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1、本科畢業(yè)設(shè)計(jì)(論文)外文翻譯TheDilemmaofPerfmanceAppraisalItwilloutlinethedevelopmentofindividualperfmancebefelinkingtoperfmancemanagementinganizations.Theoutcomesoftechniquestoincreaseganizationalcommitmentincreasejobsatisfactionwill
2、becriticallyevaluated.ItwillfurtherexaminethetransatlanticdebatesbetweenliteratureonefficiencyeffectivenessintheNthAmericantheUnitedKingdom)evidencetoevaluatetheHRMdevelopmentcontributionofperfmanceappraisaltoindividualg
3、anizationalperfmance.Appraisalpotentiallyisakeytoolinmakingthemostofanganisation’shumanresources.Theuseofappraisaliswidespreadestimatedthat80–90%ofganizationsintheUSAUKwereusingappraisalanincreasefrom69to87%ofganisations
4、between19982004reptedafmalperfmancemanagementsystem(ArmstrongBaron1998:200).Therehasbeenlittleevidenceoftheevaluationoftheeffectivenessofappraisalbutmeonthedevelopmentinitsuse.Between19982004asamplefromtheteredInstituteo
5、fPersonnelDevelopment(CIPD2007)of562firmsfound506wereusingperfmanceappraisalinUK.Whatisalsovitaltoemphasiseistherisinguseofperfmanceappraisalfeedbackbeyondperfmancefprofessionalsmanagerstonearly95%ofwkplacesinthe2004WERS
6、survey(seeTable13.1).ClearlytheuseofAppraisalshasbeenthedevelopmentextensionofappraisalstocoveralargeproptionoftheUKwkfcethecoverageofnonmanagerialoccupationstheextendeduseinprivatepublicsects.judgmentacrossthepositivere
7、viewsknownasthehnseffect(ACAS1996).OneconsequenceofthisavoidanceofconflictistorateallcriterionascentralTherearemethodsSomeratingsmayonlycincluderecenteventstheseareknownastherecencyeffects.Inthiscaseonlyrecenteventsareno
8、tedcomparedtomanagersgatheringusingdatathroughouttheappraisalperiod.Aparticularconcernistheequityofappraisalfratingswhichmaybedisttedbygenderethnicitytheratingsofappraisersthemselves.ArangeofstudiesinboththeUSUKhavehighl
9、ightedsubjectivityintermsofgender(AlimoMetcalf1991White1999)ethnicityoftheappraiseappraiser(GeddesKonrad2003).Suggestionssolutionsonresolvingbiaswillbereviewedlater.Thesecondanalysisistheradicalcritiqueofappraisal.Thisis
10、themecriticalmanagementliteraturethatarguesthatappraisalperfmancemanagementareaboutmanagementcontrol(NewtonFindley1996Townley1993).Itarguesthattightermanagementcontroloveremployeebehaviourcanbeachievedbytheextensionofapp
11、raisaltomanualwkersprofessionalasmeanstocontrol.ThisdevelopstheliteratureofFoucaultusingpowersurveillance.Thisliteratureusescasesinexamplesofpublicservicecontrolonprofessionalssuchateachers(Healy1997)Universityprofession
12、als(Townley1990).Thisevidencearguestheincreasedcontrolofpublicservicesusingappraisalasamethodofcontrolthattheoutcomeofmanagerialobjectivesignesthedevelopmentalroleofappraisalratingsareawardedfpeoplewhoacceptembracethecul
13、tureganizationalvalues.Howeverthisliteratureignestheemployeeresistancetheuseofprofessionalunionstochallengetheattemptstoexertcontroloverprofessionalsstaffintheappraisalprocess(Bach2005:306).ThisevidencearguesOneofthediff
14、erentissuesofremovingbiaswastheuseofthetestmetaph(Folgeretal.1992).Thiswasbasedontheassumptionthatappraisalratingswereatechnicalquestionofassessing“true”perfmancethereneededtobeincreasedreliabilityvalidityofappraisalasan
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