of improved organizational performance through being instrumental in driving change.
任何组织的最终竞争资产都是其员工，因此，组织应以与组织的业务目标一致的方式发展员工能力。这可以通过绩效管理系统来实现，该系统既是行为改变的工具，也是通过推动变革来提高组织绩效的推动者。
ORGANIZATION INDIVIDUAL 组织个人
Defines mission, values, strategies and objectives 定义使命、价值观、战略和目标
Understands and agrees objectives 理解并同意目标
Define tasks, standards and performance measures 定义任务、标准和绩效度量
Understands and agrees tasks, standards and performance measures 理解并同意任务、标准和绩效衡量标准
Monitors organisational, team and individual performance 监控组织、团队和个人绩效
Monitors own performance 监控自身性能
Develops team and individual performance 发展团队和个人绩效
Develops own performance 发展自己的绩效
Performance management therefore aims to emphasize and encourage desired and valued behaviours (Risher, 2003), thus is a key tool of communication and motivation within organizations seeking a competitive edge through strategic change and control.
Performance management then becomes a system for translating organizational intention and ambition into action and results delivering a strategic goal, such as behavioural change (Band et al., 1994).
因此，绩效管理旨在强调和鼓励期望和有价值的行为，因此是组织内部沟通和激励的关键工具，通过战略变革和控制寻求竞争优势。
然后，绩效管理成为一种将组织意图和雄心转化为行动和成果的系统，以实现战略目标，如行为改变。
References:参考文献
Band, D.C., Scanlan, G. and Tustin, C.M. (1994), “Beyond the bottom line: gainsharing and organizational development”, Personnel Review, Vol. 23 No. 8, pp. 17-32.
Moullin, M. (2003), “Defining performance measurement”, Perspectives on Performance, March, p. 3.
Risher, H. (2003), “Refocusing performance management for high performance”, Compensation and Benefits Review, Vol. 35 No. 5, pp. 20-30.
DEFINITION OF PMS PMS的定义
Fowler (1990) defines performance management as: “the organisation of work to achieve the best possible results. From this simple viewpoint, performance management is not a system or technique, it is the totality of the day-to-day activities of all managers.”
Fowler将绩效管理定义为：“组织工作以实现尽可能好的结果。从这个简单的观点来看，绩效管理不是一种系统或技术，它是所有管理者日常活动的总和。”
The (then) Institute of Personnel Management (1992) produced a similar definition: 当时的人事管理研究所（1992年）给出了类似的定义
“A strategy which relates to every activity of the organisation set in the context of its human resources policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation.”
“一种与组织的每一项活动相关的战略，该战略是在人力资源政策、文化、风格和沟通系统的背景下制定的。战略的性质取决于组织背景，并且可以因组织而异。”
Storey and Sisson (1993) define performance management as: “an interlocking set of policies and practices which have as their focus the enhanced achievement of organisational objectives through a concentration on individual performance.”
Storey和Sisson将绩效管理定义为：“一套相互关联的政策和实践，其重点是通过关注个人绩效来增强组织目标的实现。”
Fletcher (1992) provides a more organisational definition of performance management:
“an approach to creating a shared vision of the purpose and aims of the organisation, helping each individual employee understand and recognise their part in contributing to them, and in so doing manage and enhance the performance of both individuals and the organisation.”
Fletcher为绩效管理提供了更具组织性的定义：
“为组织的宗旨和目标建立共同愿景的方法，帮助每个员工理解和认可他们在为自己做出贡献中的作用，并以此管理和提高个人和组织的绩效。”
Performance management systems are defined as: 绩效管理系统定义为
the formal, information-based routines and procedures managers use to maintain or alter patterns in organizational activities (adapted from Simons, 2000).
管理者用来维护或改变组织活动模式的正式的、基于信息的常规和程序。
Reference: 参考文献
Simons, R. (2000), Performance Measurement and Control Systems for Implementing Strategy: Text and Cases, Prentice-Hall, Upper Saddle River, NJ.
Armstrong and Baron (1998):
“Performance management, in a human resource management (HRM) sense, is the process of delivering sustained success to organizations by improving capabilities of individuals and teams.”
“从人力资源管理（HRM）的角度来看，绩效管理是通过提高个人和团队的能力，为组织带来持续成功的过程。”
Armstrong and Baron define performance management as “a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance.” As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved. They go on to stress that it is “a strategy which relates to every activity of the organisation set in the context of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation.”
阿姆斯特朗和巴隆将绩效管理定义为“一种有助于有效管理个人和团队以实现高水平组织绩效的过程”。因此，它建立了对要实现的目标的共同理解，以及一种领导和培养员工的方法，以确保实现目标。他们接着强调，这是一种“与组织的每一项活动相关的战略，该战略是在人力资源政策、文化、风格和沟通系统的背景下制定的。战略的性质取决于组织背景，并且可以因组织而异。”
In other words performance management should be: 换句话说，绩效管理应该是
Strategic – it is about broader issues and longer-term goals 战略——它涉及更广泛的问题和更长期的目标
Integrated – it should link various aspects of the business, people management, and individuals and teams.集成–它应该将业务、人员管理、个人和团队的各个方面联系起来。
It should incorporate: 它应包括
Performance improvement – throughout the organisation, for individual, team and organisational effectiveness
绩效改进——在整个组织中，提高个人、团队和组织的效率
Development – unless there is continuous development of individuals and teams, performance will not improve
发展——除非个人和团队不断发展，否则绩效不会提高
Managing behaviour – ensuring that individuals are encouraged to behave in a way that allows and fosters better working relationships.
管理行为–确保鼓励个人以允许和培养更好工作关系的方式行事。
Armstrong and Baron stress that at its best performance management is a tool to ensure that managers manage effectively; that they ensure the people or teams they manage:
阿姆斯特朗和巴隆强调，最佳绩效管理是确保管理者有效管理的工具；确保他们管理的人员或团队：
know and understand what is expected of them 了解并理解对他们的期望
have the skills and ability to deliver on these expectations 具备实现这些期望的技能和能力
are supported by the organisation to develop the capacity to meet these expectations are given feedback on their performance
得到组织的支持，以发展满足这些期望的能力
have the opportunity to discuss and contribute to individual and team aims and objectives.
有机会讨论并为个人和团队的目标和目标做出贡献。
It is also about ensuring that managers themselves are aware of the impact of their own behaviour on the people they manage and are encouraged to identify and exhibit positive behaviours.
它还涉及确保管理者自己意识到自己的行为对他们管理的人的影响，并鼓励他们识别和表现出积极的行为。
PERFORMANCE MANAGEMENT AS AN INTEGRATING PROCESS 绩效管理作为一个集成过程
Performance management is concerned with the interrelated processes of work, management, development and reward. It can become a powerful integrating force, ensuring that these processes are linked together properly as a fundamental part of the human resource management approach which should be practised by every manager in the organisation.
绩效管理涉及工作、管理、发展和奖励的相关过程。它可以成为一个强大的整合力量，确保这些过程正确地联系在一起，作为人力资源管理方法的一个基本部分，组织中的每一位经理都应该实践。
CHARACTERISTICS OF PMS PMS的特性
Armstrong and Baron (1998) define performance management by eliciting the characteristics of a performance management system, which are as follows: Armstrong和Baron（1998）通过引出绩效管理系统的特征来定义绩效管理，具体如下：
It communicates a vision of its objectives to all its employees.它将目标愿景传达给所有员工
It sets departmental, unit, team, and individual performance targets that are related to wider objectives.它设定了与更广泛目标相关的部门、单位、团队和个人绩效目标。
It conducts a formal review of progress towards these targets.它对实现这些目标的进展进行正式审查。
It uses the review process to identify training, development and reward outcomes.它使用审查过程来确定培训、发展和奖励结果。
It evaluates the whole process in order to improve effectiveness.它评估整个过程，以提高效率。
It defines a managerial structure to look after all the characteristics above, so that individual staff and managers are assigned specific responsibilities to manage the Performance Management System.它定义了一个管理结构，以照顾上述所有特征，从而为个别工作人员和管理人员分配了管理绩效管理系统的具体职责。
Furthermore, a performance management system should have SMART objectives namely; Specific, Measurable, Appropriate, Relevant and Timed.
此外，绩效管理系统应具有SMART目标，即：；具体、可测量、适当、相关和定时。
PURPOSES OF PMS PMS的目的
Armstrong and Baron (1998, pp. 51-6), Williams (2002, pp. 219-24), Poister (2003, pp. 9-15) and others have noted that organisations introduce performance management and/or measurement for a variety of purposes which might include one or more of the following 17 (the list below is not intended to be exhaustive):
Armstrong和Baron、Williams、Poister和其他人指出，组织引入绩效管理和/或衡量的目的多种多样，可能包括以下17项中的一项或多项（以下列表并非详尽无遗）：
(1) to provide information on organisational effectiveness; 提供组织有效性信息；
(2) to provide information on employees’ effectiveness; 提供有关员工工作效率的信息；
(3) to improve organisational effectiveness; 提高组织效率；
(4) to improve employees’ effectiveness; 提高员工的工作效率；
(5) to provide information on organisational efficiency; 提供有关组织效率的信息；
(6) to provide information on employees’ efficiency; 提供有关员工效率的信息；
(7) to improve organisational efficiency; 提高组织效率；
(8) to improve employees’ efficiency; 提高员工效率；
(9) to focus employees’ attention on areas deemed to be of greatest priority; 将员工的注意力集中在被视为最优先的领域；
(10) to improve employees’ levels of motivation; 提高员工的积极性；
(11) to link employees’ pay with perceptions of their performance; 将员工的薪酬与其绩效认知联系起来；
(12) to improve the quality of employees’ training and development; 提高员工培训和发展的质量；
(13) to raise levels of employee accountability; 提高员工问责水平；
(14) to align employees’ objectives with those of the organisation as a whole; 使员工的目标与整个组织的目标保持一致；
(15) to improve customer service; 改善客户服务；
(16) to facilitate the implementation of an organisation’s mission and/or strategy; 促进组织使命和/或战略的实施；
and 以及
(17) to act as a lever of change in developing a more performance oriented culture. 作为变革的杠杆，发展更注重绩效的文化。