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时间:2021-10-09 08:00 来源: Essay代写

摘要:绩效考核的过程中还提供了他们所需的技能的理解特定的工作分配给他们,即工作的基本要求和期望的组织。......

Business Essay:公司绩效考核系统的使用
Firms Usage Of Performance Appraisal Systems 


每一个组织都有一些目标和实现这些目标组织雇佣那些可以执行按照他们的标准,使组织实现其使命和愿景。因此性能是实现组织目标的关键。但要记录和分析性能,组织需要遵循一个特定的进程被称为“绩效考核”。组织的重要方面不仅仅是招聘优秀的员工也来留住他们。良好的工作环境、晋升、职业发展、奖励和承认的回报他们的良好的性能将自动保留员工的组织。很重要对一个组织进行不同的活动,使员工感到组织动力,给他们最好的。提高员工的士气和性能导致更好的生产力,组织应当承担绩效考核系统。

“绩效评估系统是正式的规划和评估员工的表现方法涉及员工的面试。”(战略和人力资源管理,里Peter Boxall和约翰·珀塞尔,帕尔格雷夫麦克米伦)

绩效管理是一个组织的联系,个人和部门的目标在一起。它执行许多功能像决定激励和奖励员工的基础上性能和建立良好的员工和组织之间的关系。绩效考核是绩效管理的一部分。绩效评估的另一个目标是鼓励员工开放的沟通,这样他们就可以直接与对方沟通和管理。它有助于提供反馈和识别的性能。它还可以帮助确定需要培训的员工发展自己的技能和工作环境。

Every organisation has some goals and to achieve those goals organisation hire people who can perform as per their standards to enable the organisation achieve its mission and vision. So performance is the key to achieve organisational goals. But to keep records and to analyse the performance, organisation needs to follow a specific processes which is known as "Performance Appraisal". The important aspect for an organisation is not just to recruit good employees but also to retain them. Good working environment, promotions, career growth, rewards and recognition in return of their good performance will automatically retain the employees with the organisation. It is essential for an organisation to undertake different activities so that their employees feel motivated and give their best to the organisation. To increase employees' morale and performance resulting in better productivity, organisations should undertake performance appraisal system.

"Performance appraisal systems are formal methods of planning and evaluating employee's performance which involve employee interviewing."(Strategy and human resource management, Peter Boxall and John Purcell, Palgrave Macmillan)

Performance management is one, which links organisations, individual and departmental goals together. It perform many functions like deciding upon incentives and rewards to the employees on the basis of their performance and establishing good relations between the employees and the organisation. Performance appraisal is a part of performance management. Another objective of performance appraisal is to encourage the employees for open communication so that they can directly communicate with the each other and the management. It helps in providing feedback and recognition for their performance. The process of Performance appraisal also provides them the understanding of the skills required for the particular job which is assigned to them, i.e. the basic requirements for the job and expectations of the organisation. It also helps in determining the need of training for the employees for developing their skills and working environment. Performance appraisal identifies the problem areas for improvement, providing adequate solutions for the same and also set goals to be achieved in the coming year. (employees manual pdf save)

Performance appraisal can be done with the help of formal meetings between manager and employee. In that meeting manager shares feedback, set their goals for the coming year and decide how to achieve them by meeting deadlines. There are more methods of measuring the performance of the employees which will serves as a basis for the rewards, recognitions, benefits and also the pay hikes. Then there are radical critique and orthodox critique of performance appraisal and we will focus on the implications of these critiques on the design of performance appraisal system.

" The performance appraisal is often the central pillar of performance management and a performance management survey carried out in 2004 found that 65 per cent of organisations used individual annual appraisal, 27 per cent used twice-yearly appraisals and 10 percent used rolling appraisals". (cipd.co.uk)

Reasons to conduct performance appraisal:

According to the work place employee relationship survey(WERS), it was noted that formal performance appraisal were conducted in 79 percent of workplaces, with appraisal being slightly common in public sector (83percent)than the private sector (77 percent). Armstrong and baron (2004) survey showed that 87 percent of the respondents operated a formal performance management process, 65 percent were planning to introduce this system over next two years.

本文标签: 公司绩效

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