Essay格式范文：Performance Appraisal Systems Analysis
Essay格式范文-绩效评估系统分析。本文是一篇由本站代写服务提供的essay格式范文，主要内容是讲述绩效评估对组织来说并不是一个新的系统，大多数组织都使用此绩效评估来评估其员工，但在过去很多人觉得绩效并没有那么高效，而且很不适应舒适，并提出了一个问题为什么这种绩效不那么高效和舒适，为什么要使用这种评估呢？下面就一起来看一下这篇留学生essay格式范文。
The performance appraisal is not a new system to the organisations it can be traced back to thousands of years. All most all organisations use this performance appraisal to evaluate their employees and the organisations use this performance appraisal whether formally or informally to evaluate their employees. In the past most of the people would consider performance appraisal as not so productive and not so comfortable. Then the question raised that why do many organisations use this performance appraisal when they consider this as not so productive or comfortable? The main aim in implementing this performance appraisal by many organisations is that it is linked to many organisational decisions such as pay, promotion, reward, transfer, termination etc.
绩效评估对组织来说并不是一个新的系统，它可以追溯到数千年前。大多数组织都使用此绩效评估来评估其员工，而组织则使用此绩效考核来正式或非正式地评估其员工。在过去，大多数人会认为绩效评估不那么高效，也不那么舒适。然后提出了一个问题，为什么许多组织认为这种绩效评估不那么高效或舒适，却使用这种评估？许多组织实施这种绩效评估的主要目的是，它与许多组织决策有关，如薪酬、晋升、奖励、调动、解雇等。
All most all organisations use this performance appraisal to evaluate their employees and different organisation use different tools to evaluate their employees. These evaluations are done by the organisation to achieve their organisational goals and to implement their strategy effectively. With the help of performance appraisal we can easily come to know whether the individual's performance is met with the employer's expectations and to identify weaknesses and any training if required. "The performance appraisal is defined as the managerial activity: 'the provision of data designed to ensure that resources are used efficiently in accomplishing organisational objectives'" (Armstrong & Baron, 2000).
大多数组织都使用这种绩效评估来评估员工，不同的组织使用不同的工具来评估员工。这些评估由组织进行，以实现其组织目标并有效实施其战略。在绩效评估的帮助下，我们可以很容易地了解个人的绩效是否符合雇主的期望，并确定弱点和任何必要的培训。“绩效评估被定义为管理活动：‘提供旨在确保资源有效用于实现组织目标的数据’”（Armstrong&Baron，2000）。
1.1 Formal and informal performance appraisal 1.1正式和非正式考绩
For long time organisation survived quite well without formal appraisal system. Then the question arises that why do we need a formal performance appraisal system? As the organisation evolve into a large organisation with professional management system came into practise a more formal performance appraisal system came into existence to meet the needs of administrative decision making. Regardless of the system in place whether it is formal or informal system, decisions should be made about who receives promotion, who is terminated and who is transferred.
长期以来，该组织在没有正式评估体系的情况下生存得很好。那么问题来了，为什么我们需要一个正式的绩效评估系统？随着组织发展成为一个具有专业管理体系的大型组织，一个更正式的绩效评估体系应运而生，以满足行政决策的需要。无论是正式的还是非正式的制度，都应该决定谁得到晋升，谁被解雇，谁被调动。
Lot of practitioners has expressed their doubt on how the informal appraisal is fair enough to conduct it on a day to day basis as an integral part of the job by the management and supervision. A good manager will regularly monitor the staff and evaluate their performance and points out their mistakes to correct them and encourages and motivates them to perform better in their job. If you continue the formal appraisal on a regular basis like the informal once is time consuming.
许多从业者对非正式评估是否足够公平表示怀疑，以将其作为管理和监督工作的一个组成部分进行日常评估。一个好的经理会定期监督员工，评估他们的表现，指出他们的错误以纠正他们，并鼓励和激励他们在工作中表现得更好。如果你像非正式的那样定期继续进行正式的评估，那就很耗时了。
These decisions are to be assisted by a process that monitors and evaluates an employee's progress and allows the comparisons of the individual performance of the employees within the organisation. Thus we can say that formal system has simple replaced informal system. Many practitioners say that the formal appraisal systems continue to depend primarily upon human information processing and judgment-imperfect processes, at best (Boice & Kleiner, 1997).
这些决策将得到一个过程的帮助，该过程监测和评估员工的进展，并允许对组织内员工的个人表现进行比较。由此可见，正式制度已经简单地取代了非正式制度。许多从业者表示，正式的评估系统仍然主要依赖于人类信息处理和判断——充其量是不完美的过程（Boice&Kleiner，1997）。
"There are many advantages to using a formal system if performance appraisals are designed used properly" (Murphy and Cleveland, 1995). Many organisational decisions such as reward allocation, promotions or demotions, layoffs or recalls and transfers are facilitated much on performance appraisal. This helps in assisting manager in developing employees and it also assist individual employee's decisions regarding career choices and the subsequent direction of individual time and effort. Additionally by conducting frequent performance appraisal may increase employee commitment and satisfaction, due to improvements in organisational communication.
“如果绩效评估的设计和使用得当，那么使用正式的系统有很多好处”（Murphy和Cleveland，1995）。许多组织决策，如奖励分配、晋升或降级、裁员或召回和调动，在很大程度上取决于绩效评估。这有助于帮助经理培养员工，也有助于员工个人在职业选择和个人时间和精力的后续方向方面做出决定。此外，由于组织沟通的改善，通过频繁进行绩效评估可以提高员工的承诺和满意度。
"A properly administered performance appraisal system may be an asset to an organisation. However, if the tools and goals of the performance appraisal process are incongruent with organisational goals, the resulting performance appraisal system may, in fact, be a detriment to effective organisational functioning" (Barrett, 1967). It is difficult task to develop a perfect appraisal system that accurately reflects employee performance appraisal. "Performance appraisal systems are not generic or easily passed from one company to another; their design and administration must be tailor-made to match employee and organizational characteristics and qualities" (Henderson, 1984, p. 54). According to law employee have the right to know how their performance is measured. If the performance appraisal is not conducted then the employer may not know the mistakes done by the employee and the good working habits are ignored. The employer has the right to evaluate the performance of the employee according to law. The employer may convey to the employee if they feel his performance is not up to their criteria and they may arrange the require training and if the performance of the employee is satisfactory they can promote to the higher post or transfer them to another department. If this is carried out effectively then we can say that the performance appraisal is fair enough.
“一个管理得当的绩效评估系统可能是一个组织的资产。然而，如果绩效评估过程的工具和目标与组织目标不一致，那么由此产生的绩效评估体系实际上可能会损害组织的有效运作”（Barrett，1967）。建立一个准确反映员工绩效考核的完善的考核体系是一项艰巨的任务。“绩效评估系统不是通用的，也不容易从一家公司传递到另一家公司；它们的设计和管理必须根据员工和组织的特点和素质量身定制”（Henderson，1984，第54页）。根据法律规定，员工有权知道如何衡量他们的绩效。如果不进行绩效评估，雇主可能不知道员工所犯的错误，良好的工作习惯也会被忽视。用人单位有权依法对劳动者的工作表现进行评价。如果雇主认为员工的表现不符合他们的标准，雇主可以向员工传达，他们可以安排所需的培训，如果员工的表现令人满意，他们可以晋升到更高的职位或将其调到另一个部门。如果这一点得到有效实施，那么我们可以说绩效评估是足够公平的。
Some believe that individual performance appraisals will interfere with the team work by over stressing the individual on the performance appraisal in a team. If the performance appraisal is not carried out effectively there will be a confusion in which aspect of the job is most important and which is least important this is due to the direct linkage between the employee behaviour and the organisational rewards. "Finally due to the differing (and often conflicting) needs of stakeholders (the organisation, appraiser, and employee); the process itself is often a source of unmet expectations for all concerned" (Murphy and Cleveland, 1995).
一些人认为，个人绩效评估会对团队工作造成干扰，因为在团队绩效评估中过度强调个人。如果没有有效地进行绩效评估，就会混淆工作的哪个方面最重要，哪个方面最不重要——这是由于员工行为和组织奖励之间的直接联系。“最后，由于利益相关者（组织、评估师和员工）的不同（且往往相互冲突）需求；流程本身往往是所有相关人员未满足期望的来源”（Murphy和Cleveland，1995）。
It is important to distinguish between appraiser/rater goals, appraisee/ratee goals, and the organisational goals and their uses in the performance appraisal system. Four types of performance appraisal are described by Cleveland et al. (1989); they are between person, within person, systems maintenance and documentation. Between persons are referred to as the administrative purposes, it consist of recognition of the performance of the individual and in making administrative decisions regarding the salary, retention, promotion, layoffs, termination etc. Feedback on the performance such as the strengths and weaknesses of the individual and identifying if the individual require any training and determining the assignments to the individual and transfers. Organisational goals are achieved with the help of the performance appraisal. Legal requirements need a valid performance appraisal documentation process which can be obtained from the personnel decisions and through the performance appraisal tools. The organisations are trying to meet all the needs and at the same time developing the new tools for performance appraisal. The organisations are unsatisfied with the results; this dissatisfaction motivated the researchers to develop more sophisticated tools in the performance appraisal and is continuously doing that.
区分评估者/评分者目标、被评估者/被评分者目标以及组织目标及其在绩效评估系统中的用途非常重要。Cleveland等人描述了四种类型的绩效评估（1989）；它们是人与人之间、人与人内部、系统维护和文档。人与人之间被称为行政目的，它包括对个人表现的认可，以及在做出有关工资、留用、晋升、裁员、，终止等。对个人表现的反馈，如个人的优势和劣势，确定个人是否需要任何培训，并确定给个人的任务和调动。组织目标是在绩效评估的帮助下实现的。法律要求需要一个有效的考绩文件程序，该程序可以从人事决定和考绩工具中获得。这些组织正在努力满足所有需求，同时开发新的绩效评估工具。组织对结果不满意；这种不满促使研究人员开发更复杂的绩效评估工具，并一直在这样做。
"Performance appraisals were developed when organisations were large and hierarchically organised, when market and organisational environments were relatively stable, when the workforce was homogenous and relatively well qualified, and when long-term employment was the norm" (Murphy and Cleveland, 1995). Internal and external environment are dynamic in today's organisations. Nowadays organisations are becoming highly decentralized and managers to non-managerial employee ration are reducing. The factors like social, political and technical environment in which the organisations exist plays a critical role on the organisation. The work force is heterogeneous and these are not well prepared for complex jobs. The employees who are changing jobs, organisations and even careers are increasing day by day.
“绩效评估是在组织规模大、层次分明、市场和组织环境相对稳定、劳动力同质且相对合格、长期就业成为常态时制定的”（Murphy和Cleveland，1995）。在当今的组织中，内部和外部环境都是动态的。如今，组织正变得高度分散，管理人员与非管理人员的比例正在降低。组织所处的社会、政治和技术环境等因素对组织起着至关重要的作用。劳动力是异质的，他们没有为复杂的工作做好充分的准备。换工作、换组织、甚至换职业的员工日益增多。
Performance appraisal should consider the most important aspects of the work performed in the organisation in each functional area because of the change in job definitions and the job roles in the current market situations. The appraisal should focus mainly on the strengths and the weaknesses of the employee because of the increase in the transfer of the employees. The performance appraisal should be in such a way that it should identify a group of quality workers in the organisation and it should not go for the best person in the organisation. Performance appraisal goals must be more comprehensive that means goals should be beneficial to both the organisation and the individual. For example, instead of helping an organisation make decisions about an employee, performance appraisal should be used to help an employee to make personal decisions about his current performance and provide strategies for future development. Performance evaluation of the employee is done by the managers, supervisors, subordinates, suppliers, self, customers and other relevant sources.
由于当前市场形势下职位定义和职位角色的变化，绩效评估应考虑组织在每个职能领域所做工作的最重要方面。由于员工调动的增加，评估应主要关注员工的长处和短处。绩效评估应确定组织中的一批优秀员工，而不应选择组织中最优秀的人。绩效评估目标必须更加全面，这意味着目标应该对组织和个人都有利。例如，绩效评估不应帮助组织对员工做出决定，而应用于帮助员工对其当前绩效做出个人决定，并为未来发展提供战略。员工的绩效评估由经理、主管、下属、供应商、自身、客户和其他相关来源进行。
In some organisations the performance appraisal is mainly focused on the individual employees. Nowadays more and more organisations are focusing on both individual as well as group performance of the employees. When the organisations are focusing on the group performance appraisal they should make clarification on how they will be appraised, individually and in group. To avoid unfairly feeling in the employee, individual and the team performance evaluation should be given and these will help in administrative decisions. Performance appraisals are to evaluate the set of performance dimensions which are important to the functional unit and these are based on individual contribution and on the group work. Performance appraisal should also include the behavioural activities of the employee in the team and when he works individually. As the organisational demands changes and when the team works on a project, performance appraisal cycles should be conducted on a regular basis. If an employee works anything outside the observation of the supervisor, the supervisor has the limited opportunity to evaluate the employee and the required suggestions to improve on their work. Nowadays most organisations are employing temporary workers, the duration of the temporary workers is relatively short and there is a very less opportunity to socialise and motivate the employees and develop skills in them. Logically the manager who manages the temporary employees spends less time evaluating their performance.
在一些组织中，绩效评估主要集中在员工个人身上。如今，越来越多的组织关注员工的个人表现和团队表现。当组织专注于集体绩效评估时，他们应该澄清如何对其进行单独和集体评估。为了避免员工感到不公平，应该对个人和团队的绩效进行评估，这将有助于行政决策。绩效评估是评估一组对职能部门很重要的绩效维度，这些维度基于个人贡献和团队工作。绩效评估还应包括员工在团队中以及他单独工作时的行为活动。随着组织需求的变化以及团队在项目中的工作，应定期进行绩效评估周期。如果员工的工作超出了主管的观察范围，主管对员工进行评估的机会有限，并提出了改进员工工作的建议。如今，大多数组织都在雇佣临时工，临时工的工作时间相对较短，与员工进行社交、激励员工并培养员工技能的机会非常少。从逻辑上讲，管理临时员工的经理花在评估他们表现上的时间更少。
1.2 History of performance appraisal 1.2绩效考核历史
There are many examples in the bible that related to performance measurement of the individuals although it is not called as the performance appraisal it can be taken as an example. "The Lord has filled him (Bezalel) with the Spirit of God, in wisdom and understanding, in knowledge and all manner of workmanship to design artistic works, to work in gold and silver and bronze, in carving wood, and to work in all manner of artistic workmanship" (Exodus, 35, pp. 31-3). "In this instance, Moses selected the man who was known to be the most skilled craftsman from the tribes of Israel to build and furnish the tabernacle of the Lord in approximately 1350 BC. Merit exams were given for selection and promotion decisions as early as the Han Dynasty, 206 BC-220 AD" (Wren, 1994). It was in 1648, that Dublin (Ireland) Evening Post used a rating scale based on personal qualities to evaluate its legislators (Hackett, 1928). To say most likely the performance appraisal has begun in the 1800s with the use of the "silent monitors" by Robert Owen's in the cotton mills in Scotland (Wren, 1994). Silent monitors were the blocks of wood painted with different colours on each visible side and are placed over the employee's work station. Each colour represents a particular grade to the employee. These observations are based on the behaviour of the employee and the case study analysis show that this showed a significant impact on the employee's behaviour. In the 1970, a new trait-based model was introduced for staff appraisal in the National Health Service in the nursing profession and in that decade it has spread to the other professional group.
圣经中有许多例子与个人的绩效衡量有关，尽管它不被称为绩效评估，但它可以作为一个例子。“上帝用上帝的灵，在智慧和理解，在知识和各种工艺上，使他（比撒列）充满了设计艺术作品，在金银青铜上工作，在雕刻木材上工作，以及在各种艺术工艺上工作”（出埃及记，35，第31-3页）。“在这种情况下，摩西在大约公元前1350年从以色列部落中挑选了一位最熟练的工匠来建造和装饰耶和华的帐幕。早在公元前206年至公元220年的汉朝，就对选拔和晋升决定进行了功绩考试”（Wren，1994）。1648年，《都柏林（爱尔兰）晚报》使用基于个人素质的评分表来评估其立法者（Hackett，1928）。可以说，最有可能的是，绩效评估始于19世纪，当时罗伯特·欧文在苏格兰的棉纺厂使用了“无声监视器”（Wren，1994）。静音显示器是在每个可见的侧面涂上不同颜色的木块，放置在员工的工作站上方。每种颜色代表员工的特定级别。这些观察是基于员工的行为，案例分析表明，这对员工的行为产生了重大影响。1970年，国家卫生服务局引入了一种新的基于特质的护理专业人员评估模式，并在这十年中推广到了其他专业群体。
1.3 Cultural issues 1.3文化问题
The evaluation of one employee by the superior is an important aspect between superior and subordinate relationship in organisations. More and more organisations are introducing the systemic and formal procedures. Performance appraisal has two main purposes. They are administrative and performance improvement. The administrative purpose have seen some changes from entirely being involved with issues such as transfers, promotions, training and increase in the salary and are used for the source of data for personnel planning integration. The managers have got the scope to provide the employees with the necessary training with the help of performance improvement role of appraisal.
上级对员工的评价是组织中上下级关系的一个重要方面。越来越多的组织正在引入系统和正式的程序。绩效考核有两个主要目的。它们是管理和绩效改进。行政目的已经发生了一些变化，不再完全涉及调动、晋升、培训和加薪等问题，而是用作人事规划整合的数据来源。管理者有能力借助考核的绩效改进作用为员工提供必要的培训。
In most cases cultural assumptions are imported or exported carelessly into the organisations when performance appraisal is introduced in the developing countries. Many organisational theorists are appreciating the need to question the western managerial practise in introducing culture into the organisation in the developing countries. There is a lot of work to do to introduce a good local practice in the culture. The understanding of the good local practice helps in the development of organisations in developing countries. While some theorists say that need to implement the performance appraisal practice that is culturally acceptable in a particular country by understanding the local practice. While some say that by implementing this practice inhibits these organisations not only the performance appraisal but also the personnel systems which are concerned with assessment and development.
在大多数情况下，当发展中国家引入绩效评估时，文化假设被随意输入或输出到组织中。许多组织理论家意识到有必要质疑西方在发展中国家将文化引入组织的管理实践。要在当地引进良好的文化习俗，还有很多工作要做。了解良好的当地做法有助于发展中国家组织的发展。而一些理论家认为，需要通过了解当地的实践来实施在特定国家文化上可以接受的绩效评估实践。有人说，实施这种做法不仅阻碍了这些组织的绩效评估，也阻碍了与评估和发展有关的人事系统。
1.4 Objectives of performance appraisal 1.4绩效考核目标
The main aim to determine the effective performance appraisal is to meet the organisation's objectives. These objectives are then conveyed into departmental objectives and then to the individual position objectives. Working with employees helps in achieving and also agreeing their personal targets. This helps the employee know how their performance is evaluated by means of certain standard. This process also involves detail explanation of the job role, job description and responsibilities. Explaining the importance of how the role and responsibilities of the employees will contribute to wider goals and also explaining the importance of the individual and the team with in the current planning period. The objectives should be in such a way that it should provide a linkage between the organisational performance and the individual performance and it should also reflect the organisational goals.
确定有效绩效评估的主要目的是实现组织的目标。然后将这些目标转化为部门目标，再转化为个人职位目标。与员工合作有助于实现并达成他们的个人目标。这有助于员工了解如何通过某种标准来评估他们的绩效。这个过程还包括对工作角色、工作描述和职责的详细解释。解释员工的角色和责任如何有助于实现更广泛的目标的重要性，并解释个人和团队在当前规划期的重要性。目标应在组织绩效和个人绩效之间建立联系，还应反映组织目标。
The objectives of the performance appraisal are classified into a number of ways. McGregor (1960) had produced one of the best known classifications and he grouped them into three ways. They are
绩效评估的目标分为多种方式。麦格雷戈（1960）提出了最著名的分类之一，并将其分为三种方式。他们是
1. Administrative: it helps in providing a systemic way of determining promotions, transfers and increase in salary.
1.行政：它有助于提供一种系统的方式来决定晋升、调动和加薪。
2. Informative: it provides the data to the management on the performance of the subordinate and also gives information about the strengths and weaknesses.
2.信息性：向管理层提供下属绩效的数据，并提供有关优势和劣势的信息。
3. Motivational: it creates a learning experience to the employees and motivates employee to develop themselves and improve their performance.
3.激励性：为员工创造学习体验，激励员工发展自我，提高绩效。
McGregor's groupings are not only useful in drawing attention to different purposes but it is also useful to different organisational philosophies towards performance appraisal.
麦格雷戈的分组不仅有助于引起人们对不同目的的关注，而且对不同的组织理念进行绩效评估也很有用。
1.5 Performance related pay 1.5绩效工资
Almost all the organisation relates their performance to the pay. Employers think that in order to maintain competitiveness among employee this is necessary. It is possible that employee may ignore the performance appraisal process when the pay is not linked to the performance. In order the pay per performance to be more effective, adjustments to the pay should be made in time to the performance appraisal conducted. The performance appraisal review should be done before to the next month pay in order to make it effective. This makes the employee more committed and more dedicated to the work. This distinguishes the employee the difference between successful and unsuccessful objective and how this will affects them directly.
几乎所有的组织都将绩效与薪酬联系起来。雇主认为，为了保持员工之间的竞争力，这是必要的。当薪酬与绩效不挂钩时，员工可能会忽略绩效评估过程。为了使按绩效计算的薪酬更有效，应在进行绩效评估时及时调整薪酬。绩效考核应在下个月发工资之前进行，以使其生效。这使员工对工作更加投入和敬业。这就区分了员工成功目标和不成功目标之间的区别，以及这将如何直接影响他们。
1.6 The advantages and disadvantages of performance appraisal 1.6绩效考核的优缺点
First of all we need to know what the performance appraisal means to the each of the main parties involved in appraisal what they are expect to gain. Who are the main parties? The main parties are the appraisee, the appraiser and the organisation. They can be defined as:
首先，我们需要知道绩效评估对参与评估的每个主要方意味着什么，他们期望获得什么。主要政党是谁？主要各方是被评估人、评估人和组织。它们可以定义为：
The appraisee: he is the person who is being appraised.
被考核人：他就是被考核的人。
The appraiser: he is the one mostly manager or supervisor who is conducting the appraisal.
鉴定人：他主要是进行鉴定的经理或主管。
The organisation.
组织。
If the appraisal is carried out properly the appraisee may benefit in the following ways.
如果评估进行得当，被评估人可能会从以下方面受益。
We can expect a greater clarity of results.
我们可以期待更清晰的结果。
By giving the accurate and constructive feedback on past the employee may be benefited.
通过对过去提供准确和建设性的反馈，员工可能会受益。
He knows his strengths and weaknesses.
他知道自己的长处和短处。
By suggesting him the development plans and helping him to minimise his weaknesses.
通过向他建议发展计划并帮助他最大限度地减少自己的弱点。
He comes to know the wider context of the job by learning about the manager's objectives and priorities for the department.
通过了解经理在部门的目标和优先事项，他开始了解更广泛的工作背景。
He comes to know the career prospects by discussion.
他通过讨论了解了自己的职业前景。
It is common to all people to face anxiety when their work is being appraised and their skills are under constant scrutiny. Managers who conduct the performance appraisal should take the responsibilities to convey these benefits to the employees in a possible clear manner. Only if staff comes to know about the benefits outweighing their natural fear about performance appraisal and these people can participate in performance appraisal fully and without feeling of any defensiveness.
当他们的工作受到评估，他们的技能受到不断的审查时，所有人都会面临焦虑，这是很常见的。进行绩效评估的管理者应承担责任，以尽可能明确的方式向员工传达这些福利。只有员工知道的好处超过了他们对绩效评估的自然恐惧，这些人才能充分参与绩效评估，而不会有任何防御感。
The following benefits can be gained by the appraisers if they carry out the performance appraisals carefully manner.
如果评估人员认真进行绩效评估，可以获得以下好处。
It is an opportunity to the appraiser to measure and identify styles in performance of the staff.
这对评估师来说是一个衡量和识别员工表现风格的机会。
The appraiser comes to know of the staff, their weaknesses, hopes, their desire and their goals.
评估师开始了解员工、他们的弱点、希望、愿望和目标。
The appraiser gets the opportunity in clarifying his own objective and priorities and the appraiser can give a clear view to the staff where their contribution fits in with the work of others.
评估师有机会澄清自己的目标和优先事项，评估师可以向员工明确说明他们的贡献与他人的工作相一致。
The appraiser gets the chance to focus on individuals and he can increase motivation in them.
评估师有机会专注于个人，他可以增加他们的动力。
The appraiser gets the opportunity in developing the staff performance.
评估师有机会发展员工绩效。
The appraiser has the chance to change the duties of the staff.
评估师有机会改变工作人员的职责。
The benefits constitute the objectives of good management. The major task is that the appraiser has to encourage seeing performance appraisal as an essential tool of a good management and which when implemented properly increases and helps in achieving the success of the appraiser's own objectives.
利益构成了良好管理的目标。主要任务是，评估师必须鼓励将绩效评估视为良好管理的重要工具，如果实施得当，绩效评估将增加并有助于实现评估师自身目标的成功。
By implementing the performance appraisal properly the organisation will get benefited and not the just individual. The benefits that the organisation will get when implemented properly are:
通过正确实施绩效评估，组织将受益，而不仅仅是个人。如果实施得当，组织将获得以下好处：
We can see an improved communication between the staff.
我们可以看到员工之间的沟通有所改善。
We can see an increase in the motivation in the staff.
我们可以看到员工的积极性在提高。
We can observe an increase in the overall corporate performance.
我们可以观察到公司整体业绩的增长。
We can notice a greater achievement of the objectives.
我们可以注意到这些目标取得了更大的成就。
The fundamental step in the performance appraisal is that taking to key parties and clarifying their doubts. This one is the essential thing upon which the performance appraisal is built. If the performance appraisal is carried out effectively we can resolve the possible conflicts among appraisal objectives and helps in gaining commitment in all parties.
绩效评估的基本步骤是向关键各方说明并澄清他们的疑虑。这一点是建立绩效评估的基础。如果有效地进行绩效评估，我们可以解决评估目标之间可能存在的冲突，并有助于获得各方的承诺。
There is greater negative impact on the organisation if the performance appraisal is not effectively conducted in the initial phases. They are:
如果在最初阶段没有有效地进行绩效评估，则会对组织产生更大的负面影响。他们是：
The appraisee may feel uneasy about being appraised and may try to defend himself.
被评估人可能对被评估感到不安，并可能试图为自己辩护。
If the appraisal give little time and effort to the performance appraisal it is like reducing it into a meaningless activity.
如果评估只给绩效评估很少的时间和精力，就像把它变成了一项毫无意义的活动。
The top management may not show the enthusiasm and give their whole hearted support to the performance appraisal.
最高管理层可能不会对绩效考核表现出热情和全心全意的支持。
If all these problems achieved we cannot expect that we can achieve the objectives of the performance appraisal.
如果所有这些问题都实现了，我们就不能指望我们能够实现绩效考核的目标。
1.7 Legal issues involved in performance appraisal 1.7绩效考核涉及的法律问题
The main aim of developing an effective performance appraisal is that to make the company more productive and more profitable and to make the employees know their performance. They are many legal reasons that associated with the performance appraisal system and in developing them. "Failure to conduct appraisal "properly" (failing to maintain adequate records, for example) may result in employees (or their unions) taking legal action" (Boice & Kleiner, 1997). The employee handbook is a reference to the performance appraisal of the employee and it must be carried out in detail and it should be acceptable. If an employer states that he will conduct an annual performance review and then he fails to do that the employee can take him to the court for breaking the given promise. "Employers must ensure, therefore, that they adhere to their commitments to conduct such reviews" (Nobile, 1991). It is extremely important for the employee that the strengths and weaknesses of the employee should be clearly documented because it acts as a source of reference for the further action such as in case of terminating an employee if their performance is not satisfactory. Performance appraisal ratings are used by many organisations as the basis for the purpose of promotional decisions. If the performance appraisal is not done correctly it may result in negative effect on the employees and it can thus lead to legal action.
制定有效的绩效评估的主要目的是提高公司的生产力和利润，并让员工了解自己的绩效。它们是与绩效考核制度及其发展相关的许多法律原因。“未能“正确”进行评估（例如，未能保持足够的记录）可能导致员工（或其工会）采取法律行动”（Boice&Kleiner，1997）。员工手册是对员工绩效评估的参考，必须详细执行，并且应该是可接受的。如果雇主表示他将进行年度绩效评估，但他没有这样做，员工可以因他违反了既定承诺而将其告上法庭。“因此，雇主必须确保遵守其进行此类审查的承诺”（Nobile，1991）。对员工来说，明确记录员工的长处和短处是极其重要的，因为这是进一步行动的参考来源，例如在员工表现不令人满意时解雇员工。绩效评估评级被许多组织用作促销决策的基础。如果绩效评估做得不正确，可能会对员工产生负面影响，从而导致法律诉讼。
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