[雙語翻譯]績效管理外文翻譯--績效管理理論從員工角度來看人力資源開發(fā)（英文）

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2、timer House, 37-41 Mortimer Street, London W1T 3JH, UKHuman Resource Development InternationalPublication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rhrd20Per

3、formance management theory: A look from the performer's perspective with implications for HRDThomas W. Buchner aa University of Minnesota, Published online: 28 Feb 2007.To cite this article: Thomas W. Buchner (2007):

4、 Performance management theory: A look from the performer's perspective with implications for HRD, Human Resource Development International, 10:1, 59-73To link to this article: http://dx.doi.org/10.1080/136788606011

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9、erformance management systems. From a theoretical standpoint, a number of questions reach out to the HRD field as it considers the impact of performance management systems in organizations. Two of these questions are rai

10、sed in this conceptual paper to encourage and stimulate further discussion. First, to what degree is applied performance management supported by valid theories? In other words, is there clear evidence of theoretical rese

11、arch supporting how organizations manage performance? Second, what fresh insights might we discover if we seriously looked at performance management from the performer’s perspective? These questions suggest potential for

12、 fundamental change in how performance is managed and opportunity for increasing the impact of performance management systems in organizations. Given the substantial resources organizations commit to performance manage-

13、ment, it does not appear as well supported by theory as one might expect. There are advanced models available (e.g. Rummler and Brache, 1995), but typically performance management is described in process terms (e.g. Grot

14、e, 1996; Swan, 1991). Such descriptions present the standard steps of performance management from objective setting, through formal appraisal, to the start of the next cycle. Although there may well be theory behind thes

15、e descriptions, the explicit connections are weak and the average manager would be hard pressed to explain the theoretical support. This is unfortunate because volumes of relevant theory exist, especially concerning work

16、 motivation. The average manager would benefit from a stronger grasp of how leading theories of motivation link to the practice of performance management. Given the central role played by the performer, it is also surpri

17、sing that performance management continues to be a predominantly top-down effort. One does not have to delve deeply into this field to get the impression that performers are at the mercy of their organizations’ performan

18、ce management systems. In the worst cases, performance management is something done to people. These employees and their supervisors tend to think of performance management in compliance terms – something forced or requi

19、red. Progressive philosophies of performance management as something done for, or in partnership with, performers are more palatable and imply possibilities for alternate strategies. Yet, most organizations lag behind, a

20、nd most employees do not look to performance management as a helpful or valued element of their jobs (Coens and Jenkins, 2000). In this paper, the construct of performance management is challenged and discussed along the

21、se two lines. To what degree does theoretical support for perfor- mance management exist as it is applied in organizations? From the performer’s perspective, how might performance management be improved? After a brief or

22、ien- tation to performance management, the following section highlights several relevant motivation theories and considers the strength of their connections to applied models and processes. These same theories are then c

23、onsidered from the performer’s perspective. Finally, implications for HRD will be presented and explored.Growing Readiness for Progressive Performance ManagementTraditionally, performance management has been the responsi