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簡介：2300單詞單詞，13萬英文字符萬英文字符,4000漢字出處ZIZIPAPACHARISSIPHD,ANDREWLMENDELSONPHDANEXPLORATORYSTUDYOFREALITYAPPEALUSESANDGRATIFICATIONSOFREALITYTVSHOWSJJOURNALOFBROADCASTINGKAMINER,2000REISSKILBORN,1994MOREOVER,THEREALITYMODELCOULDPOTENTIALLYEMPOWERAUDIENCES,BYALLOWINGTHEMTOPARTICIPATE,DIRECTLYORFROMHOME,ANDINFLUENCETHECREATIONOFMEDIACONTENTDAUNCEY,1996WONG,2001ONTHEOTHERHAND,THISPOTENTIALEMPOWERMENTCOULDREINFORCETHECOMMODIFICATIONOFAUDIENCES,WHONOTONLY“BUY”THEREALITYSHOWPRODUCT,BUTBECOMETHESURVEILLEDREALITYSHOWPRODUCTTHEMSELVESANDREJEVIC,2002KILBORN,1994WONG,2001FINALLY,THEGROWINGAPPEALOFREALITYPROGRAMMINGRAISESTHEQUESTIONOFDISTINCTIONBETWEENREALANDFICTIONALPROGRAMMING,ESPECIALLYINTERMSOFHOWAUDIENCESPERCEIVEREALITYVERSUSFICTIONFETVEIT,1999MENDELSONAREACTIONTOTHE“SENSETHATINOURPOSTPHOTOGRAPHIC,DIGITALIZEDAND‘COMICBOOKWORLDEVERYTHINGISCONSTRUCTED,NOTHINGSEEMS‘REAL”P326DAUNCEY1995CONSIDEREDTHEEMPOWERINGEFFECTOFREALITYTVANDCONCLUDEDTHATWHILEREALITYSHOWSMODERNIZENOTIONSOFWHATISCONSIDEREDCULTURE,THEYALSOCHALLENGETRADITIONALVALUESEMPIRICALLYGUIDEDINVESTIGATIONSOFREALITYPROGRAMMINGSEEKANUNDERSTANDINGOFHOWAUDIENCESUSEANDPROCESSREALITYCONTENTSPECIFICALLY,JONES2003CONDUCTEDQUANTITATIVEANDQUALITATIVEINTERVIEWSOFBIGBROTHERFANS,TODETERMINEHOWTHEYNEGOTIATEDPERCEIVED“REALNESS”O(jiān)FREALITYPROGRAMMINGSHEFOUNDWHILETHENARRATIVESOFSUCH“DOCUSOAPS”WEREINDEEDPOPULAR,THEAUDIENCESWEREAWAREOFTHEARTIFICIALITYOFTHEWHOLEEXPERIENCE,BUTINCORPORATEDITTOTHEIRMECHANISMSFORDERIVINGPLEASUREFROMTHISMEDIAGENREENGSTROMANDSEMIC2003EXAMINEDTREATMENTOFRELIGIONONREALITYTVPROGRAMMING,ANDFOUNDTHATMOSTPORTRAYALSOFRELIGIONWEREHEGEMONIC,INTERMSOFTHERELIGIOUSCEREMONIES,BELIEFS,ANDBEHAVIORSFEATURED

簡介：8300英文單詞，英文單詞，45萬英文字符，中文萬英文字符，中文15萬字萬字文獻出處文獻出處ANAGENCYTHEORETICANALYSISOFVALUECREATIONTHROUGHMANAGEMENTBUYOUTSOFFAMILYFIRMSJJOURNALOFFAMILYBUSINESSSTRATEGY,2012,34197206ANAGENCYTHEORETICANALYSISOFVALUECREATIONTHROUGHMANAGEMENTBUYOUTSOFFAMILYFIRMSJAMESJCHRISMAN,JESSHCHUA,LLOYDPSTEIER,MIKEWRIGHT,D’LISANMCKEEABSTRACTFAMILYFIRMSWITHOUTABLEANDWILLINGFAMILYSUCCESSORSAREFREQUENTLYSOLDTONONFAMILYMANAGERSTHROUGHMANAGEMENTBUYOUTSMBOSWHETHERMBOSCREATEVALUEISTHOUGHTTOBEDEPENDENTUPONTHEABILITYTOREDUCEOWNER–MANAGERAGENCYCOSTSINTHISARTICLEWEEXAMINETHEAGENCYCOSTSOFMBOSTHATACQUIREFAMILYFIRMSWECONTRIBUTETOTHEORYBYARGUINGTHATINSUCHSITUATIONS,VALUECREATIONBYREDUCINGAGENCYCOSTSWILLDEPENDUPONPREMBOAGENCYCOSTS,THEABILITYTOSOLVETHEDOUBLEAGENCYPROBLEM,ANDTHERELATIONSHIPBETWEENTHECOSTOFAGENCYCONTROLMECHANISMSANDTHERESIDUALLOSSESFROMOPPORTUNISMBEFOREANDAFTERTHEMBOKEYWORDSAGENCYTHEORYFAMILYBUSINESSMANAGEMENTBUYOUTS1INTRODUCTIONFAMILYFIRMSACCOUNTFORTHEMAJORITYOFFIRMSAROUNDTHEWORLDLAPORTA,LO′PEZDESILANES,SHLEIFER,MORCKCHUA,CHRISMAN,LIM,LUBATKIN,SCHOLES,WRIGHT,WESTHEAD,BURROWS,MCCONAUGHY,MATTHEWS,ARTHURS,HOSKISSON,BUSENITZ,BRUTON,FILATOTCHEV,CHAHINE,CHILDWASSERMAN,2003RESEARCHERSTYPICALLYASSUMETHATTRANSITIONSINFAMILYFIRMSWILLINVOLVETHEFAMILYHOWEVER,AVARIETYOFFACTORSASSOCIATEDWITHTHEABILITYANDINTENTIONSOFINDIVIDUALFAMILYMEMBERS,FAMILYRELATIONSHIPS,STRATEGICCONTEXT,FINANCES,ANDTRANSITIONPROCESSESCANSOMETIMESMAKEINTRAFAMILYSUCCESSIONIMPOSSIBLEORUNDESIRABLEDEMASSIS,CHUA,TAGIURIWARD,1997MBOSAREAMONGTHEMOSTIMPORTANTANDDESIRABLEALTERNATIVESFORSELLINGAFIRMOUTSIDETHEFAMILY,PARTLYBECAUSESOMEMBOSCENARIOSAREMORELIKELYTHOUGHNOTGUARANTEEDTOPRESERVESOMEOFTHEORIGINALIDENTITYOFTHEFIRMAFTERTHESALETHANOTHERSELLINGOPTIONSSUCHASIPOSSCHOLESETAL,2007INFACT,AFTERTHEMBO,SOMEFAMILYMEMBERSMAYCONTINUETOBEEMPLOYEDINTHEFIRMHOWORTHETAL,2004ANDMANYFIRMSRETAINATLEASTALITTLE‘FAMILINESS’EVENAFTERSUBSTANTIALOWNERSHIPHASBEENTRANSFERREDTOOUTSIDERSFIEGENER,2010HOWEVER,FROMTHEVANTAGEPOINTOFTHEACQUIRERS,SUCCESSORFAILUREISMEASUREDNOTBYCONTINUEDFAMILYINVOLVEMENTOREVENSTRICTLYINTERMSOFPROFITABILITYRATHERSUCCESSISMEASUREDBYTHEEXTENTTOWHICHINCREMENTALVALUEISCREATEDAFTERTHETRANSFEROFOWNERSHIPACQUIRERSTYPICALLYHAVETOPAYACONTROLPREMIUMFINNERTYEMERY,2004ANDTHEREFOREMUSTBEABLETOADDTOFIRMVALUEOVERANDABOVETHEPREMIUMPAIDTOBESUCCESSFULWHENTHEFIRMISOWNEDBYAFAMILY,THEHURDLEMAYBEEVENHIGHERBECAUSEFAMILYOWNERSTENDTOATTACHSOCIOEMOTIONALVALUETOTHEFIRMGO′MEZMEJIA,HYNES,NUNEZNICKEL,MOYANOFUENTES,2007,WHICHCANFURTHERINCREASETHESELLINGPREMIUMDEMANDEDZELLWEGER,KELLERMANNS,CHRISMAN,CHUA,2012ASMENTIONEDABOVE,VALUECREATIONBYTHEOWNERSPOSTMBOWILLDEPENDONECONOMICCONDITIONS,STRATEGY,GOVERNANCE,ORGANIZATIONALSTRUCTURE,SYSTEMS,CULTURE,TAXES,ANDAGENCYCOSTS,AMONGOTHERSIFWEABSTRACTFROMTHEUNCONTROLLABLEECONOMIC,TAX,ANDNATIONALCULTURALCONDITIONS,THENWHATREMAINSTOAFFECTFIRMVALUEAREDECISIONSREGARDINGGOVERNANCE,STRATEGIES,STRUCTURE,POLICIES,TACTICS,SYSTEMS,ETCWHICHWOULDBEDETERMINEDBYTHEFAMILYBEFORETHEMBOANDBYTHENONFAMILYOWNERSAFTERWARDIF,INDEED,VALUECREATIONAFTERTHEMBOISTOBEACHIEVEDTHROUGHOPTIMALCHANGESINGOVERNANCE,STRATEGY,ETC,ONEMAYLEGITIMATELYASKWHYSUCHCHANGESWERENOTIMPLEMENTEDBEFORETHEMBOANOBVIOUSANSWERISTHATTHECONTROLLING

簡介：英文英文3700單詞，單詞，22500英文字符，中文英文字符，中文6800字文獻出處文獻出處THOMASWBUCHNERPERFORMANCEMANAGEMENTTHEORYALOOKFROMTHEPERFORMERSPERSPECTIVEWITHIMPLICATIONSFORHRDJHUMANRESOURCEDEVELOPMENTINTERNATIONAL,2007,1015973PERFORMANCEMANAGEMENTTHEORYALOOKFROMTHEPERFORMER’SPERSPECTIVEWITHIMPLICATIONSFORHRDTHOMASWBUCHNERABSTRACTPERFORMANCEMANAGEMENTMETHODSARERECEIVINGINCREASEDATTENTIONASORGANIZATIONSSEEKPERFORMANCEGAINSFROMTHEIRWORKFORCESDURINGCHALLENGINGECONOMICTIMESINTHISPAPER,THECONSTRUCTOFPERFORMANCEMANAGEMENTISCHALLENGEDALONGTWOLINESHOWAPPLIEDMODELSDONOTTAKEFULLADVANTAGEOFEXISTINGTHEORIESOFWORKMOTIVATIONANDHOWTHEIMPACTOFPERFORMANCEMANAGEMENTWILLCONTINUETOBECONSTRAINEDASLONGITREMAINSAPREDOMINANTLYTOPDOWNPROCESSSEVERALRELEVANTTHEORIESOFMOTIVATIONAREEXAMINEDTOILLUSTRATEGAPSBETWEENTHEORYANDPRACTICEANDTOPROVIDEABASISFORLOOKINGATPERFORMANCEMANAGEMENTFROMTHEPERFORMER’SPERSPECTIVERESULTINGIMPLICATIONSFORTHEHUMANRESOURCEDEVELOPMENTHRDFIELDAREDISCUSSEDKEYWORDSPERFORMANCEMANAGEMENT,PERFORMANCEAPPRAISAL,MOTIVATION,SELFMANAGEMENTINRECENTYEARS,CHALLENGINGECONOMICCONDITIONSHAVESTRESSEDORGANIZATIONS,SOMETOTHEBREAKINGPOINTRATHERTHANWAITINGFOREXTERNALIMPROVEMENTS,SUCHASMARKETGROWTHORTECHNOLOGICALADVANCES,MANYORGANIZATIONSARELOOKINGINTERNALLYFORPERFORMANCEANDPRODUCTIVITYGAINSCONSEQUENTLY,THECONCEPTOFPERFORMANCEMANAGEMENTISRECEIVINGINCREASEDATTENTIONASAROUTETOIMPROVEDRESULTSBOXALLANDPURCELL,2003ATTHESAMETIME,REGRETTABLY,LINGERINGCONCERNSOVERTHEEFFECTIVENESSCOENSANDJENKINS,2000ANDDISSATISFACTIONBERNARDINETAL,1998HAVENOTBEENRESOLVEDTHEORETICALQUESTIONSPERFORMANCEMANAGEMENTISATOPICOFINTERESTTOHUMANRESOURCEDEVELOPMENTHRDPROFESSIONALS,ESPECIALLYTHOSEENGAGEDINHELPINGORGANIZATIONSRETHINKANDREDESIGNTHEIRPERFORMANCEMANAGEMENTSYSTEMSFROMATHEORETICALSTANDPOINT,ANUMBEROFQUESTIONSREACHOUTTOTHEHRDFIELDASITCONSIDERSTHEIMPACTOFPERFORMANCEMANAGEMENTSYSTEMSINORGANIZATIONSTWOOFTHESEQUESTIONSARERAISEDINTHISCONCEPTUALPAPERTOENCOURAGEANDSTIMULATEFURTHERDISCUSSIONFIRST,TOWHATDEGREEISAPPLIEDPERFORMANCEMANAGEMENTSUPPORTEDBYVALIDTHEORIESINOTHERWORDS,ISTHERECLEAREVIDENCEOFTHEORETICALRESEARCHSUPPORTINGHOWORGANIZATIONSMANAGEPERFORMANCESECOND,WHATFRESHINSIGHTSMIGHTWEDISCOVERIFWESERIOUSLYLOOKEDATPERFORMANCEMANAGEMENTFROMTHEPERFORMER’SPERSPECTIVETHESEQUESTIONSSUGGESTPOTENTIALFORFUNDAMENTALCHANGEINHOWPERFORMANCEISMANAGEDANDOPPORTUNITYFORINCREASINGTHEIMPACTOFPERFORMANCEMANAGEMENTSYSTEMSINORGANIZATIONSGIVENTHESUBSTANTIALRESOURCESORGANIZATIONSCOMMITTOPERFORMANCEMANAGEMENT,ITDOESNOTAPPEARASWELLSUPPORTEDBYTHEORYASONEMIGHTEXPECTTHEREAREADVANCEDMODELSAVAILABLEEGRUMMLERANDBRACHE,1995,BUTTYPICALLYPERFORMANCEMANAGEMENTISDESCRIBEDINPROCESSTERMSEGGROTE,1996SWAN,1991SUCHDESCRIPTIONSPRESENTTHESTANDARDSTEPSOFPERFORMANCEMANAGEMENTFROMOBJECTIVESETTING,THROUGHFORMALAPPRAISAL,TOTHESTARTOFTHENEXTCYCLETHESETRENDSCOMBINETOCALLFORTHERETHINKINGOFPERFORMANCEMANAGEMENTTHEYEXPLAINWHYRESEARCHSUGGESTSTHESTARTOFASHIFTOFRESPONSIBILITYFOREMPLOYEEMOTIVATIONFROMTHEMANAGERTOTHEEMPLOYEEKANFERANDHEGGESTAD,1997ASANNESAUNIEROFTHEBUSINESSMAGAZINEFASTCOMPANYPUTIT,‘ULTIMATELY,MANAGERSAREN’TRESPONSIBLEFORTHEIRPEOPLE’SPERFORMANCEPEOPLEARERESPONSIBLEFORTHEIROWNPERFORMANCETHERE’SFEEDBACKALLAROUNDYOU–IFYOUPAYATTENTIONIFYOU’RENOTGETTINGENOUGHFEEDBACK,ASKFORIT’CITEDINCOENSANDJENKINS,2000,P115IFEFFECTIVEPERFORMANCEMANAGEMENTISNOTOCCURRINGINORGANIZATIONSDUETOCHANGINGWORKPLACECIRCUMSTANCESANDPRESSUREONMANAGERIALROLES,WHILEATTHESAMETIMEGROWINGNUMBERSOFEMPLOYEESAREINTERESTEDINTAKINGCHARGEOFTHEIROWNPERFORMANCE,THENSIGNIFICANTOPPORTUNITYEXISTSFORTHEHRDPROFESSIONTOPROGRESSIVELYANDCONFIDENTLYADVANCETHEPRACTICEOFPERFORMANCEMANAGEMENTPERFORMANCEMANAGEMENTTRADITIONALLY,THETERMPERFORMANCEMANAGEMENTHASBEENDEFINEDASMANAGEMENT’SSYSTEMATICAPPLICATIONOFPROCESSESAIMEDATOPTIMIZINGHUMANPERFORMANCEINANORGANIZATIONWARREN,1982THEEMPHASISONPROCESSSTANDSOUTDEFINEDTHISWAY,PERFORMANCEMANAGEMENTCARRIESASOMEWHATNEGATIVECONNOTATIONWHENCONSIDEREDFROMTHEPERFORMER’SPERSPECTIVE–ASSOMETHINGDONETOPEOPLEMOREPROGRESSIVEDEFINITIONSBRINGTHECOMMUNICATIONASPECTTOTHEFOREFRONT,ASINWEISSANDHARTLE’S1997‘APROCESSFORESTABLISHINGASHAREDUNDERSTANDINGABOUTWHATISTOBEACHIEVED,ANDHOWITISTOBEACHIEVED,ANDANAPPROACHTOMANAGINGPEOPLETHATINCREASESTHEPROBABILITYOFACHIEVINGSUCCESS’P3WHILEANIMPROVEMENT,THISDEFINITIONCONTINUESTOREPRESENTATOPDOWNORIENTATIONTHEEMPHASISONPROCESSCARRIESTHROUGHINPREVAILINGPERFORMANCEMANAGEMENTMODELSFOREXAMPLE,RUMMLERANDBRACHE’S1995HUMANPERFORMANCESYSTEMPLACESTHEPERFORMERATTHECENTRE,RECEIVINGINPUTSANDRESOURCES,CARRYINGOUTTASKSANDPERFORMANCEACTIVITIES,ANDPRODUCINGOUTPUTSTHISBASICPERFORMANCESYSTEMISENHANCEDBYPERFORMANCESTANDARDSTOCUEBEHAVIOURSANDDIRECTOUTPUTSAPERFORMANCEFEEDBACKLOOPFORMONITORINGACTIVITIESANDOUTPUTSANDAFORMALPERFORMANCEAPPRAISALSTEPGILLEYETAL,1999RUMMLERANDBRACHE’S1995ITEMIZATIONOFFACTORSTHATAFFECTTHEIRCONCEPTUALIZEDPERFORMANCESYSTEMPOSEIMPORTANTQUESTIONSTOMANAGEMENTFROMSIXDOMAINSAISPERFORMANCESPECIFIED,BISTHEREADEQUATETASKSUPPORT,CARECONSEQUENCESALIGNEDWITHTARGETEDPERFORMANCE,DISFEEDBACKPROVIDED,EDOPERFORMERSHAVEREQUIREDSKILLSANDKNOWLEDGE,ANDFDOPERFORM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簡介：英文英文3700單詞，單詞，22500英文字符，中文英文字符，中文6800字文獻出處文獻出處THOMASWBUCHNERPERFORMANCEMANAGEMENTTHEORYALOOKFROMTHEPERFORMERSPERSPECTIVEWITHIMPLICATIONSFORHRDJHUMANRESOURCEDEVELOPMENTINTERNATIONAL,2007,1015973PERFORMANCEMANAGEMENTTHEORYALOOKFROMTHEPERFORMER’SPERSPECTIVEWITHIMPLICATIONSFORHRDTHOMASWBUCHNERABSTRACTPERFORMANCEMANAGEMENTMETHODSARERECEIVINGINCREASEDATTENTIONASORGANIZATIONSSEEKPERFORMANCEGAINSFROMTHEIRWORKFORCESDURINGCHALLENGINGECONOMICTIMESINTHISPAPER,THECONSTRUCTOFPERFORMANCEMANAGEMENTISCHALLENGEDALONGTWOLINESHOWAPPLIEDMODELSDONOTTAKEFULLADVANTAGEOFEXISTINGTHEORIESOFWORKMOTIVATIONANDHOWTHEIMPACTOFPERFORMANCEMANAGEMENTWILLCONTINUETOBECONSTRAINEDASLONGITREMAINSAPREDOMINANTLYTOPDOWNPROCESSSEVERALRELEVANTTHEORIESOFMOTIVATIONAREEXAMINEDTOILLUSTRATEGAPSBETWEENTHEORYANDPRACTICEANDTOPROVIDEABASISFORLOOKINGATPERFORMANCEMANAGEMENTFROMTHEPERFORMER’SPERSPECTIVERESULTINGIMPLICATIONSFORTHEHUMANRESOURCEDEVELOPMENTHRDFIELDAREDISCUSSEDKEYWORDSPERFORMANCEMANAGEMENT,PERFORMANCEAPPRAISAL,MOTIVATION,SELFMANAGEMENTINRECENTYEARS,CHALLENGINGECONOMICCONDITIONSHAVESTRESSEDORGANIZATIONS,SOMETOTHEBREAKINGPOINTRATHERTHANWAITINGFOREXTERNALIMPROVEMENTS,SUCHASMARKETGROWTHORTECHNOLOGICALADVANCES,MANYORGANIZATIONSARELOOKINGINTERNALLYFORPERFORMANCEANDPRODUCTIVITYGAINSCONSEQUENTLY,THECONCEPTOFPERFORMANCEMANAGEMENTISRECEIVINGINCREASEDATTENTIONASAROUTETOIMPROVEDRESULTSBOXALLANDPURCELL,2003ATTHESAMETIME,REGRETTABLY,LINGERINGCONCERNSOVERTHEEFFECTIVENESSCOENSANDJENKINS,2000ANDDISSATISFACTIONBERNARDINETAL,1998HAVENOTBEENRESOLVEDTHEORETICALQUESTIONSPERFORMANCEMANAGEMENTISATOPICOFINTERESTTOHUMANRESOURCEDEVELOPMENTHRDPROFESSIONALS,ESPECIALLYTHOSEENGAGEDINHELPINGORGANIZATIONSRETHINKANDREDESIGNTHEIRPERFORMANCEMANAGEMENTSYSTEMSFROMATHEORETICALSTANDPOINT,ANUMBEROFQUESTIONSREACHOUTTOTHEHRDFIELDASITCONSIDERSTHEIMPACTOFPERFORMANCEMANAGEMENTSYSTEMSINORGANIZATIONSTWOOFTHESEQUESTIONSARERAISEDINTHISCONCEPTUALPAPERTOENCOURAGEANDSTIMULATEFURTHERDISCUSSIONFIRST,TOWHATDEGREEISAPPLIEDPERFORMANCEMANAGEMENTSUPPORTEDBYVALIDTHEORIESINOTHERWORDS,ISTHERECLEAREVIDENCEOFTHEORETICALRESEARCHSUPPORTINGHOWORGANIZATIONSMANAGEPERFORMANCESECOND,WHATFRESHINSIGHTSMIGHTWEDISCOVERIFWESERIOUSLYLOOKEDATPERFORMANCEMANAGEMENTFROMTHEPERFORMER’SPERSPECTIVETHESEQUESTIONSSUGGESTPOTENTIALFORFUNDAMENTALCHANGEINHOWPERFORMANCEISMANAGEDANDOPPORTUNITYFORINCREASINGTHEIMPACTOFPERFORMANCEMANAGEMENTSYSTEMSINORGANIZATIONSGIVENTHESUBSTANTIALRESOURCESORGANIZATIONSCOMMITTOPERFORMANCEMANAGEMENT,ITDOESNOTAPPEARASWELLSUPPORTEDBYTHEORYASONEMIGHTEXPECTTHEREAREADVANCEDMODELSAVAILABLEEGRUMMLERANDBRACHE,1995,BUTTYPICALLYPERFORMANCEMANAGEMENTISDESCRIBEDINPROCESSTERMSEGGROTE,1996SWAN,1991SUCHDESCRIPTIONSPRESENTTHESTANDARDSTEPSOFPERFORMANCEMANAGEMENTFROMOBJECTIVESETTING,THROUGHFORMALAPPRAISAL,TOTHESTARTOFTHENEXTCYCLETHESETRENDSCOMBINETOCALLFORTHERETHINKINGOFPERFORMANCEMANAGEMENTTHEYEXPLAINWHYRESEARCHSUGGESTSTHESTARTOFASHIFTOFRESPONSIBILITYFOREMPLOYEEMOTIVATIONFROMTHEMANAGERTOTHEEMPLOYEEKANFERANDHEGGESTAD,1997ASANNESAUNIEROFTHEBUSINESSMAGAZINEFASTCOMPANYPUTIT,‘ULTIMATELY,MANAGERSAREN’TRESPONSIBLEFORTHEIRPEOPLE’SPERFORMANCEPEOPLEARERESPONSIBLEFORTHEIROWNPERFORMANCETHERE’SFEEDBACKALLAROUNDYOU–IFYOUPAYATTENTIONIFYOU’RENOTGETTINGENOUGHFEEDBACK,ASKFORIT’CITEDINCOENSANDJENKINS,2000,P115IFEFFECTIVEPERFORMANCEMANAGEMENTISNOTOCCURRINGINORGANIZATIONSDUETOCHANGINGWORKPLACECIRCUMSTANCESANDPRESSUREONMANAGERIALROLES,WHILEATTHESAMETIMEGROWINGNUMBERSOFEMPLOYEESAREINTERESTEDINTAKINGCHARGEOFTHEIROWNPERFORMANCE,THENSIGNIFICANTOPPORTUNITYEXISTSFORTHEHRDPROFESSIONTOPROGRESSIVELYANDCONFIDENTLYADVANCETHEPRACTICEOFPERFORMANCEMANAGEMENTPERFORMANCEMANAGEMENTTRADITIONALLY,THETERMPERFORMANCEMANAGEMENTHASBEENDEFINEDASMANAGEMENT’SSYSTEMATICAPPLICATIONOFPROCESSESAIMEDATOPTIMIZINGHUMANPERFORMANCEINANORGANIZATIONWARREN,1982THEEMPHASISONPROCESSSTANDSOUTDEFINEDTHISWAY,PERFORMANCEMANAGEMENTCARRIESASOMEWHATNEGATIVECONNOTATIONWHENCONSIDEREDFROMTHEPERFORMER’SPERSPECTIVE–ASSOMETHINGDONETOPEOPLEMOREPROGRESSIVEDEFINITIONSBRINGTHECOMMUNICATIONASPECTTOTHEFOREFRONT,ASINWEISSANDHARTLE’S1997‘APROCESSFORESTABLISHINGASHAREDUNDERSTANDINGABOUTWHATISTOBEACHIEVED,ANDHOWITISTOBEACHIEVED,ANDANAPPROACHTOMANAGINGPEOPLETHATINCREASESTHEPROBABILITYOFACHIEVINGSUCCESS’P3WHILEANIMPROVEMENT,THISDEFINITIONCONTINUESTOREPRESENTATOPDOWNORIENTATIONTHEEMPHASISONPROCESSCARRIESTHROUGHINPREVAILINGPERFORMANCEMANAGEMENTMODELSFOREXAMPLE,RUMMLERANDBRACHE’S1995HUMANPERFORMANCESYSTEMPLACESTHEPERFORMERATTHECENTRE,RECEIVINGINPUTSANDRESOURCES,CARRYINGOUTTASKSANDPERFORMANCEACTIVITIES,ANDPRODUCINGOUTPUTSTHISBASICPERFORMANCESYSTEMISENHANCEDBYPERFORMANCESTANDARDSTOCUEBEHAVIOURSANDDIRECTOUTPUTSAPERFORMANCEFEEDBACKLOOPFORMONITORINGACTIVITIESANDOUTPUTSANDAFORMALPERFORMANCEAPPRAISALSTEPGILLEYETAL,1999RUMMLERANDBRACHE’S1995ITEMIZATIONOFFACTORSTHATAFFECTTHEIRCONCEPTUALIZEDPERFORMANCESYSTEMPOSEIMPORTANTQUESTIONSTOMANAGEMENTFROMSIXDOMAINSAISPERFORMANCESPECIFIED,BISTHEREADEQUATETASKSUPPORT,CARECONSEQUENCESALIGNEDWITHTARGETEDPERFORMANCE,DISFEEDBACKPROVIDED,EDOPERFORMERSHAVEREQUIREDSKILLSANDKNOWLEDGE,ANDFDOPERFORM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簡介：14800英文單詞，英文單詞，23萬英文字符，中文萬英文字符，中文8200字文獻出處文獻出處ALMUHAINIM,HEYDTGT,HUYNHATHERELIABILITYOFPOWERDISTRIBUTIONSYSTEMSASCALCULATEDUSINGSYSTEMTHEORETICCONCEPTSC//POWERANDENERGYSOCIETYGENERALMEETINGIEEE,201018附錄一英文原文THERELIABILITYOFPOWERDISTRIBUTIONSYSTEMSASCALCULATEDUSINGSYSTEMTHEORETICCONCEPTSMOHAMMADALMUHAINI,STUDENTMEMBER,IEEEGERALDTHEYDT,LIFEFELLOW,IEEEANTHONYHUYNH,STUDENTMEMBER,IEEEABSTRACTRELIABILITYOFDISTRIBUTIONSYSTEMSISANIMPORTANTISSUEINPOWERENGINEERINGFORBOTHUTILITIESANDCUSTOMERSPOWERDISTRIBUTIONRELIABILITYISCLOSELYRELATEDTOINDIVIDUALCOMPONENTRELIABILITYINTHISPAPER,THERELIABILITYASMEASUREDBYCERTAINCOUNTINDICES,MAINLYTHESYSTEMAVERAGEINTERRUPTIONDURATIONINDEXSAIDIANDTHESYSTEMAVERAGEINTERRUPTIONFREQUENCYINDEXSAIFI,ISQUANTIFIEDINTERMSOFINDIVIDUALDISTRIBUTIONCOMPONENTRELIABILITYTHISISANEXTENSIONOFPREVIOUSLYREPORTEDRESULTSTHEVALUEOFTHEAPPROACHLIESINDISTRIBUTIONEXPANSIONPLANNINGINWHICHARADIALSYSTEMMAYBENETWORKEDWITHAVIEWTOIMPROVERELIABILITYTHEEFFECTOFINSERTINGDISTRIBUTEDGENERATIONDGINTHEDISTRIBUTIONSYSTEMISSTUDIEDINTHISPAPERTHERESULTOFTHISINSERTIONMAYBETHATTHENUMBEROFOUTAGESINCREASESBECAUSEOFTHEPOSSIBLEFAILUREOFTHEDGHARDWARETWONEWINDICESFORTHISAPPLICATIONAREPROPOSEDTHERATIOOFDGENERGYTOINTERRUPTEDENERGYANDTHERATIOOFDGOPERATINGDURATIONTOOUTAGEDURATIONINDEXTERMSDISTRIBUTIONENGINEERING,RELIABILITY,SAIDI,SAIFI,REPAIRTIME,DISTRIBUTEDGENERATIONRESOURCESIELECTRICPOWERDISTRIBUTIONSYSTEMRELIABILITYRELIABILITYISAKEYISSUEINTHEDESIGNANDOPERATIONOFELECTRICPOWERDISTRIBUTIONSYSTEMS–ESPECIALLYINVIEWOFSENSITIVEDIGITALLYCONTROLLEDLOADSCONTEMPORARYLOADSAREOFTENDIGITALINNATURE,ANDTHESELOADSAREFREQUENTLYSENSITIVETOINTERRUPTIONSAND,INDEED,MANYOTHERPOWERQUALITYPROBLEMSTHECUSTOMERSTHEMSELVESAREPERHAPSBECOMINGMORESENSITIVETOINTERRUPTIONSDUETOTHEPOSSIBILITYOFINDUSTRIALMANUFACTURINGINTERRUPTION,COMMERCIALLOSSOFSALES,ANDRESIDENTIALNUISANCESOPHISTICATEDCONTROLSYSTEMSMAY3MINUTESORHOURSINONEYEARTHESAIFIGIVESINFORMATIONABOUTHOWOFTENTHESEINTERRUPTIONSOCCURONTHEAVERAGEFOREACHCUSTOMERBOTHINDICESHAVEBEENWIDELYUSEDINNORTHAMERICAASMEASURESOFTHEEFFECTIVENESSOFDISTRIBUTIONSYSTEMS2,16NOTETHATIN9,THECONNECTIONBETWEENTHECOUNTINDICESISADDRESSED–ANDTHISAREAISREVISITEDINTHISPAPERBOTHINDICESARECARRIEDOUTIE,AVERAGEDTYPICALLYOVERAONEYEARINTERVALSAIDIISUSUALLYEXPRESSEDINHOURSANDSAIFIISUNITLESSTHEREAREMANYRELATEDINDICESOFWHICHTHEFOLLOWINGAREASAMPLINGCAIDICUSTOMERAVERAGEINTERRUPTIONDURATIONINDEXTYPICALCENTRALRANGESOFTHESEINDICESINNORTHAMERICANDISTRIBUTIONSYSTEMSARESAIFI11TO19SAIDI15TO30HASAI09996TO09998IE,ROUGHLY35TO4‘NINES’CAIDI09TO26HNOTETHATTHE‘NUMBEROFNINES’,SOMETIMESDENOTEDASN9,ISRELATEDTOAPROBABILITYQAS,N9LOG1Q1THEREMAYBESOMECIRCUMSTANCESFORWHICHTHE8760HOURYEARMIGHTBEREPLACEDBYSOMEOTHERFIGURE,FOREXAMPLETHENUMBEROFHOURSINAFIVEDAY‘WORKWEEK’OVER52WEEKSNAMELY6240HINTHECASEOFTHEASAIINDEX,ITMAYBECONVENIENTTOEXPRESSTHEINDEXINTERMSOF‘THENUMBEROFNINES’,N9,THATIS0999ISN93AND09999ISN94FOREXAMPLE17ITSHOULDBEMENTIONEDTHATLIKEMANYSIMPLEENGINEERINGINDICES,SAIDIANDSAIFIATTEMPTTOCAPTUREMANYCOMPLEXPHENOMENARELATINGTOPOWERSYSTEMRELIABILITY,ANDINDISTILLINGTHESEPHENOMENAINTOASINGLECOMPREHENSIBLENUMBER,INFORMATIONMAYBELOSTADDITIONALLY,SOMEDISTRIBUTIONENGINEERSUTILIZEALTERNATIVEPHILOSOPHIESRELATINGTOTHETIMEINTERVALOVER

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