[雙語(yǔ)翻譯]績(jī)效管理外文翻譯--羅馬尼亞的中小企業(yè)是否使用績(jī)效管理？一項(xiàng)實(shí)證研究

1、中文 中文 4750 字， 字，2900 英文單詞， 英文單詞，16900 英文字符 英文字符文獻(xiàn)出處： 文獻(xiàn)出處：Stanciu R D. Do Romanian Small and Medium-sized Enterprises Use Performance Management? An Empirical Study ☆[J]. Procedia - Social and Behavioral Sciences, 2014,

2、124:255-262.Do Romanian small and medium-sized enterprises use performance management? An empirical studyRadu D. StanciuAbstractSmall and medium-sized enterprises (SMEs) represent a source of entrepreneurial skills, inno

3、vation, and new jobs creation. Despite the recognition of the importance of human factor in obtaining performances as the organizational level (especially during crises) relatively few managers from SMEs pay attention to

4、 implementation and utilization of a performance management system. This paper aims to evaluate the level the Romanian small and medium-sized enterprises use performance management tools and techniques in their activitie

5、s.Keywords: small and medium-sized enterprises, performance management1.Introduction1.1. The importance of small and medium-sized enterprises and there human resources for any economyThe small and medium-sized enterprise

6、s (SMEs) represent an important component of the economic activities. After a modest start at the beginning of the 90s, their number significantly increased both from a statistical point of view and from the diversity of

7、 their activity.The SMEs represent an important source for job (approximately two thirds of the new created jobs).The labor climate allows successful experimentation of different systems, methods, and techniques took fro

8、m the management theory. This kind of companies offers the favorable framework not only for applying the scientific management but also to conceive new management methods and procedures. Therefore, the SME activities, s

9、olving different concrete problems they are facing with in different moments of their economic evolution enrich the management tools and, by default increase the organizational efficiency.Relatively recent studies (Europ

10、ean Commission, 2009) indicate that approximately 91% of the European SMEs are in fact micro enterprises (with one to nine employees). Trying to re-balance the situation, the European Commission placed SMEs in the centre

11、 of its industrial policy, consciously that, in order to have a significant impact on the European economy, they must increase their size (increase the number of employees, diversify their products, their markets, increa

12、se their incomes).In this context, no company can deny the importance of each employee’s performance for the long-term success of a business. That performance is no longer a result of loyalty or workplace security but of

13、 individual objectives.Finally, the success of a company means to obtain the assent of everybody on the objectives and to fulfill them. This is not an easy task given the large variety of the jobs in an organization In t

14、heir book from 1998, the expert in human resource management, Michael Armstrong and his co-worker, Angela Baron from Croydon College defined performance management as “a process which contributes to the effective managem

15、ent of individuals and teams in order to achieve high levels of organizational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people, whic

16、h will ensure that it is achieved. …A strategy that relates to every activity of the organization set in the context of its human resource policies, culture, style, and communications systems. The nature of the strategy

17、depends on the organizational context and can vary from organization to organization” (Armstrong & Baron, 2009).In other words performance management must be efficient (be sure that employees have the necessary compe

18、tences for performance), integrated (assure the connections between different aspects of business, human resource management, individuals, and teams), and strategic (refer to long term objectives.This process helps the e

19、mployees to understand the way they may contribute to the achievement of the organizational strategic objectives and ensure the use of the most appropriate competences for activities useful to the organization, that have

20、 an important impact on its performance.It is a useful tool for line managers by helping them to lead their subordinates in an efficient manner strongly linked to the organizational objectives. Through it, managers assur

21、e that:● Know and understand the expectations● Have the support of the organization in developing the capacity to meet the expectations● Receive feedback regarding their achievements, and● Have the opportunity to discuss

22、 and contribute to individual and group objectives setting.Therefore, the process must be clear and concise, understandable for all those involved. Both, managers and employees must understand not only the way to impleme

23、nt the performance management systems but also what will be the expected results of its implementation. It has to align the activities and objectives of every employee with those at the organizational level. Furthermore,

24、 the activities and objectives of all the employees, no matter his or her position within the organization, must be lined-up to the organization’s objectives.Finally, it allows everyone to understand the way the results

25、will be used and the advantages generated for employees and the organization itself.Correctly used performance management is a powerful tool for focusing activities and efforts that will lead to an increasing of the busi

26、ness performance. Misunderstanding the mechanism or an improper usage of it may lead to a poor involvement of the employees, appearance of unproductive activities, and a wrong rewards management.2. An empirical study reg

27、arding the usage of performance management in Romanian SMEsThe development of such a study was hard to do because, based on author’s knowledge, there are no precedents regarding the performance management strictly within

28、 SMEs, in Romania or abroad. Therefore, we developed a questionnaire for identifying the main aspects of performance management PM in the Romanian SMEs, starting from two previous studies carried on by Chartered Institut