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Performance appraisal of foreign enterprises

2019-03-12 来源: 51due教员组 类别: Paper范文

下面为大家整理一篇优秀的paper代写范文- Performance appraisal of foreign enterprises,供大家参考学习,这篇论文讨论了国外企业的绩效考核。国外绩效考核有着悠久的历史,绩效指标是从1980年开始就被广泛运用的。而构建成功的绩效考核系统,关键在于认识到这项工作的本质是为了减少评价时因主观性所产生的偏差。随着信息技术的发展,绩效考核与信息技术相融合使得绩效考核实施更加便利、简单化。

Performance appraisal,国外企业绩效考核,essay代写,paper代写,作业代写

With the economic globalization, the gap of "hardware" has narrowed, and the rational development and utilization of "human capital" has become the key for enterprises to win. Human resource management refers to the management policies and plans made by the organization with various management theories and technologies in order to achieve the strategic objectives, as well as the corresponding management practices, which mainly involve human resource planning, training and development, recruitment and allocation, performance management, compensation and welfare management and labor relations management. Performance management is the core of human resource management, which includes performance index system, evaluation operation system and result feedback system. This paper analyzes from the perspective of performance appraisal, elaborates the current situation of performance appraisal research abroad, and puts forward corresponding policy Suggestions, thus providing reference basis for domestic performance appraisal research.

Performance appraisal has a long history in foreign countries. Since the 1930s, western enterprises have made a clear study on assessment indicators. However, it is generally believed that performance indicators have been widely used since 1980. C.e. neier et al. argued that the key to building a successful performance appraisal system is to recognize that the nature of the work is to reduce the bias caused by subjectivity in the evaluation. In order to reduce the uncertainty and fuzziness in performance assessment, Canadian scholars put forward six principles of "certainty, objectivity, possibility, non-pollution, exclusivity and verifiability" as the criteria for selecting assessment indicators from a measurable perspective.

The concept of "performance management" was put forward in the 1970s. In the 1980s, a large number of performance appraisal framework models emerged, which were mainly divided into structural framework and procedural framework. Sink et al. proposed the procedural framework of performance appraisal plan layout stage, which mainly included: preparation, evaluation, review of relevant documents, selection of location, transmission of evaluation information, and encouragement of employees; Lynch et al. proposed a "performance pyramid" and a 10-step process model of "performance indicators, performance planning, job responsibilities, self-commitment, performance monitoring, performance communication, problem management, performance coaching and continuous improvement", and described the actions to be taken in performance assessment. Neely et al. proposed five performance prisms including stakeholder satisfaction, process, strategy, ability and stakeholder contribution. With the help of cross-process and cross-boundary approaches, Yenjyurt raised a framework for performance assessment, and formulated a five-level performance evaluation standard, which includes finance, customer, internal process, innovation and common culture. Malcolm Baldrige put forward the criteria of excellent performance assessment, and divided performance assessment into five categories, including customer, finance and market, human resources, suppliers and partners, and organizational effectiveness.

In the early 1990s, activities such as business process reengineering and total quality management gradually emerged to further promote the changes in the concept and system of performance evaluation, which were mainly manifested as:

Change of assessment objectives: from focusing on financial objectives to improving the overall operating results; Change examination methods: through the management by objectives to the individual, to examine the 360 ° assessment method, etc, the organization USES the key indicators to examine the method and the balanced scorecard method.

In addition, foreign experts have integrated psychological theories into their studies, developed performance management software and performance diagnosis software with personality characteristics and ability tendency as the measurement accuracy, and carried out strict quantitative analysis and design.

In general, performance appraisal presents a new development trend. On the one hand, the study of performance assessment has changed the situation of blindly pursuing the differentiation and objectification of assessment scales in the past, and it has gradually become the focus of researchers to speculate on the accuracy of assessment based on the difference between performance assessment and known performance standards or real scores. Through the analysis of the factors of assessment deviation, more and more attention is paid to the similarity between examiners and examinees in terms of job characteristics, attitude, personality and values, as well as potential factors such as mutual space distance and psychological distance. On the other hand, with the development of information technology, the integration of performance assessment and information technology makes the implementation of performance assessment more convenient and simple.

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