某企业绩效管理问题研究(外文翻译)

本科毕业论文 设计 外文翻译 题 目 某企业绩效管理问题研究 学 院 商学院 专 业 人力资源管理 班 级 人力 101 学 号 201052115115 学生姓名 田倩倩 指导教师 蒋懿 外文题目 Can Performance Management Foster Intelligent Behavior 外文出处 People information used in their process is not fresh which is clear as you wait in front of that red light The roundabout is a very different alternative Those managing are the drivers themselves The information used is real time coming from own observations While that information is also available in front of the traffic light drivers do not have the authority to act on it By the way the zipper or every second car through is not a rule but a guiding principle The roundabout normally is more efficient than the traffic light because of two significant differences in the decision making process information and authority A third element is also required for the roundabout to be more efficient while the traffic light is a simple rules based system the roundabout is values based A value set based on Me first I don t care about the rest is not a big a problem in front of the red light but is a serious problem in a roundabout Here a positive common purpose 2 of wanting a safe and good flow is critical Drivers must be more considerate open about own intentions while trying to understand the intentions of peers Instead of managing performance traffic authorities have created conditions for self managed performance to occur What would the implications be for the loathed performance review The principles and practices described at Return Path are sensible and interesting I like the concept of horizontal commitments toward peers instead of vertical commitments to higher management At the same time we need to broaden our definition of performance In traditional performance a commitment is too often about hitting the number This is too narrow We need to ask questions such as how are we doing compared to peers How are we using KPIs to reflect on performance or using hindsight and management assessment to verify results Did we really move toward our longer term ambitions How sustainable are the results Last but not least there has to be room for values if performance systems are to foster intelligent behavior we need to ask how where those results achieved At Statoil our integrated performance management approach links ambitions to actions Our targets reflect a broad set of ambitions including people health safety environment operations and financial performance Read more about our management model and how we apply a holistic and values based approach to this broader performance agenda The words of Dee Hock former GEO of Visa should guide the design of our management processes including our performance reviews Simple clear purpose and principles give rise to complex intelligent behavior Complex rules and regulations give rise to simple stupid behavior While researching my book Talent Economics I interviewed employees about what really motivates today s workforce I discovered a disconnect between the performance support my interviewees wanted versus how managers recounted their contribution to these conversations Over the last 20 years the employee mindset has evolved faster than has the art and science of management Nowhere is this starker than in the area of performance 3 management practices particularly the annual review In both the developed and developing world employees report that this end of year activity breeds stress anxiety and mistrust How ironic that a process aimed at improving organizational performance is itself underperforming It s time to reboot our performance management operating system installing two specific system updates l The Democracy update As much as we try to make the performance appraisal a two way dialogue we cannot run away from the fact that at its core the conversation today is often a top down review My research shows that many 21st century employees are rejecting conversations that are one way in hot job markets today managers must realize who is appraising whom With other offers readily available many employees enter a performance dialogue privately considering if their manager is worth another year of their career The performance management conversation now reflects a company s Employee Value Proposition much as we learn in the lead Perspective The Democracy update means that managers only gain the right to give feedback when they first genuinely seek the same on their own performance as leaders Not just through 360 degree reviews but also through authentic conversations asking How am I performing as your manager and How can I help you succeed Only then can the conversation shift to How you can improve and This is what you should focus on 2 The Success module Greater employee autonomy and empowerment also changes the meaning of management We have gone from a supervisor of task and outcomes to an enabler of performance innovative thinking and collective success To make this shift we must give up the judge s robes for the coach s uniform If employees don t succeed managers are on the hook too This is particularly relevant when coaching a team to success People bring different skills to a team and how well they work together really matters If team reviews work better to achieve a goal so be it The Return Path story illustrates how review processes can be designed and executed around what matters most and where 4 everyone dons the uniforms of player and coach What if instead of making the heart of a performance conversation the evaluation it became a vehicle to improve success of the individual the team and the business What if performance feedback was paired with dialogue about transforming the business the product or customer experience This genuinely reboots and upgrades performance management to focus on individual and organizational success It is indeed time to upgrade performance management practices we can no longer manage a 21st century employee using 20th century mindsets People Strategy 2013 Vol 36 Issue 2 p12 13 2p 5 译文一 译文一 绩效管理能促进自我管理行为吗绩效管理能促进自我管理行为吗 Bjarte Bogsnes 世界随着时间的推移而变化莫测 连那些与时变化而不可预测的通道也随 之改变 与此同时组织人员的能力和期望也顺应时代潮流 不可想象的是 那 些关于基于新的与众不同的领导和管理的方式的开发 似乎很少被人们理解或 接受 传统的管理方法已经无法满足当前所要求的灵活管理的组织 就像如 绩效管理 的一些标语所揭示的 如果我不进行管理 就不会有绩 效的存在 我们需要一个新的理念 来表述那种创造更多优秀绩效的产生却 很少涉及绩效管理的新思路 同时需要一种自我调节的模型 即每一个人员在 被管理的时候 要求尽量少的管理行为和尽量多的领导关系 思考下那些我们经常关注的良好安全的交通流通问题 引起交通事故发生 的原因有很多 虽然交通指示灯很管用 但却不被列入交通事故管理程序 即 程序管理 中 就像当你在十字路口等待红绿灯时 看到它作为交通管理 会 觉得没有什么好在意的 车行绕道是一个与众不同的驾驶选择 这由司机自己通常驾驶方式所决定 也就是说使用实时的信息 来自于自己日常观察所累积的经验 当过十字路口的 时候 有些行驶的方式是被禁止的 顺便说一下 三叉路口 或 每秒钟汽车 通行量 所表示的并不是一个规则 而是一种通行指导 一般车行绕道通常都比常规过红绿灯更有效率 这是因为两种行使方式的 差别在于决策 信息和权威的行使过程 必要而有效的车行绕道的第三个影响 因素 当交通灯是基于一个简单的规则的系统 则车行绕道通行是一种基于价值 选择的方式 一个基于设置 第一 我不在乎休息 的价值观 尽管过红灯前 不是大的问题 但相对于绕道通行就是一个严肃的问题 在这里 对于想要有 一个安全良好的车辆流通 有一个积极共同的目标是至关重要的 当试图了解 同行的规则时候 司机必须发散思想并考虑更多 车行流通的例子为自我管理 的绩效方式进行了深入解说 贬低了管理绩效的实用性能 影响绩效考核结果很差的因素是什么 返回上面的思考可以知道 熟悉规 则和进行实践是非常重要的 6 我喜欢向同级人员进行平行工作上的交流 而不喜欢向高级管理进行垂直 工作上的交流 与此同时 我们需要深入理解绩效的定义 在传统的绩效中 承 诺就像一个固定形式 如 设定这个数字 那是一种狭隘的思维想法设定 值 得考虑的是 例如我们如何在同级人员之间进行比较 我们如何使用关键业绩 指标 KPI 去反映绩效 或者先预测和管理评估去验证绩效结果 我们正走向 我们长期追求的目标吗 如何维持良好绩效结果 最后值得一提 绩效系统能 促进自我管理空间价值的行为 我们需自问 从哪里获得此成果 挪威国家石油公司采取综合绩效管理方法与追求的目标相联系 我们当前 的目标与未来目标相联系 包括人 健康 安全 环境 运营和财务表现 通过 开放的绩效议程了解更多关于我们的管理模式 以及我们如何整体应用以价值 为基础的方法 前任签证局的 CEO Dee Hock 曾说过这句话 言简意赅的目标和原则产生 复杂的自我管理行为 而复杂规则和法规则产生简单而愚蠢的行为 这告诉我 们如何更好设计管理和绩效考核 当探讨我所著的书 人才经济学 我采访了当时正受正激励的员工 我发现那些支持我的观点的受访者 他们希望从我采访他们的对话中讲诉他们 的贡献 而我却与之相背离 在过去的 20 年里 员工的心态变化速度超过过去管理方法的范围 尤其是 年度审查 这明显不是绩效管理实践领域 在发达国家和发展中国家的员工报 告中 这种年终活动充满压力 焦虑和不信任 有讽刺意味的是 这一过程旨在 改善组织绩效 其本身实行效果并不佳 是时候 重启 我们的绩效管理操作系统 安装更新两个特定系统 1 民主 的更新 当今对话方式通常是一个自上而下的评估方式 但我 们不可能逃避绩效考核的核心事实 应该尽量使绩效考核保持双向评估状态 在我的研究表明中 21 世纪的员工大多数拒绝单向的对话 在火热的就业市场 中 管理者们必须意识到 评价者是谁 此外 应与其他可提供的事实相比较 如员工认为他们的管理者是直接关系到他们下一年的职业生涯 那么他们更愿 意进入私人绩效对话交谈中 目前绩效管理的沟通对话方式从某方面也反映了 一个公司的员工价值主张 就像我们以领导的视角去学习一样 7 民主的更新意味着 当员工们第一次真诚寻求与同自己的表现一样领导者 交流的时候 此时管理者才能获得正确的反馈信息 不仅只是通过 360 度去评 价 同时也要通过真实的对话进行询问 作为你们的管理者 我该怎么做 此外可以把话题意思转换为 你怎么改进 和 这就是你应该所注重的 2 成就模型 更多给予员工自主管理范围和权力下方的管理方式也改变了 管理原来意义 我们从 任务和成果的监控 到一个 动力绩效 创新思维和 集体的成就 的转变 可以认识到其意义 通过这种认识 我们必须放弃一般 上级管理者的架势 如果员工不能做成功 那么管理者的价值也将受贬低 引导一个团队绩效工作成功 将带来一个特别重大的意义 一个团队人员 带来各自不同的技能 他们将相互学习 把好的工作行为渗透到工作中 如果 团队评估工作的成果能达到任务的目标 那就随他去吧 返回上面的故事再说 明下 评估过程根据最佳绩效成果和同等角色做同等事物的比较 来进行设计 和执行 假设认为绩效评价的核心理念是一个提高个人 团队和业务成功的工具 它将是怎么样的 如果绩效反馈与有关业务的转变 产品或客户体验相关联 它又是怎样的 专注于个人和组织的成功就是真正的重新启动和升级绩效管理 绩效管理实践需及时更新 我们不应该以 20 世纪管理思想去管理 21 世纪 员工 People Strategy 2013 Vol 36 Issue 2 p12 13 2p 本科毕业论文 设计 外文翻译 题 目 某企业绩效管理问题研究 学 院 商学院 专 业 人力资源管理 班 级 人力 101 学 号 201052115115 学生姓名 田倩倩 指导教师 蒋懿 外文题目 Performance Management Reconciling Competing Priorities 外文出处 People Strategy 外文作者 Ziskin Ian 1 原文二原文二 Performance Management Reconciling Competing Priorities Ian Ziskin Four HR thought leaders from academia John Boudreau of the USC Center for Effective Organizations Chris Collins of the Cornell Center for Advanced HR Studies Pat Wright of the Moore College of Business at the University of South Carolina and Dave Ulrich of University of Michigan and the RBL Group engaged in discussions on Performance Management with Ian Ziskin President EXec EXcel Group LLC and Board member HR People Strategy Ian asked John Chris Pat and Dave to share their perspectives on topics including What Performance Management is What makes the biggest difference to effective vs ineffective Performance Management What the biggest sources of debate and disagreement have been regarding Performance Management over the years and whether we have made any progress in resolving these issues If they were going to fix or kill anything about Performance Management what it would be and why What big implications there are for future required changes to Performance Management in light of future work workforce and workplace trends Ziskin There is a lot of talk in organizations about whether Performance Management is working effectively or ever has What do you think Performance Management is Collins This may be the question of the year Performance Management has become everything and therefore nothing It serves so many purposes compensation feedback talent development succession etc that it may not serve any purpose very well Boudreau It s an ongoing relationship to balance the need to evaluate people with the need to develop them It s not about bromides forms scores tools or systems 2 Wright Performance Management is about aligning behavior in a way that increases organizational effectiveness Ulrich I think we need to look at Performance Management from three levels cultural systems and personal At the cultural level it s about whether the organization judges people based on meritocracy results hierarchy power or relationships connections At the systems level it s about determining whether people meet or miss objectives At the personal level it s about assessing the individual s dedication to deliver both financial and social results Ziskin Given your point of view about Performance Management what makes the biggest difference to whether it is effective vs ineffective Collins It starts with having a culture of openness honesty and real feedback and then holding people accountable This process begins and ends with good leaders and all of our money should be invested in developing leaders to lead rather than spending money on new Performance Management systems and tools Boudreau Effectiveness rests in the skills and motivations of the people involved not in the Performance Management system itself It is particularly important to create a shared framework and priorities between managers and their employees Ulrich The four generic steps of Performance Management have remained relatively stable over time set standards assess against those standards allocate consequences and provide feedback Improvements in the effectiveness of Performance Management have come from enabling external stakeholders to provide input on standards and performance making the performance discussion more about the future than the past using technology to simplify the process tailoring the consequences to better reflect individual employee contributions and value and accommodating both team as well as individual feedback Wright Bad tools bad evaluations bad feedback and bad links to reward systems lead to bad Performance Management Ziskin If you look back over the years of debate about Performance Management what one or two things stand out in your mind as the biggest sources of 3 debate and disagreement Boudreau The biggest debate has been about what are we trying to achieve It s always been about development of people vs evaluation of their performance and whether these two different priorities can be reconciled Collins Do you separate performance feedback from compensation and how do you do both We also need to learn to separate the discussion about current performance from the future future roles and future performance requirements Wright The debate continues over simplifying tools vs customizing unique tools to specific jobs roles situations and individuals Ulrich There are a number of old debates and some new debates The old debates include Performance Management should be used for discussing financial results or development potential yes to both whether we should measure results as well as behavior yes to both whether managers should be accountable to do performance reviews yes and who should own Performance Management the line or HR the line owns it HR is the architect Ziskin Have we made any progress in resolving the debate over these issues Boudreau We have made progress in something such as the growing recognition that effective Performance Management is much less about forms and much more about relationships Collins I am gravely disappointed in the progress we ve made in the past 20 years especially in accommodating new ways of working such as more distributed virtual work We also have not made enough progress in accounting for team performance instead of just individual performance Wright We are making progress in linking results behaviors and rewards I d say we are beginning to achieve best principles in Performance Management but we have not yet achieved best practices Ulrich The following new debates are more interesting to me than the old debates I mentioned above and even though we are beginning to make some progress we need much more how we simplify the process how we have meaningful personal conversations between leaders and employees and how we build a performance 4 culture where meritocracy is expected Ziskin In light of the Performance Management debates and related mixed progress we have discussed if you were going to fix or kill one thing related to Performance Management what it would it by and why Collins I would fix Performance Management by investing in better leaders giving better feedback rather than trying to fix Performance Management by investing in better tools Boudreau I would kill the debate about Performance Management forms tools and technology enhancements and instead put more than 80 percent of our resources into teaching and developing leaders and employees to get the most out of the performance feedback discussion Ulrich I would kill Performance Management complexity and simplify the process Sometimes the process becomes the end itself and there is means end inversion Wright I would kill the parochialism that comes from my way my tool and my process There is a lot to be learned from how others are doing Performance Management Ziskin When you consider the future of work the workplace and the workforce and how all these things are changing and affecting business performance what one or two big implications are there for required changes to Performance Management in the future Ulrich The biggest implications for the future I see are simplification of the Performance Management process and more outside in perspective whereby Performance Management is more connected to input from external stakeholders Wright We will see a greater emphasis on evaluating results the end product rather than behavior because global dispersion of work will make it much more difficult to directly observe behavior Boudreau As a result of increasingly virtual remote temporary and independent work performance assessment can no longer only be done by leaders it will also be done by others including peers and employees themselves Performance 5 Management will no longer be the province of leaders Collins Performance Management is going in the direction of more frequent more transparent more virtual more raters and more team based Ziskin Based on insights from our academic experts as well as from my own experience if you are working to reconcile the competing priorities associated with Performance Management think about the following guidelines Simplify and de emphasize forms and process in favor of improving the quality of relationships and conversation between leaders and employees Accommodate trends toward more virtual and flexible work and changing demographics thorough Performance Management approaches that emphasize transparency frequency and input from a broader range of internal and external constituents Move from a relatively narrow focus on Performance Management to a broader emphasis on Performance Culture People Strategy 2013 Vol 36 Issue 2 p24 25 2p 6 译文二译文二 绩效管理 协调竞争的优先事项绩效管理 协调竞争的优先事项 Ian Ziskin 来自学术界的四位 HR 思想领袖 在南加州大学中心所研究有效组织的 John Boudreau 在康奈尔大学高级人力资源研究中心工作的 Chris Collins 在南卡罗来纳大学摩尔商学院的 Pat Wright 以及在密歇根大学和 RBL 集团工作 的 Dave Ulrich 与 Ian 总裁 掌管 Excel 集团有限责任公司 董事会成员 HR 人员和策略 从事绩效管理事务 Ian 就以下几个问题向他们提问 并让他 们互相分享观点 绩效管理是什么 如何最大的区别有效的和无效的绩效管理 在过去的几年里 关于产生绩效管理的争论和分歧的最大原因是什么 我们在解决这些问题上是否取得进展 如果就绩效管理的事务来整顿或改变管理 那该怎么做 为什么 在未来的工作 劳动力和工作场所的情形中 什么是影响未来的绩效管 理需求变化 Ziskin 有很多关于绩效管理的工作有效性或曾经的工作的讨论 你们 认为绩效管理是什么 Collins 这可能是当前所面临的问题 绩效管理似乎成为关乎一切的工 作又像是一个独立的工作 它与很多的目标有联系 如补偿 反馈 人才发展 继承等 然而却不能周全 Boudreau 它是一种持续的平衡评估人员需求和开发人员需求的联系 它不是简单的固定架构 形式 数据 工具或系统 Wright 绩效管理是关于提高组织绩效的调整行为 Ulrich 我觉得我们需要从三个层次看待绩效管理 文化 系统和个人 在文化层面 关于是否基于组织的精英