绩效管理英文文献和参考文献
绩效管理英文文献和参考文献
目录
1 绪论 (1)
2 绩效管理未达成明显效果几个常见的原因..........................................2 2.1照搬照抄，盲目模仿..................................................................2 2.2重绩效考核，轻绩效管理............................................................2 2.3绩效管理只是人力资源管理部门的工作..........................................2 2.4绩效管理的目标不明确...............................................................3 2.5绩效管理体系缺乏科学性............................................................3 3 有效绩效管理的根基.....................................................................4 3.1良好的企业文化氛围..................................................................4 3.2明确的战略目标定位..................................................................4 3.3合理的组织架构和畅通的业务流程................................................4 3.4高层领导的正确引导和强力推动...................................................5 4 绩效管理实施过程中应注意的几个问题.............................................6 4.1绩效管理的分工与合作...............................................................6 4.2企业绩效与员工绩效的整合.........................................................6 4.3绩效管理既要注重结果，也要重视过程..........................................7 4.4业绩考核与素质评估并重............................................................7 4.5要有畅通的绩效反馈和申诉流程 (8)
结论 (9)
外文文献原文 (10)
1 绪论
绩效管理在现代企业人力资源管理中占据核心地位，进行有效的绩效管理是提升
企业的管理效能、增强企业核心竞争力的重要手段。但是，绩效管理如何有效实
施仍是现阶段我国企业界非常紧迫的问题。绩效管理是企业管理者非常头痛的一
个问题，被视之为“鸡肋”。笔者试图结合近几年人力资源管理的工作实践，就
如何深化绩效管理、发挥绩效管理的最大效能谈几点浅见，以期抛砖引玉。 2 绩效管理未达成明显效果几个常见的原因
[DB]. 企业资源管理研究中心（ATM）.
[10] 吴久峰. 国企绩效考核误区分析[M]. 内蒙古：内蒙古科技与经济出版
社,2004.8.
[11] 蔡永红，林崇德. 绩效评估研究的现状及其反思[M]. 北京：北京师范大学学报(人文社会科学版)， 2001.4.
[12] [美]巴克沃著（Bocal，R）绩效管理[M]. 北京：中国标准出版社2001.1. [13] Michae1ArmstrongandAngelaBaronl. PerformanceManagement.[M] L
ondon: The Comwe 11 Press, 1998.
[14] Richard S Williams. Performance Management[M]. London: Thomson
Business Press, 1998.
[15] Thomas J.Bergmann〃Compensation Decision Making[M]. 中信出版社〃2004.
[16] Agrawal.Sawhney〃 ERP Of 21th International
Conference[M].Future science〃2000.
[17] S.Suzuki〃 ERP Knowledge Base[M]〃American Society Publish
Company〃2000.
3 有效绩效管理的根基
3.1良好的企业文化氛围
企业文化是企业的核心价值取向，它包括了铍业的经营管理理念、价值观、管理
模式及企业形象等等。它对企业的人力资源管理的成效有着关键性的影响，是绩
效管理的最根本的基础。良好的企业文化环境主要包括：
(1)企业重视员工自身的成长以及他们的工作绩效，而不是大棒式的或是家长式
的管理方式。
(2)企业有充分授权和负责任的文化。一个部门经理要对自己的部门负全部责任，
同时也要充分授权。有支配部属、提拔部属、决定工资涨幅、奖金分配、部属培
训等等到的权利。
(3)企业有开放式的沟通文化。包括战略目标公开、绩效公开、奖惩公开、培训
公开等等。
(4)把员工纳入绩效管理的主体群中。员工不仅是被考核者，也是考核者，充分
发挥员工参与管理的积极性、主动性。以上企业文化要素制约着绩效管理的成败。反过来，绩效管理的有效实施也会成
为优秀企业文化的一个组成部分。 3.2明确的战略目标定位
企业需要有一个明确的战略定位，而企业的经营管理目标是企业战略的具体化。
成功的绩效管理就是把企业的战略目标不断分解，通过明确的职责分工和有效的
沟通手段，落实到每一位员工的行为之中。也就是说，绩效管理的指标是以企业
的战略目标为依据，确立每个部门和个人的绩效指标与标准。在战略导向的前提
下，在企业的价值链中，各个节点（部门）的活动才能得到统一与有效的协调配
合。
没有战略、战略不明确或各部门、员工不了解企业的战略，绩效管理就没有明确
的指向性和统一性，或者停留在短期或局部利益的考虑，失去了整体提高的效能。
3.3合理的组织架构和畅通的业务流程企业组织架构的设置是以企业战略能够得以有效实施为前提的。合理的组织架构
意味着实现企业战略的每项工作都有负责的部门，各部门之间都有明确的职责分
工，且无责权的重叠。业务流程畅通无阻，每一位管理者和员工都能准确地认知
自己的角色，自己在企业的业务链、价值链中处于什么样的位置，能够为企业战
略并视之为核心竞争力的重要组成部分时，那么就的充分的理由说，绩效管理
是企业管理的核心内容之一。因为它不仅限决定了企业管理的成效，也直接影响
到员工、特别是核心员工对企业的忠诚度，影响到人力资源管理的重要任务“留
人”是否能够达成。
正因为如此，高层管理者就没有理由把这项影响全局、影响到企业核心竞争力，
乃至关乎整个企业生死存亡的管理工作，仅仅交给一个部门----人力资源管理部
门来完成了。事实上，人力资源管理部门作为一个职能部门对其他部门没有指挥
权和命令权，如果得不到高层领导的强力支持，人力资源经理也只能徒唤奈何。
4 绩效管理实施过程中应注意的几个问题
4.1绩效管理的分工与合作
前面提到过，绩效管理失败的一个重要原因是在管理过程中没有分清各自的职责。
分清职责是绩效管理的组织保障。具体分工试述如下： (1)人力资源管理部门，在整个绩效管理过程，是支持者和监督者。具体职责有：
设计绩效评估体系；
为参加绩效评估的评估者提供培训；
监督和评价绩效评估体系的实施。
(2)中层管理者的主要作用是分解部门承担的组织目标，并指导和帮助下属完成
计划目标，中层管理者是绩效管理的关键主体。他们承担的责任主要有：
依据企业的发展战略和KPI体系，明确本部门年度及季度的策略目标和经营管理
重点；
设计本部门二级KPI，从部门职责响应企业战略和一级KPI体系；组织部门绩效考核；
与下属沟通确定改进目标与计划。
(3)高层管理者，在绩效管理体中的主要职责有；明确使命与追求；
确定企业战略规划；
组织和设计战略成功关键要素和财务评价标准；组织制订企业年度经营管策略目标，提供资源和政策支持；组织制订公司级的KPI体系。
4.2企业绩效与员工绩效的整合
企业整体绩效包括了企业绩效、团队绩效和个人绩效。整体绩效的全方位的提升，
才能使企业的资源得到最佳的利用，使企业的核心竞争力上一个台阶。笔者认为
可以通过以下几个方面来达成：
(1)人力资源管理者参与到整个企业战略规划中，人力资源管理者可以从人力资
源的角度审视企业的整体战略，同时又从整体角度，把员工的绩效与整体战略相
联结。
绩效管理英文文献和参考文献
(2)运用平衡记分卡（BSC）原理把企业战略分解为关键绩效指标（KPI）体系，
保证企业战略落实到每一位员工。 (3)实现PDCA 循环管理，达到计划—监控—考评—改进的整体过程的有效运作。
良性的正向绩效循环才是我们所希望的管理运行。 4.3绩效管理既要注重结果，也要重视过程
绩效管理注重的是整个过程，它既包含了绩效考核的结果，也包括绩效目标的设定、绩效应用和反馈，这四个模块缺一不可。绩效考核的结果包含了业绩、
效率、素养的提升，它当然是企业对员工的要求，是董事会对高层管理者的要求，
从大的方面来讲，也是社会对企业的期望。但结果的产生是通过一系列的行为，
通过不可少的流程来推动和促成的。在整个绩效管理过程中，在明确整体目标和各自的绩效指标的基础上，对绩效目
标进行追踪和衡量，通过持续不断的绩效沟通和绩效面谈确保绩效的可执行性和
可达成性。从绩效计划的契约性承诺到绩效评估与改进的确认，都不能渗透着考
核与被考核者积极沟通的痕迹，并因此达成能力、素质和业绩的全方位提升。
献，也要随时把握员工的道德价值取向，他们的工作态度和行为表现。
在现实生活中，我们不难发现某些员工有才无德的现象。在公司未满足某方面的要求或者认为其他企业更有前途而跳槽时，带走大量的客户，甚至是某些公
司的核心技术，往往造成公司重大的经济损失。在我国劳动法制目前仍是严重不
健全的情况下，此等状况相当普遍。在员工招聘过程中，我们要注意道德品性，
但我们不得不承认，在招聘面谈的很短时间内很难发现人的品德如何。所以在不
断循环、不断提升的绩效管理闭环中，在业绩考核的同时，对员工的道德品质、
对公司的忠诚度，以及工作态度等非量化的指标不能不予以考核和管理。
4.5要有畅通的绩效反馈和申诉流程
绩效评估结果的运用在于对员工的奖惩和绩效改进两个方面。由于外部因素、或
者是考核者与被考核者沟通不善等等原因，评估与面谈往往会存在某些不足之处，
在管理过程中造成直接经济损失成冲突是难免的，在这种情况下，畅通的绩效反
馈和申诉流程就起着非常关键的弥补作用。对于在绩效管理过程中存在的不公或
者有失偏颇的现象，极需信息的反馈，以及时平息员工的不满，以免影响他们的
工作积极性。绩效管理，简单地说就是“目标＋沟通”的过程。有了明确的目标，落实和达成
目标的过程，就是持续的、不断强化的沟通与反馈的过程。绩效反馈在时间上是
经常性的。在员工短期目标实现的过程中，有什么成绩，能力和工作方法上存在
什么缺陷，作为其主管应应随时加以提醒与辅导。使员工能够在工作中随时纠正
自己的缺点和努力方向，顺利地达成绩效目标。而申诉流程的没置，有助于人力
资源管理部门对绩效管理的监控，有助于解决员工与主管之间的冲突，也有助于
提醒主管人员加强自身的素养、能力，在语言和行动上也要自律，在管理过程式
中要充分体现公平、公正的原则。
结论
绩效管理是一个比较复杂的系统工程，它既需要高层管理者提出明确的战略目标
和强力的推动，也需要中层管理者以及全休整员工的共同努力，它既需要员工充
分理解，也需要员工的不懈努力，从工作态度、价值观取向，工作努力的方向等
等都要要随时加以调整和提升。在企业管理方面，我国仍然没有形成比较完整的
适合我国国情的管理理论，笔者更只是一些工作上的体会，仅是一些粗浅的想法，
绩效管理作为一项企业管理的基础性但非常重要的工作仍需我们共同探索、总结。
绩效管理英文文献和参考文献
1 Introduction
The performances management occupies the core status in the modern enterprise human resources management, carries on the effective performances management is promotes the enterprise the management potency, the enhancement enterprise core competitive ability important method. But, how did the performances manage effectively implement were still the present stage our country enterprise extremely urgent problem. The performances management is an enterprise super in ten dent unusual headache question, is regarded it is "the weak". The author attempts to unify in recent years the human resources management working practice, how deepens the performances management, the display performances management biggest potency discussed several humble opinions, to the time offer a few ordinary introductory remarks so that others may offer their valuable ideas.
2 Common reasons why the performances management has not achieved
the tangible affect several
2.1 Imitates copies verbatim, blind imitation
Each enterprise's performances management system all should fully consider enterprise own characteristic, enterprise
Our country industrialization time short, manages the theory and the experience all quite is deficient, profits from the over seas management theory and the experience extremely has the necessity. But some enterprises eagerly enhance the enterprise performances not to know how begins, the implementation "brings the principle", copies mechanically and applies slavishly the western experience, not to enterprise factor and so on itself development condition, strategy and management goal, values, enterprise culture carries on the full analysis, acts appropriately to the situation, its result inevitably is defeats the purpose, is contrary to what expects.
2.2 Heavy performances inspection, light performances management The performances management is a complete management system management system; it has contained the performances plan, the performances management implementation, the performances appraisal as well as the feedback and so on four modules. The performances inspection merely is a link; certainly it is an essential link. Only pays attention to the performances inspection is manages the idea and the localization
mistake . This involves to the enterprise high level super in ten dent sand the human resources administrative personnel to the performances management understanding depth and the breadth question.
We said the performances management the goal is for promote the enterprise the competitive ability and staff's working ability and the performance, needs to understand the performances management the connotation and the flow, need to pay great attention to the entire
management process the communication and the coordination, pays attention to each flow the realization.
Merely pays attention to the performances inspection, often creates the staff to the performances management valid question, because it lacks with in staff's necessity communication and the personal it respect, thus also could not achieve displays staff's work enthusiasm, the initiative goal. Only pays great attention to the performances inspection, its result is merely fills in a big pile of form, becomes a mere formality, but lacks the substantive effect, regards as by the administrative personnel and the staff "wastes the time".
2.3Performances management is only the human resources control section’
s work
In the human resources management department manager's post instruction booklet, the performances management is its important responsibility. Therefore has quite many superintendents wrongly to think the performances management is only the human resources control section’s
responsibility, but other departments' superintendents regard it are "the extra burden". Certainly, the human resources department has the important responsibility to the performances management, but the first responsibility person should be various services unit and the function department's superintendent. They are shouldering the business goal
realization, the entire journey communication, the performance appraisal as well as the performances feedback and so on.
In the practical work, the human resources control section
withstands the pressure biggest department in the performances management process. How lets the straight line department managers accept and the coordinate performances management? Could not achieve how the performances management effect does manage? This needs in our thousandth of a Yuan clear performances management process superintendent’s role, wants the
cognition each superintendent, even each staffs all are the indispensable superintendent.
2.4 Performances management goal is not clear about
The performances management goal is for the entire organization and the staff individual
绩效管理英文文献和参考文献
performances improvement. We not only must perform for this goal to the outstanding staff's performance to award, but also must work on insufficiency to the staff to carry on the discussion, the improvement, promotes each staff's growth, simultaneously staff's growth and organization's strategy and management goal close union.
We note have many enterprises not only merely to locate the performances management in the performances inspection, moreover limits the performances management goal to sending the bonus, in the accent wages. As for them that, "the inspection = hits the minute = today out
the bonus". 2.5 Performances management system lacks the scientific nature The performances management system is from the performances plan, the performances management implementation, the performances examination and critique, a closed loop which and so on several modules unceasingly circulates to the performances feedback and the improvement, unceasingly promotes. The performances management first step is the performances goal hypothesis. The performances goal request satisfies concrete, may weigh, may realize, and the timely request, and is decided the work goal achieves or not key aspect. Cannot hold the key point, or said the goal too is tedious, is all disadvantageous to the staff and the organization goal realization.
The performances system scientific nature also manifests in the performances communication, the performances appraisal result
utilization and so on. The communication passes through to entire performances management process. The good communication channel and the communication method realize the performances management necessary condition. Will lack the communication or the ditch canal impeded all inevitably creates the management process the barrier and is invalid. But the performances appraisal result realization, like has not been able appropriately to utilize
3.1 Good enterprise culture atmosphere
The enterprise culture is enterprise's core value orientation; it
has included acupuncture needle industry management idea, values, and management pattern and enterprise image and so on. It has the crucial to
enterprise's human resources management result influence, is the performances management most basic foundation. The good enterprise culture environment mainly includes:
1. This enterprise takes the staff own growth as well as their work performances, but is not the big stick -like perhaps guardian's -like management way;
2. This enterprise has the full authorization and the responsible culture. A department manager must to from already the department takes the complete responsibility, simultaneously also must fully be authorized.
Has the control subordinate, promotes the subordinate, the decision wages increase scope, the bonus assignment, subordinate training and so on the right which arrives.
3. This enterprise has the open style communication culture. Including the strategic target public, the performances public, the rewards and punishment public, training is public and so on.
4. Bring employers into line with the staff the performances management in the main body group. The staff not only is by the inspection, also is the inspection, fully displays the staff to participate in the management the enthusiasm, the initiative.
Above the enterprise culture essential factor is restricting the performances management success or failure. In turn, the performances management effective implementation also can become the outstanding enterprise culture a constituent.
3.2 Explicit strategic target localization
The enterprise needs to have an explicit strategic localization, but en terprise’s management goal is the enterprise strategy concrete application. The success performances management is unceasingly decomposes enterprise's strategic target, through the explicit responsibility division of labor and the effective communication method, carries out in each staff's behavior. In other words, the performances management target is take enterprise’s strategic target as the basis, establishes each department and individual performances target and the standard. In under strategic guidance premise, in enterprise's value chain, each pitch point (department) the activity can obtain unified and the effective synchromesh.
Does not have the strategy, the strategy not to be clear about or various departments, the staff did not understand the enterprise the strategy, the performances management does not have explicit the unity, or pauses in short-term or the local interest consideration, has lost the potency which the whole enhances.
3.3 Reasonable organization overhead construction and unimpeded service flow
The enterprise organizes the overhead construction the establishments can be able effectively to implement take the enterprise strategy’s the
premise. The reasonable organization overhead construction meant the realization enterprise strategy each work all has the responsible
department, between various departments all has the explicit responsibility division of labor, also non- responsibility power overlapping. The service flow unimpeded is unimpeded, each superintendent and the staffs all can accurately the cognition role, own in enterprise's service chain, the value chain be in any type the position, can make the big contribution for the enterprise strategy implementation.
The performances management only has in the organization overhead construction is reasonable and under the service flow unimpeded premise, can implement the PDCA system, can enable the plan, the implementation, the appraisal, the feedback flow the effective realization, causes the staff performances and the enterprise performances can the comprehensive promotion.
3.4 High level leader's correct guidance and force impetus When we approve the human resources to take when the enterprise the main resources, and regards it for the core competitive ability important constituent, then on the full reason said that, the performances management is one of business management core contents. Because it not only limited has decided the business management result, also directly affected
绩效管理英文文献和参考文献
the staff, specially is the core staff to enterprise's loyalty, affected "keeps the person" to the human resources management important task whether could achieve.
Because of this, the high level superintendent does not have the reason to affect this item the overall situation, affects the enterprise core competitive ability, and even closes the entire enterprise life and death supervisory work, merely gave a department---- human resources control
section to complete. In fact, the human resources control section took a function department does not have the command jurisdiction and the order power to other departments, if cannot have the high level leader's force support, human resources manager also only can the person call how. 4 Several questions in the performances management implementation process should be paid attention to
4.1 Performances management division of labor and cooperation As mentioned earlier, an performances management defeat important reason is has distinguished clearly in the management process respective responsibility. Distinguishes clearly the responsibility is the performances management organization safeguard. The concrete division of labor tries to state as follows:
1st, the human resources control section, in the entire performances management process, is the supporter and the inspector general. The concrete responsibility includes:
( body. They undertake the responsibility mainly has:
(1) Rests on the enterprise the developmental strategy and the KPI system, is clear about this department year and the quarter strategy goal and the management key;
(2) Designs this department two level of KPI, responds the
enterprise strategy and a level of KPI system from the department responsibility; (3) Organizes the department performances inspection;
(4) Links up the determination improvement goal and the plan with
the subordinate.
3rd, the high level superintendent, has in the performances management body primary interest;
(1) is clear about the mission and the pursue;
(2) Determines the enterprise strategy plan;
(3) Organizes and the design strategy succeeds the essential factor and the finance evaluation criteria;
(4) Organizes to draw up the enterprise year after the management strategy goal, provides the resources and the policy support;
(5) Organizes to draw up the company level the KPI system. 4.2 Enterprise performances and staff performances conformity The enterprise overall performances have included the enterprise performances, the team performances and individual performances. The overall performances omni-directional promotion can enable the enterprise the resources to obtain the best use, causes the enterprise in the core competitive ability a stair. The author thought may achieve through following several aspects: 1st, the human resources superintendent participates in the entire enterprise strategy plan, the human resources superintendent may
carefully examine the enterprise from the human resources angle the
overall strategy, simultaneously from the overall angle, joins
staff’s performances and the o verall strategy;
2nd, records the branch customs station using the balance (BSC) the principle to decompose the enterprise strategy into the essential performances target (KPI) the system, guaranteed the enterprise strategy
carries out each staff;
3rd, realizes the PDCA circulation management, achieves the plan -monitoring - examination and critique - improvement the overall process
effective operation. Benign to the performances circulation is the management movement which we hoped.
4.3 Performances management already must pay great attention to the result,
also must take the process
The performances management attention is the entire process, it has already contained the performances inspection result, also includes the
performances goal the hypothesis, the performances application and the
feedback, these four modules are indispensable. The performances inspection result has contained the performance, the efficiency, the accomplishment promotion, it certainly is the enterprise to staff’s req uest, is the board of directors to the high level superintendent’s