毕业论文外文翻译-绩效管理:协调竞争的优先事项.doc
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1、 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 指导教师 外文题目 Performance Management: Reconciling Competing Priorities外文出处 People & Strategy 外文作者 Ziskin, Ian 原文二 :Performance Management: Reconciling Competing PrioritiesIan Ziskin Four HR thought leaders from academia Jo
2、hn 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 M
3、anagement 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 Managemen
4、t? 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
5、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
6、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: Its an ongoing relationship to balance the need to evalu
7、ate people with the need to develop them. Its not about bromides, forms, scores, tools or systems. 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, sy
8、stems and personal. At the cultural level, its about whether the organization judges people based on meritocracy (results), hierarchy (power) or relationships (connections). At the systems level, its about determining whether people meet or miss objectives. At the personal level, its about assessing
9、 the individuals 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 t
10、hen 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
11、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
12、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 technolog
13、y 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
14、: 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 debate and disagreement?Boudreau: The biggest debate has been about what are we trying to achieve? Its always been about development of people vs. evaluat
15、ion 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 performa
16、nce 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 financi
17、al 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: Ha
18、ve 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 weve m
19、ade 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.
20、 Id 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:
21、how we simplify the process, how we have meaningful personal conversations between leaders and employees and how we build a performance 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
22、 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
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