[雙語翻譯]績(jī)效管理外文翻譯--績(jī)效管理理論：從員工角度來看人力資源開發(fā)（節(jié)選）

1、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(xiàn)出處： 文獻(xiàn)出處：Thomas W. Buchner. Performance management theory: A look from the performer's perspective with implications for HRD[J]. Human Resource Development Internationa

2、l, 2007, 10(1):59-73.Performance Management Theory: A Look from the Performer’s Perspective with Implications for HRDTHOMAS W. BUCHNERABSTRACT Performance management methods are receiving increased attention as organizat

3、ions seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied models do not take full advantage of

4、existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top- down process. Several relevant theories of motivation are examine

5、d to illustrate gaps between theory and practice and to provide a basis for looking at performance management from the performer’s perspective. Resulting implications for the human resource development (HRD) field are di

6、scussed.KEY WORDS: Performance management, performance appraisal, motivation, self-managementIn recent years, challenging economic conditions have stressed organizations, some to the breaking point. Rather than waiting f

7、or external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains. Consequently, the concept of performance management is receivin

8、g increased attention as a route to improved results (Boxall and Purcell, 2003). At the same time, regrettably, lingering concerns over the effectiveness (Coens and Jenkins, 2000) and dissatisfaction (Bernardin et al., 1

9、998) have not been resolved.Theoretical QuestionsPerformance management is a topic of interest to human resource development (HRD) professionals, especially those engaged in helping organizations rethink and redesign

10、their performance 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

11、are raised 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 theoretic

12、al research 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 potent

13、ial for 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 ma

14、nagement, 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.

15、Grote, 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. These trends combine to call for the reth

16、inking of performance management. They explain why research suggests the start of a shift of responsibility for employee motivation from the manager to the employee (Kanfer and Heggestad, 1997). As Anne Saunier of the bu

17、siness magazine Fast Company put it, ‘Ultimately, managers aren’t responsible for their people’s performance. People are responsible for their own performance. There’s feedback all around you – if you pay attention. If y

18、ou’re not getting enough feedback, ask for it’ (cited in Coens and Jenkins, 2000, p. 115). If effective performance management is not occurring in organizations due to changing workplace circumstances and pressure on man

19、agerial roles, while at the same time growing numbers of employees are interested in taking charge of their own performance, then significant opportunity exists for the HRD profession to progressively and confidently adv

20、ance the practice of performance management.Performance ManagementTraditionally, the term performance management has been defined as management’s systematic application of processes aimed at optimizing human performance

21、in an organization (Warren, 1982). The emphasis on process stands out. Defined this way, performance management carries a somewhat negative connotation when considered from the performer’s perspective – as something done

22、 to people. More progressive definitions bring the communication aspect to the forefront, as in Weiss and Hartle’s (1997): ‘A process for establishing a shared understanding about what is to be achieved, and how it is to

23、 be achieved, and an approach to managing people that increases the probability of achieving success’ (p. 3). While an improvement, this definition continues to represent a top-down orientation.The emphasis on process ca

24、rries through in prevailing performance management models. For example, Rummler and Brache’s (1995) human performance system places the performer at the centre, receiving inputs and resources, carrying out tasks and perf

25、ormance activities, and producing outputs. This basic performance system is enhanced by performance standards to cue behaviours and direct outputs; a performance feedback loop for monitoring activities and outputs; and a

26、 formal performance appraisal step (Gilley et al., 1999).Rummler and Brache’s (1995) itemization of factors that affect their conceptualized performance system pose important questions to management from six domains: (a

27、) is performance specified?, (b) is there adequate task support?, (c) are consequences aligned with targeted performance?, (d) is feedback provided?, (e) do performers have required skills and knowledge?, and (f) do perf

28、ormers have the capacity to perform? Rummler and Brache detail these domains with fifteen additional questions, several of which come very close to looking at performance management from the performer’s perspective. For

29、example, ‘Do performers consider the standards attainable?’ and, ‘Are consequences meaningful from the performer’s viewpoint?’ This is a thoughtful, insightful model, and one that has been widely embraced. However, altho

30、ugh there are indications of underlying theories, they are not made explicit, so users of this model may not fully grasp the connections between the model’s components and desired results. Nor do the questions imbedded i

31、n the model fully represent leading motivational theories from organizational psychology. Why should this concern HRD? Because lack of a reasonable understanding of the theoretical underpinnings of performance management