Term Paper代写范例：Nature of Performance Appraisal - Analysis

Term Paper代写范例-绩效评估的性质——分析。本文是一篇留学生termpaper写作范文，主要内容是讲述制度的优劣将影响工作满意度、工作敬业度和离职意愿。除了有效绩效评估系统问卷的结果外，本文中的论点还依赖于Ahmed等人和IM Jawahar引用的各种文献来源和研究结果。所有来源一致指出，考绩观念、工作满意度和工作敬业度之间存在正相关关系，考绩观念和辞职意向之间存在负相关关系。下面就一起来看一下这篇termpaper代写范例的具体内容。

While performance appraisal systems (PAs) are great motivators of employees, they can also assist organisations in the achievement of their objectives. According to Wayne F. Cascio people are “the most vital of all resources, in work settings” (Cascio 2010). In order to optimise organisational outputs it, therefore, goes without saying that organisations should aim to maximise employee efficiency. In managing employees, it’s important for organisations to keep their employees happy to increase each employee’s outputs. Various studies have shown correlations between employee productivity and job satisfaction, work engagement and intent to quit (Find a source). As a result, organisations should be concerned with the management of these 3 factors, which are all determined by employee attitudes towards their work and will affect employee inputs, which will directly impact organisational effectiveness.

虽然绩效评估系统（PA）是员工的巨大动力，但它们也可以帮助组织实现其目标。根据Wayne F.Cascio的说法，在工作环境中，人是“所有资源中最重要的”（Cascio，2010年）。因此，为了优化组织产出，不言而喻，组织应该以最大限度地提高员工效率为目标。在管理员工时，重要的是组织要让员工开心，以提高每个员工的产出。各种研究表明，员工生产力与工作满意度、工作敬业度和辞职意愿之间存在相关性（寻找来源）。因此，组织应关注这3个因素的管理，这些因素都由员工对工作的态度决定，并将影响员工的投入，这将直接影响组织的有效性。

In the article Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance, Ahmed et al asserts that annual performance evaluations are traditionally one of the most accepted processes for employee management (Ahmed et al 2010). Therefore, through the management of employees, performance appraisal systems would play a key role in managing job satisfaction, work engagement and intent to quit. Given the causal relationships between employee attitudes, their professional performance and the quality of their outputs, this assignment strives to analyse the relationships between the performance appraisal and work engagement, job satisfaction and the intent to quit.

在《绩效评估对态度结果和组织绩效的影响》一文中，Ahmed等人断言，年度绩效评估传统上是员工管理最容易接受的过程之一（Ahmed等人，2010年）。因此，通过对员工的管理，绩效评估系统将在管理工作满意度、工作敬业度和辞职意向方面发挥关键作用。鉴于员工态度、专业表现和产出质量之间的因果关系，本任务努力分析绩效评估与工作敬业度、工作满意度和辞职意向之间的关系。

Using the Effective Performance Appraisals Systems Questionnaire, a 15 person study is conducted, which ultimately indicates positive relationships between the favourable perceptions of the performance appraisal system, job satisfaction and work engagement. A negative relationship is, however, found between employee impressions of the performance appraisal system and intent to quit.

使用有效绩效评估系统问卷，进行了一项15人的研究，最终表明对绩效评估系统的好感、工作满意度和工作敬业度之间存在积极关系。然而，员工对绩效考核体系的印象与辞职意向之间存在负相关关系。

Definitions 定义

Performance Appraisal 绩效考核

According to its most accepted definition, performance appraisal “is the process of identifying, observing, measuring, and developing human performance in organizations” (Carroll and Schneir, 1982). This system is crucial to human resource management (HRM) in that it provides a platform for performance evaluation against the organisation’s strategy, and when properly implemented, encourages career development and self-assessment (Erdogaan 2002). While PA systems expose employee outputs to the subjective assessments of their superiors, peers and subordinates (Jackson and Schuler 2003), it often forms the basis of organisational reward and punitive systems (Cardy and Dobbins 2011).

根据其最广泛接受的定义，绩效评估“是识别、观察、衡量和发展组织中人类绩效的过程”（Carroll和Schneir，1982）。该系统对人力资源管理（HRM）至关重要，因为它提供了一个根据组织战略进行绩效评估的平台，并且在适当实施时，鼓励职业发展和自我评估（Erdogaan，2002年）。虽然PA系统使员工的产出受到上级、同行和下属的主观评估（Jackson和Schuler，2003年），但它往往构成组织奖励和惩罚系统的基础（Cardy和Dobbins，2011年）。

Though performance appraisal systems serve as a practical evaluation tool, they are also critical in affecting work environment end drivers such as work engagement, job satisfaction and intention to quit.

尽管绩效评估系统是一种实用的评估工具，但它们在影响工作环境的最终驱动因素（如工作敬业度、工作满意度和辞职意向）方面也至关重要。

Work Engagement 工作参与度

Work engagement relates directly to the degree to which an individual personally identifies with their work responsibilities (Khan 1990), investing emotion and personal resources in the execution of work tasks (Rich et al. 2010). Therefore, work engagement refers to the professional application of various levels of self-investment ranging from the physical to the emotional and cognitive (Rich et al 2010). Macey and Schneider explain work engagement in basic terms, as the extent to which employees are “involved with, committed to, enthusiastic, and passionate about their work” (Macey and Schneider 2008).

工作参与度直接关系到个人对其工作责任的认同程度（Khan 1990），在执行工作任务时投入情感和个人资源（Rich等人，2010）。因此，工作投入是指从身体到情感和认知等各个层面的自我投资的专业应用（Rich等人，2010年）。Macey和Schneider用基本的术语解释了工作敬业度，即员工“参与、致力于、热情和对工作充满热情”的程度（Macey和施耐德，2008年）。

Job Satisfaction 工作满意度

Most simply defined, job satisfaction pertains to the amount of pleasure an individual derives from their work (Spector, 1997). Taken a step further, it directly compares an individual’s perception of ideal working conditions with their actual work environment and job characteristics (Karani et al). Ultimately in determining their level of job satisfaction, employees evaluate their position, within an organisation in light of their personal values and ideals. (Michael G. Morris et al) –

最简单的定义是，工作满意度与个人从工作中获得的快乐程度有关（Spector，1997）。更进一步，它直接将个人对理想工作条件的感知与他们的实际工作环境和工作特征进行比较（Karani等人）。最终，在确定工作满意度时，员工会根据个人价值观和理想来评估自己在组织中的职位。（Michael G.Morris等人）

Intent to Quit 退出意向

While intent to quit refers to an employee’s desire to actively seek alternative employment (Tett and Mayer, 1993), it also relates to the individual’s likelihood to leave the organisation (Cotton and Tuttle, 1986). According to Herrbach et al, intent to quit is primarily affected by employees’ level of job satisfaction, their sense of organisational loyalty and the employer’s reputation (Herrbach 2004)

虽然辞职意向是指员工积极寻求替代工作的愿望（Tett和Mayer，1993），但它也与个人离开组织的可能性有关（Cotton和Tuttle，1986）。根据Herrbach等人的研究，辞职意向主要受员工工作满意度、组织忠诚度和雇主声誉的影响（Herrbach 2004）

Elements or Characteristics of an Effective Performance Appraisal System

有效的绩效评估体系的要素或特征

While performance appraisal systems serve numerous purposes, its key function is to improve organisational effectiveness, by encouraging greater employee efficiency. Therefore, it is critical that performance appraisals display the following characteristics:

虽然绩效评估系统有多种用途，但其关键功能是通过鼓励员工提高效率来提高组织效率。因此，至关重要的是，绩效评估应显示以下特征：

Alignment with Organisational Strategy and Goals

与组织战略和目标保持一致

In Managing Human Resources, Cascio states that Performance Appraisal criteria must be relevant, regarding their relation to both organisational objectives and employee goals (Cascio 2010). Guided by the Performance Appraisal, employees should strive to meet targets that align with the organisation’s strategy, so that both parties benefit from its execution. Therefore, in addition to output targets, Performance Appraisals should also focus on developing employees through training initiatives, which should be aligned with long term organisational objectives. Additionally, performance criteria should evaluate outputs based on appropriate/inappropriate employee behaviour, but should also include a rating, which will indicate the quality of the work performed.

Cascio在《人力资源管理》中指出，绩效评估标准必须与组织目标和员工目标相关（Cascio 2010）。在绩效评估的指导下，员工应努力实现与组织战略相一致的目标，以便双方都能从绩效评估的执行中受益。因此，除了产出目标外，绩效评估还应侧重于通过培训计划培养员工，培训计划应与长期组织目标相一致。此外，绩效标准应根据适当/不适当的员工行为来评估产出，但也应包括一个评级，该评级将表明所执行工作的质量。

The criteria must be SMART (Specific, Measurable, Attainable, Relevant, Time-bound)

标准必须是SMART（具体、可衡量、可实现、相关、有时限）

An effective Performance Appraisal system should focus on job requirements, must be based on measurable criteria, and must refrain from opinion based assessments (Noe et al 1994). The system should distinguish between excellence and poor delivery, and should award employees appropriately (Cascio 2010). Furthermore, unattainable performance criteria will serve only to discourage employees. As a result, ratings for measuring performance must fall realistically within an employee’s reach, should be driven by timelines, and must be assessed regularly. Clearly defined timelines not only provide structure to the performance appraisal process, but also establish deadlines for the achievement of set goals. Should employees fall short of set targets, corrective action must be taken in the new assessment cycle. Organisations must, therefore, invest in designing performance criteria that can be practically and consistently measured and applied equally to all employees throughout the organisation.

有效的考绩制度应侧重于工作要求，必须以可衡量的标准为基础，并且必须避免基于意见的评估（Noe等人，1994年）。该系统应区分卓越和糟糕的交付，并应适当奖励员工（Cascio 2010）。此外，无法达到的绩效标准只会让员工气馁。因此，衡量绩效的评级必须切实落在员工的承受范围内，并由时间表驱动，必须定期进行评估。明确规定的时间表不仅为考绩过程提供了结构，而且为实现既定目标确定了最后期限。如果员工达不到设定的目标，必须在新的评估周期内采取纠正措施。因此，组织必须投资于设计能够切实、一致地衡量并平等适用于整个组织所有员工的绩效标准。

Credibility/Acceptability 可信度/可接受性

The success of all performance appraisal systems hinges directly on employee endorsement and support. According to Cascio, “HR programs must have the support of those who will use them, or human ingenuity will be used to thwart them” (Cascio 2010). In order to attain employee buy-in, it is, therefore, critical that organisations incorporate employee and management participation, and inputs into the design of any performance appraisal system,. The credibility of a Performance Appraisal also relies heavily on the quality and integrity of the information used to reach the Performance Appraisal rating. Employees should feel that supervisors accurately assessed their performance (Cascio 2010). It is, therefore, critical that employees view the system to be fair and representative of their work requirements. It’s also crucial that employees value the assessments of their evaluators. Employees must feel that assessor evaluations are objective and standard in application.

所有绩效评估系统的成功与否直接取决于员工的认可和支持。根据Cascio的说法，“人力资源项目必须得到那些将使用这些项目的人的支持，否则人类的独创性将被用来挫败它们”（Cascio 2010）。因此，为了获得员工的认同，组织将员工和管理层的参与以及投入纳入任何绩效评估系统的设计至关重要，。绩效评估的可信度也在很大程度上取决于用于达到绩效评估评级的信息的质量和完整性。员工应该感觉到主管准确地评估了他们的绩效（Cascio 2010）。因此，至关重要的是，员工要公平地看待该系统，并能代表他们的工作要求。员工重视评估人员的评估也是至关重要的。员工必须感觉到评估员的评估在应用中是客观和标准的。

Practical Usability 实用性

While Performance Appraisal Systems must focus on specific job requirements, designers of these systems must place emphases on their usability. To encourage employees to actively use the system, it must be easy to understand and apply (Cascio 2010). In addition, employees must have a clear understanding of the evaluation criteria.

虽然绩效评估系统必须关注特定的工作要求，但这些系统的设计者必须强调其可用性。为了鼓励员工积极使用该系统，它必须易于理解和应用（Cascio 2010）。此外，员工必须清楚地了解评估标准。

A time-consuming system can deter employees from using it maximally, thereby compromising the effectiveness of the performance appraisal process. As a result, it’s imperative that employees not only understand the objectives of the performance appraisal system, but also have a firm grasp of the criteria and the consequences of non-performance.

一个耗时的系统可能会阻止员工最大限度地使用它，从而影响绩效评估过程的有效性。因此，员工不仅必须了解绩效评估系统的目标，而且必须牢牢掌握不绩效的标准和后果。

Two-Way Feedback 双向反馈

Once supervisors have completed employee evaluations, they must provide employees with clear, meaningful feedback that focuses on both strengths and weaknesses. Supervisors must then allow employees the opportunity to respond to evaluation ratings and comment on their development goals within the organisation. It’s essential that an honest, two-way discourse is encouraged to prevent the emergence of disgruntled employees.

一旦主管完成了员工评估，他们必须向员工提供明确、有意义的反馈，重点关注优势和劣势。然后，主管必须让员工有机会对评估评级做出回应，并对他们在组织内的发展目标发表评论。必须鼓励诚实、双向的对话，以防止出现心怀不满的员工。

Implementation 实施

The first step in implementing an effective performance appraisal system is to define the performance evaluation criteria that will align to both the employee’s job and the organisation’s short and long term goals. The defined criteria must then be transformed into rating system that will link specific scores to levels of performance (Cascio 2010, p.338). In order for both employees and assessors to understand the assessment process, the organisation should conduct training sessions, which should cover both the characteristics of the performance appraisal system as well as the assessment process (Cascio 2010, 338). In addition, the process must be communicated to the employees and the assessors in writing. Tracking mechanisms must be put in place to alert assessors to inconsistencies in the process and also to assist managers with corrective measures should employees fall short of set targets (Cascio 2010, 338). The system should also allow for an appeals process. This will create a platform for disgruntled employees to address their grievances. To reduce the inevitable subjectivity associated with performance appraisals, recent scholars have also suggested the use of the 360 degree feedback system (Ahmed et al 2010). This form of appraisal assesses the employee from various angles (Top Down, Peer to Peer, Bottom Up and Client) and allows for a more balanced assessment of the employee’s performance.

实施有效的绩效评估系统的第一步是确定符合员工工作和组织短期和长期目标的绩效评估标准。然后，必须将定义的标准转化为评级系统，将特定分数与绩效水平联系起来（Cascio 2010，第338页）。为了让员工和评估员了解评估过程，组织应举办培训课程，培训课程应涵盖绩效评估系统的特点和评估过程（Cascio 2010338）。此外，该过程必须以书面形式传达给员工和评估员。必须建立跟踪机制，提醒评估人员注意流程中的不一致之处，并在员工达不到既定目标时协助管理人员采取纠正措施（Cascio 2010338）。该系统还应允许上诉程序。这将为心怀不满的员工提供一个解决不满的平台。为了减少与绩效评估相关的不可避免的主观性，最近的学者还建议使用360度反馈系统（Ahmed等人，2010年）。这种形式的评估从不同的角度（自上而下、对等、自下而上和客户）评估员工，并允许对员工的绩效进行更平衡的评估。

In implementing a successful performance appraisal system, it is important to focus on attaining employee and management endorsement and also to promote a fair and transparent process.

在实施一个成功的绩效评估系统时，重要的是要注重获得员工和管理层的认可，并促进一个公平和透明的过程。

Evaluating the “Effective Performance Appraisal Systems Questionnaire”

评估“有效绩效评估系统问卷”

A close comparison can be drawn between the criteria analysed in part I of the Effective Performance Appraisal Systems Questionnaire and the key characteristics of an effective performance appraisal system as outlined by Cascio (Cascio.2010). Like Cascio, the questionnaire assesses employee satisfaction with the implementation of the performance appraisal system according to the following criteria:

可以将有效考绩制度调查表第一部分分析的标准与Cascio概述的有效考绩制度的关键特征进行密切比较（Cascio.2010）。与Cascio一样，该问卷根据以下标准评估员工对绩效评估系统实施的满意度：

whether consequences/rewards are reflective of scores rating;

结果/奖励是否反映了评分；

whether targets add value to the success of the business;

目标是否为企业的成功增值；

whether the evaluation criteria is relevant to the success of the job;

评估标准是否与工作的成功相关；

the fairness of allocated ratings;

分配评级的公平性；

the consistency of ratings;

评级的一致性；

whether ratings differentiate between effective and less effective performance;

评级是否区分有效绩效和低效绩效；

the ease with which the performance appraisal system is administered and applied;

考绩制度易于管理和应用；

the level of endorsement received from all parties (assessors and employees);

各方（评估员和员工）的认可程度；

the degree to which decisions are based on ratings and are sound and relevant;

决策在多大程度上是基于评级的，是合理和相关的；

the performance appraisal’s level of congruence with organisational strategy, goals and culture;

绩效评估与组织战略、目标和文化的一致性水平；

the degree to which performance appraisal criteria are specific, measuring, stretching targets;

绩效评估标准具体、衡量、延伸目标的程度；

whether the performance appraisal takes both unit and individual performance into account and takes corrective action;

绩效评估是否同时考虑了单位和个人的绩效，并采取了纠正措施；

whether employees are evaluated annually and corrective measures are taken.

是否每年对员工进行评估并采取纠正措施。

The only criterion not mentioned by Cascio is whether the performance appraisal system is the organisation’s primary evaluation tool. This question offers great insight into the degree to which an organisation uses the performance appraisal system as a management tool. A lower organisational dependence on the performance appraisal system (as a management tool) will weaken the causal relationship between the performance appraisal system and the 3 factors (job satisfaction, work engagement, intent to quit). Out of the 15 participants in the study, 8 strongly agreed that their organisation’s performance appraisal system is the primary assessment mechanism, 4 felt it was somewhat true, 1 thought it was neither true nor false and 2 somewhat disagreed. According to the respondents, 80% (12/15) of the organisations represented in the study, therefore, use the performance appraisal tool as a primary management mechanism. As a result, the performance appraisal perceptions of the majority of the study’s participants will affect their levels of job satisfaction, work engagement and their intentions to quit.

Cascio没有提到的唯一标准是绩效评估系统是否是组织的主要评估工具。这个问题让我们深入了解一个组织在多大程度上使用绩效评估系统作为管理工具。组织对绩效评估系统（作为一种管理工具）的依赖性降低，将削弱绩效评估系统与三个因素（工作满意度、工作敬业度、辞职意向）之间的因果关系。在这项研究的15名参与者中，8人强烈同意他们组织的绩效评估系统是主要的评估机制，4人认为这有点正确，1人认为这既不是真的也不是假的，2人有点不同意。据受访者称，研究中80%（12/15）的组织将绩效评估工具作为主要管理机制。因此，大多数研究参与者的绩效评估观念将影响他们的工作满意度、工作敬业度和辞职意愿。

The questionnaire evaluates the remaining 13 criteria on a scale from 1-5, with scores of 5 reflecting positively on the effectiveness of the system and 1 reflecting poorly. Through the calculation of an individual’s mean score across the 13 criteria, the questionnaire, therefore, gives a relatively clear indication of an employee’s level of satisfaction with the performance appraisal system.

问卷对其余13项标准进行了1-5分的评估，其中5分积极反映了该系统的有效性，1分反映不佳。因此，通过计算个人在13项标准中的平均得分，问卷相对清晰地表明了员工对绩效评估系统的满意度。

The questionnaire then continues to assign scores for job satisfaction, work engagement and intent to quit. Mean calculations for these criteria are compared with mean scores for employee happiness with the performance appraisal system. Through these comparisons, the relationships between the system and the 3 factors can be evaluated. [Write a concluding sentence that will summarise all your observations above. Did you evaluate the questionnaire or did yo relate it to the AP system? I’m not clear.]

然后，问卷继续为工作满意度、工作投入度和辞职意向打分。将这些标准的平均计算值与绩效评估系统中员工幸福感的平均得分进行比较。通过这些比较，可以评估系统与这三个因素之间的关系。[写一句总结句，总结你上面的所有观察结果。你是否评估了问卷，或者你是否将其与AP系统联系起来？我不清楚。]

Link between the Effectiveness of a Performance Appraisal System and Work Engagement, Job Satisfaction and Intention to Quit – A Literature Review

绩效评估体系的有效性与工作投入、工作满意度和辞职意向之间的联系——文献综述

Basis for Employee Perceptions of Performance Appraisal Systems

员工对绩效考核体系认知的基础

Employee perceptions of performance appraisals are largely based on the following factors:

员工对绩效评估的看法主要基于以下因素：

Fairness 公平

According to Adnan Ahmed, “the success of any PA system depends on its degree of fairness” (Ahmed 2010). As suggested above, performance appraisal systems are highly reliant on employee and manager endorsement, and its success can be severely compromised if employees suspect bias within the system (Ahmed 2010).

根据Adnan Ahmed的说法，“任何PA系统的成功都取决于其公平程度”（Ahmed，2010年）。如上所述，绩效评估系统高度依赖于员工和经理的认可，如果员工怀疑系统内存在偏见，其成功可能会受到严重影响（Ahmed，2010）。

Effective rewards/consequence system 有效的奖励/结果体系

The success of a performance appraisal system is also linked to its ability to drive results within both an employee’s job scope and the organisation. Employees must believe that the ratings of a performance appraisal system will lead to meaningful decisions and will clearly differentiate between effectiveness and ineffectiveness. It is, therefore, critical that employees believe in the functionality of the performance appraisal system.

绩效评估系统的成功还与它在员工的工作范围和组织内推动结果的能力有关。员工必须相信，绩效评估系统的评级将导致有意义的决策，并将明确区分有效性和无效性。因此，至关重要的是，员工要相信考绩制度的功能。

Focus on development 注重发展

Employees will respond more positively to performance appraisal systems that cater to employee development goals; which should be aligned with organisational objectives. According to Bard Kuvaas, organisational willingness to invest in employee development can have positive effects on employee perceptions regarding the performance appraisal system. This will in turn positively affect employee performance and directly affect the achievement of organisational objectives. Employer investment in employee development may lead to a sense of indebtedness, which will result in improved performance (Kuvaas 2006). Organisational investment in employee career development could, ultimately, lead to strong employee commitment to the organisation, which will positively affect work engagement.

员工将对符合员工发展目标的绩效评估系统作出更积极的回应；这应该与组织目标相一致。Bard Kuvaas认为，组织投资于员工发展的意愿会对员工对绩效评估系统的看法产生积极影响。这反过来将积极影响员工绩效，并直接影响组织目标的实现。雇主对员工发展的投资可能会导致负债感，从而提高绩效（Kuvaas 2006）。组织对员工职业发展的投资最终可能导致员工对组织的坚定承诺，这将对工作敬业度产生积极影响。

Literature Review 文献综述

In summary, the 3 factors mentioned above strongly affect employee perceptions about performance appraisals. In order for appraisals to positively affect performance and motivate the work force, employees must relate positively to the system (Kuvaas 2006). Positive employee reactions to the performance appraisal system will therefore contribute positively to employee job satisfaction and work engagement, which will lessen intent to quit (Ahmed et al 2010).

总之，上述3个因素强烈影响员工对绩效评估的看法。为了使评估对绩效产生积极影响并激励员工，员工必须与系统建立积极联系（Kuvaas 2006）。因此，员工对绩效评估系统的积极反应将对员工的工作满意度和工作敬业度做出积极贡献，从而减少辞职的意愿（Ahmed等人，2010年）。

A survey study conducted in Islamabad, Pakistan, evaluated surveys completed by 123 employees from marketing, sales, production and administration backgrounds. Both management and non-management positions were represented in the sample group and the results “indicate [a] significant positive correlation between PA satisfaction and job satisfaction…and [suggests] that the employee turnover intentions are significantly and negatively correlated to perception of PA satisfaction” (Ahmed et al 2010). An additional study of 112 surveys cited by IM Jawahar supports the positive correlation between PA satisfaction and job satisfaction and the negative relationship between PA satisfaction and intent to quit. Jawahar does clarify, however, that while individuals desire performance feedback, they are more likely to respond positively to favourable feedback. Positive performance evaluations are, therefore, more likely to create a positive employee attitude towards performance appraisals than the negative (Jawahar 2006).

在巴基斯坦伊斯兰堡进行的一项调查研究评估了123名来自营销、销售、生产和行政背景的员工完成的调查。管理层和非管理层职位都出现在样本组中，结果“表明PA满意度和工作满意度之间存在显著的正相关……并且[表明]员工离职意向与PA满意度显著负相关”（Ahmed等人，2010年）。IM Jawahar引用的一项对112项调查的额外研究支持PA满意度与工作满意度之间的正相关关系，以及PA满意度与辞职意向之间的负相关关系。然而，Jawahar确实澄清了，虽然个人希望获得绩效反馈，但他们更有可能对有利的反馈做出积极回应。因此，积极的绩效评估比消极的更有可能使员工对绩效评估产生积极的态度（Jawahar，2006年）。

Christian, Garza and Slaughter (2011) cite Khan (1990), Macey and Schneider (2008), to offer insight into the relationship between appraisals and work engagement. While the authors don’t make a direct assessment of this relationship, they infer that a healthy level of work engagement is encouraged by employee beliefs that leadership expectations and evaluations are clear and fair in assessing their performance. Although a direct correlation is not discussed, the criteria of an effective performance appraisal system include fairness and the clear communication of SMART targets. Therefore, it can be concluded that a performance appraisal system that effectively applies the above mentioned criteria, would have a positive effect on work engagement. As a result, a positive relationship exists between the effective implementation of performance appraisal systems and levels of work engagement prevalent within an organisation.

Christian、Garza和Slaughter（2011）引用Khan（1990）、Macey和Schneider（2008），深入了解评估和工作投入之间的关系。虽然作者没有对这种关系进行直接评估，但他们推断，员工相信领导层的期望和评估在评估他们的绩效时是明确和公平的，这会鼓励员工保持健康的工作参与度。尽管没有讨论直接的相关性，但有效的绩效评估系统的标准包括公平性和SMART目标的明确沟通。因此，可以得出的结论是，有效应用上述标准的考绩制度将对工作参与产生积极影响。因此，绩效评估系统的有效实施与组织内普遍存在的工作参与水平之间存在着积极的关系。

Additionally, based on assertions made by Gersick, Bartunek & Dutton, 2000; Kahn1990, Christian, Garza and Slaughter(2011) make an argument for the positive effect of organisational support on employee commitment to their work. According to Christian et al, “Social support (the extent to which a job provides opportunities for assistance and advice from supervisors or co-workers), motivate[s] by creating meaningfulness (Gersick, Bartunek, & Dutton, 2000; Kahn, 1990), resilience, and security (Ryan & Deci, 2001). Thus, [it’s] expected that engagement would be positively related to social support.” (Christian et al 2011)

此外，根据Gersick、Bartunek和Dutton的断言，2000年；Kahn1990，Christian，Garza和Slaughter（2011）论证了组织支持对员工工作承诺的积极影响。根据Christian等人，“社会支持（工作为主管或同事提供帮助和建议的机会的程度），通过创造意义来激励（Gersick，Bartunek，&Dutton，2000；Kahn，1990）、韧性和安全感（Ryan和Deci，2001）预期参与将与社会支持呈正相关。”（Christian等人，2011年）

In addition to job satisfaction, work engagement and intent to quit, the implementation of performance appraisal systems also affect other outcomes. Two others that this article hopes to address are organisational commitment and role ambiguity. Work commitment is extensively addressed, which is defined as the commitment to job tasks, rather than the commitment to an employer. The management of performance appraisal can, however, affect the level of commitment an employee feels to an employer. This can further be affected by an organisation’s perceived external prestige, which could cancel out the impact of an employee’s perception of the performance appraisal system and decrease their desire to quit (Herrbach, Mignonac and Gatignon 2004). Role ambiguity is also an important outcome of a performance appraisal system that is poorly structured and not representative of employee job responsibilities. When an employee is unclear about their role, performance will be compromised as well as organisational outputs. As a result, effective structuring, implementation and monitoring of the performance appraisal system is critical to employee performance and organisational success.

除了工作满意度、工作敬业度和辞职意向外，绩效考核制度的实施也会影响其他结果。本文希望解决的另外两个问题是组织承诺和角色模糊性。工作承诺被广泛讨论，它被定义为对工作任务的承诺，而不是对雇主的承诺。然而，绩效评估的管理会影响员工对雇主的承诺程度。这可能会进一步受到组织感知的外部声望的影响，这可能会抵消员工对绩效评估系统感知的影响，并降低他们辞职的欲望（Herrbach，Mignoac和Gatignon，2004年）。角色模糊也是绩效评估体系结构不良、不能代表员工工作职责的一个重要结果。当员工不清楚自己的角色时，绩效和组织产出都会受到影响。因此，绩效评估系统的有效结构、实施和监控对员工绩效和组织成功至关重要。

Link between the Effectiveness of a Performance Appraisal System and Work Engagement, Job Satisfaction and Intention to Quit – Empirical Glance – The Effective Performance Appraisal Systems Questionnaire

绩效评估系统的有效性与工作敬业度、工作满意度和辞职意向之间的联系——实证一瞥——有效绩效评估系统问卷

To further evaluate the link between performance appraisal systems and job satisfaction, work engagement and intention to quit, this study uses the Effective Performance Appraisal Systems Questionnaire. Part I of the questionnaire evaluates employee perceptions of the level effectiveness and fairness displayed by their organisation’s performance appraisal system. Part II assesses employee levels of job satisfaction, part III their intention to quit and part IV their level of work engagement. Using the questionnaire noted above, this study evaluated 15 individuals between the ages of 30 and 59. Out of the sample, 7 employees were male and 8 female, with the group evenly split between black and white, with only one representative from the Indian racial group. Employees within this sample of 15 have worked for their organisations for time periods ranging from 2-30 years.

为了进一步评估绩效评估系统与工作满意度、工作敬业度和辞职意向之间的联系，本研究使用了有效绩效评估系统问卷。问卷的第一部分评估了员工对组织绩效评估系统所显示的水平有效性和公平性的看法。第二部分评估员工的工作满意度，第三部分评估员工辞职意愿，第四部分评估员工工作敬业度。使用上述问卷，本研究对15名年龄在30岁至59岁之间的人进行了评估。在样本中，7名员工为男性，8名为女性，该群体平均分为黑人和白人，只有一名代表来自印度种族群体。在这15名员工的样本中，他们为自己的组织工作了2-30年。

When analysing trends within this groups responses, the following observations were made:

在分析这一群体的反应趋势时，提出了以下意见：

Performance appraisal and job satisfaction

绩效考核与工作满意度

The general trend displays that positive perceptions about the performance appraisal system are coupled with greater job satisfaction. The questionnaire rates contentedness with the PA system on a scale from 1-5, with 1 reflecting unhappiness and 5 indicating happiness. Though not all positive sentiments about the performance appraisal system are linked with high levels of job satisfaction, the graph below demonstrates an upward sloping curve, which indicates that the more positive an employee’s perception of the PA system, the higher the degree of job satisfaction. Exceptions are however seen at point A and B, where one of the employees with the highest level of job satisfaction displays the second lowest degree of happiness with the PA system and the employee with the lowest level of job satisfaction displays a degree of happiness with the PA system that’s only slightly below average.

总体趋势显示，对考绩制度的积极看法与更高的工作满意度相结合。问卷对PA系统的满意度进行了1-5分的评分，其中1分表示不快乐，5分表示快乐。尽管并非所有对绩效评估系统的积极情绪都与高水平的工作满意度有关，但下图显示了一条向上倾斜的曲线，这表明员工对PA系统的看法越积极，工作满意度就越高。然而，在A点和B点可以看到例外情况，其中工作满意度最高的员工之一对PA系统的满意度排名第二，而工作满意度最低的员工对PA系统表现出的满意度仅略低于平均水平。

In addition to measuring personal employee satisfaction with the appraisal system, the questionnaire also interrogates the employee about their colleagues’ perception (organisational satisfaction) of the system. Though organisational satisfaction is generally lower than personal satisfaction, the same upward sloping trend prevails as can be seen in graph:

除了测量员工个人对评估系统的满意度外，问卷还询问员工同事对该系统的看法（组织满意度）。尽管组织满意度通常低于个人满意度，但同样的向上倾斜趋势普遍存在：

Performance appraisal and work engagement 绩效评估和工作参与

According to Macey and Schneider, work engagement refers to the extent to which individuals are passionate about their work (Macey and Schneider 2008). It, therefore, seems logical that high levels of job satisfaction would be paired with a strong sense of work engagement. Given the above indicated relationship between performance appraisals and job satisfaction, it could be deduced that positive sentiments about an organisation’s performance appraisals, could contribute to a strong degree of work engagement among its employees. The results of the Effective Performance Appraisal Systems Questionnaire demonstrate a positive relationship between employee feelings about the PA system and work engagement. Graph 3 shows a positive slope, indicating that generally employees who are content with their performance appraisal have a greater commitment to their jobs. Despite this trend, there are exceptions, as indicated by point A, where the employee with the highest level of work engagement is the least satisfied with the PA system and point B, where the employee with the lowest level work engagement shows slightly below average contentedness with the system. Irrespective of this exception, a clear positive relationship exists between happiness with the performance appraisal system and work engagement, as demonstrated by graph

根据Macey和Schneider的观点，工作敬业度是指个人对工作的热情程度（Macey和施耐德，2008年）。因此，高水平的工作满意度与强烈的工作参与感相结合似乎是合乎逻辑的。鉴于上述绩效评估和工作满意度之间的关系，可以推断，对组织绩效评估的积极情绪可能有助于员工在很大程度上参与工作。有效绩效评估系统问卷的结果表明，员工对PA系统的感受与工作敬业度之间存在积极关系。图3显示了一个正斜率，表明满足于绩效评估的员工通常对自己的工作有更大的承诺。尽管有这一趋势，但也有例外，如点A所示，工作参与度最高的员工对PA系统的满意度最低，而点B则表明，工作参与程度最低的员工对该系统的满意度略低于平均水平。不考虑这一例外情况，绩效评估系统的幸福感与工作投入之间存在明显的正相关关系，

Performance Appraisal and Intent to Quit 绩效评估和离职意向

The connection between job satisfaction and intention to quit seems obvious, since someone who’s satisfied with their work is less likely to actively seek alternative employment. Based on the positive relationship that exists between perceptions regarding the performance appraisal and job satisfaction, it could, therefore, be concluded that a negative relationship exists between performance appraisal perceptions and intent to quit. The graphical depiction of the fifteen person study demonstrates the negative relationship between performance appraisal perceptions and intent to quit. With the exception of two respondents, employees who were satisfied with the performance appraisal system allocated a low rating to their intention to quit.

工作满意度和辞职意向之间的联系似乎很明显，因为对工作满意的人不太可能积极寻求其他工作。因此，基于对绩效评估的看法与工作满意度之间存在的正相关关系，可以得出结论，绩效评估看法与辞职意向之间存在负相关关系。这项15人研究的图示显示了绩效评估认知与辞职意向之间的负面关系。除两名受访者外，对绩效考核制度感到满意的员工对其辞职意向的评分较低。

Conclusion 结论

This assignment deliberately neglects the discussion of the effect of positive versus negative feedback on work attitudes. This omission is based on the assumption that most employees can differentiate between negative feedback/constructive criticism and an ineffective unfair appraisal system. Instead this assignment argues that employee perceptions of performance appraisal systems will be based on the criteria listed in section 3, rather than on subjective assessments of whether their personal evaluations contained positive or negative feedback.

这项任务故意忽略了积极与消极反馈对工作态度影响的讨论。这一遗漏是基于这样一种假设，即大多数员工可以区分负面反馈/建设性批评和无效的不公平评估系统。相反，这项任务认为，员工对绩效评估系统的看法将基于第3节中列出的标准，而不是基于对其个人评估是否包含积极或消极反馈的主观评估。

Therefore, the system’s merits will affect job satisfaction, work engagement and intention to quit. In addition to the results from the Effective Performance Appraisal Systems Questionnaire, the arguments made in this article also rely on various literature sources and findings from studies cited by Ahmed et al and IM Jawahar. All sources point unanimously to a positive relationship between performance appraisal perceptions, job satisfaction and work engagement and to a negative relationship between performance appraisal perceptions and intent to quit. This finding suggests that favourable employee perceptions of performance appraisal systems lead to high levels of job satisfaction and work engagement, and to low levels of intent to quit. Therefore, employees who believe the appraisal system to be fair and effective, will be happier at work, will invest more of themselves into their work and will be less likely to resign their jobs to seek alternative employment.

因此，该制度的优劣将影响工作满意度、工作敬业度和离职意愿。除了有效绩效评估系统问卷的结果外，本文中的论点还依赖于Ahmed等人和IM Jawahar引用的各种文献来源和研究结果。所有来源一致指出，考绩观念、工作满意度和工作敬业度之间存在正相关关系，考绩观念和辞职意向之间存在负相关关系。这一发现表明，员工对绩效评估系统的良好认知会导致高水平的工作满意度和工作敬业度，并导致低水平的辞职意愿。因此，相信评估系统公平有效的员工，在工作中会更快乐，会在工作中投入更多的精力，也不太可能辞职寻求其他工作。

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