令人担忧的绩效评价研究外文翻译.docVIP

本科毕业论文（设计） 外 文 翻 译 题 目 基于企业文化的某企业绩效管理研究 学 院 商学院 专 业 人力资源管理 班 级 学 号 学生姓名 指导教师 外文题目 An Uneasy Look at Performance Appraisal 外文出处 Harvard Business Review 外文作者 McGregor, Douglas 原文： An Uneasy Look at Performance Appraisal Performance appraisal within management ranks has become standard practice in many companies during the past twenty years, and is currently being adopted by many others, often as an important feature of management development programs. The more the method is used, the more uneasy I grow over the unstated assumptions which lie behind it. Moreover, with some searching, I find that a number of people both in education and in industry share my misgivings. This article, therefore, has two purposes: To examine the conventional performance appraisal plan which requires the manager to pass judgment on the personal worth of subordinates. To describe an alternative which places on the subordinate the primary responsibility for establishing performance goals and appraising progress toward them. Current Programs Formal performance appraisal plans are designed to meet three needs, one for the organization and two for the individual: (1) They provide systematic judgments to back up salary increases, promotions, transfers, and sometimes demotions or terminations. (2) They are a means of telling a subordinate how he is doing, and suggesting needed changes in his behavior, attitudes, skills, or job knowledge; they let him know where he stands with the boss. (3) They also are being increasingly Used as a basis for the coaching and counseling of the individual by the superior. Problem of Resistance Personnel administrators a