|
1. Introduction介绍
1.1. Context of
1.1.1 Performance management and appraisal
近年来，绩效管理已引起社会的广泛关注。这个概念最初应用于私人部门，然后它开始被应用到公共部门（奥斯马尼和maliqi，2012）。绩效管理是指各种活动，确保组织达到其目标有效（奥斯马尼和maliqi，2012）。有绩效管理的几个主要过程，包括制定目标和计划、绩效实施、绩效考核、结果反馈、结果应用（唯美和feng-e，2012；阿吉尼斯，2013）。在这些活动中，绩效考评是绩效管理的关键环节（奥斯马尼和maliqi，2012；唯美和feng-e，2012）。绩效管理往往使用绩效考核作为管理过程的输入（denisi和普里查德，2006）。同时，绩效考核在人力资源管理中也起着关键作用。评价的结果可以应用在人力资源管理（塞义布几乎每一个方面，2011）。一个好的绩效考核与绩效管理系统为企业实现其战略目标的重要意义，提高组织绩效，增强组织的竞争优势（布拉顿和金，2000；唯美和feng-e，2012；denisi和普里查德，2006）。作为人力资源管理的重要组成部分，本文将对绩效管理与评价进行探讨。本文将特别强调绩效考核。In recent years, performance management has aroused much attention in the society. The concept was initially applied to private sectors, and then it began to be applied to public sectors (Osmani and Maliqi, 2012). Performance management refers to all kinds of activities that make sure that an organization reaches its objectives effectively (Osmani and Maliqi, 2012). There are several main processes of performance management, including targets setting and planning, performance implementation, performance appraisal, results feedback and results application (Weimei and Feng-E, 2012; Aguinis, 2013). Among these activities, performance appraisal is the crucial link of performance management (Osmani and Maliqi, 2012; Weimei and Feng-E, 2012). Performance management tends to use performance appraisal as input of the management process (Denisi and Pritchard, 2006). At the same time, performance appraisal also plays a key role in the whole human resource management. The results of the evaluation can be applied in nearly every aspect in human resource management (Saibou, 2011). A good performance appraisal and performance management system are of great significance for enterprises to accomplish its strategic goals, improve the organizational performance and enhance organizational competitive advantages (Bratton and Gold, 2000; Weimei and Feng-E, 2012; Denisi and Pritchard, 2006). As one of the most important components in human resource management, performance management and appraisal will be discussed in this essay. The essay will put particular emphasis on performance appraisal.
1.1.2 Performance appraisal in knowledge-intensive firms in China
Performance appraisal enables the organizations to improve the performance. The current situation in China is that many knowledge-intensive firms do not have effective and complete performance appraisal system (Zhihong, 2010). However, with the development of people’s cognition, increasingly firms in China have recognized the importance of performance appraisal and paid more attention to its implementation.
1.1.3 Aims and Objectives of the essay
The aim of this essay is to argue the importance of performance appraisal to human resource management and to the organizational performance. Besides, the essay wants to discuss how the context in which the organization is affects the performance appraisal implementation.
1.2 Structure of this essay
This essay will use a case study to explain the arguments of performance appraisal. The contents are divided into four sections. The first section is the introduction. In the second part, this essay will present a literature review to state the theories related to performance appraisal and its relationship with organizational performance. Then a practical case which associated with the themes of this essay will be carried out to illustrate. At last, the essay will draw a summary of questions and give some suggestions
2. Literature review文献综述
More and more academic researchers are focusing on performance management and appraisal (Saibou, 2011). The following section will give a literature review on some of the related theories.
2.1 Concepts of performance appraisal and management
Many articles give the definitions of performance appraisal in different angles. This essay will present several previous concepts and opinions on performance appraisal. Performance Appraisal is defined by Denisi and Pritchard (2006) as not only organizational events illustrating performance criteria that can be used in the evaluation process, but also an evaluation process that scores are assigned according to the performance criteria based on how individuals perform in organizations which results are shared to all the employee. Yong (1996) defined it as a periodic measurement of output of employees’ performance against expectations. The process includes assessing and observing the employees’ performance in their work in order to know if their performance meets the pre-standard. Traditional performance appraisal is seen as only a measurement tool, while more modern theory use performance appraisal as an important foundation for decision-making (Rusli and Nur Azman, 2004). Osmani and Maliqi (2012) state that performance appraisal is a collection of communication during a certain period of time. This concept does not mention the function of performance improvement and content about the objectives of an organization. Performance appraisal is also considered as a series of process that include measurement indicators setting, implementing appraisal, appraisal interview and evaluation the effects (Bratton and Gold, 2007).
Because performance appraisal reflects what people do and their performance, performance appraisal system needs to be consistent with the business goals, which means it must be positioned in the strategic context. Otherwise, the appraisal will lose its practical significance (Neely and Gregory et al., 2005).
2.2 How important is performance appraisal to HRM
Performance appraisal is the core part of human resource management. There are a number of reasons for an organization to implement performance appraisal. It has important impacts on many aspects, such as training and development, identifying the advantages and shortcomings of an employee’s performance, promoting, salary administration and so on (Wisniewski and Stewart, 2004). In a word, it plays a critical role in all kinds of human resource management activities. Both private sectors and public sectors should regard performance appraisal as an essential approach to manage its human resource and their performance (Bratton and Gold, 2000). Several academic human resource articles point out that performance appraisals provide information for decisions like salary rising and others. All the decision-making activities need the communication between employers and employees, and they affect the satisfaction and commitment of employees (Wanguri, 1995).
At first, performance appraisal is the foundation of recruitment and promotion. According to the standard and job description which the organization provides, the organization can make decisions on whether the staffs should be promoted or retained based on the quality of their performance (Saibou, 2011). Performance appraisal is also an important basis for reward management. Employees who are evaluated to have good performance will be rewarded, while those who have poor performance may get a little punishment (Smith and Rupp, 2003; LAWLER, 2003).
Performance appraisal is the approach to motivate employees. It makes the employees better understand the requirements of the organization. Through performance appraisal, the employees will take the actions in which the organization desires and then result in the corresponding performance which the organization needs (Saibou, 2011; George, 2013). It helps the employees to develop their own abilities. Once the employees’ performance conform the organizational objectives, they will get future development.
Because performance interview is a crucial ring of performance appraisal, it offers a formal opportunity for employers to communicate with employees and inform the demands of the organization to employees (George, 2013). Moreover, the result of performance appraisal can be utilized in training and development of employees. The appraisal can diagnose the weakness of employees’ working performance (Abu-Doleh and Weir, 2007). At the same time, it helps the organization to identify the training need of employees according to their work and develop practical as well as effective training program for them. Then the employees will know the direction of future work and development (Saibou, 2011; George, 2013).
2.3 How important is performance appraisal to organizational performance
According to Mondy and Noe (2008), organizational performance is the achievement related to productivity, market share and level of service delivery. Human resource practice can help the organization to improve its performance and enhance the competitiveness (Bratton and Gold, 2000). Performance appraisal which belongs to human resource practice can be a powerful management tool for an organization to improve individual and organizational performance (Laud, 1984). Effective performance appraisal has been frequently believed to play a major role in connecting employees’ competence to organization performance (Wanjiku and Sakwa, 2013). The final goal of performance appraisal is to improve the organization performance (Denisi and Pritchard, 2006).#p#分页标题#e#
Employees are the determinant of an organization. The whole organizational performances which invest much in systems and innovations consist of the performance of every employee (Wanjiku and Sakwa, 2013). After the right personnel are selected and recruited by the organization, employees must be evaluated and motivated. Only when the employees consider that they are well evaluated, they will work more effectively for the organization (Osmani and Maliqi, 2012). Thus, the effectiveness of the whole enterprise can get improved. Hence, effective performance appraisal system plays an important role to push the high effectiveness. The need of performance appraisal is also discussed by a few researchers (Mullins, 2002; Verbeeten, 2008).
Performance appraisal is a kind of incentive means. In addition, it promotes the competition among employees. Hence, every employee expects to show the best performance to the organization. At last, it motivates not only individuals but also the whole team. Through every employee’s efforts and effective management by managers, the performance of the whole firm can be enhanced. By all kinds of incentives, performance appraisals motivate high performance departments to work hard to improve performance and low performance departments change find out the gaps to ameliorate performance (Smith and Rupp, 2003).
2.4 Context impact on performance appraisal
On the one hand, performance appraisal can bring many benefits to organizational performance. On the other hand, the context in which the organization is also has influences on the implementation of performance appraisal. When a performance appraisal program is implemented, it needs to interact with wider contexts. The contexts are in two crucial categories: internal context which means the organization itself and external context which means the context around the organization (Neely and Gregory et al., 2005).
2.4.1 Internal context or environment
In the conducted survey (Wanjiku and Sakwa, 2013), several organization internal context factors may influence the implementation of performance appraisal, such as organization culture, the relationship between supervisor and employees, office infrastructure, functional structure and others. At first, the performance appraisal system should consider the organization culture. The performance appraisal system of an organization needs to be designed to be suitable for the organization. For example, if the organization culture is not so positive and based on blame, when someone is asked to measure the weakness of the operation, the organization culture encourage people to lie, then the measure cannot function well (Neely and Gregory et al., 2005). The nature of the organization is another factor which has impacts on performance appraisal which means that the organization belongs to public sectors, private sectors or manufacturing sectors. The situations in public sectors and private sectors are different (Budhwar and Boyne, 2004). In private sectors, the productivity and the sales can be directly regarded as the foundation of measurement. However, in public sectors, sometimes the evaluation criteria is not quite clear (Budhwar and Boyne, 2004). Hence, the situations of performance appraisal are different.
2.4.2 External context or environment
Performance appraisal researches have begun to discuss how the social context can affect the performance appraisal (Levy and Williams, 2004). Five main external contexts the organization should pay attention in order to have effective performance appraisal include the social values, the legal or politics system, the economic environment, the technological level and the geographic factors (Murphy and Cleveland, 1999). Some environments affect the performance appraisal more directly (such as the legal system), while others may have indirect influences (for example, the social values). For example, American managers may more emphasize on individual performance, while Japanese managers may put more attention on the ability to work with a group when assessing the performance of the same employee.
3. Case study案例
This section will take Lenovo Group as an example to illustrate the concepts of performance appraisal. Firstly, brief introductions of Lenovo Group and its performance appraisal system will be presented. Then there is an analysis on the performance appraisal. At lase, some issues and challenges which the Group face will be stated.
3.1 Introduction of Lenovo Group
Lenovo Group was established in 1984 which has forty- two thousand employees. It is a huge diversified development technological enterprise in the information and computer industry with innovative and international concepts. Now the whole group consists of Lenovo and previous IBM personal computing division. Since 1996, the sales of its computer stay remain at the first position in Chinese market. In 2013, the computer sales of Lenovo have ranked the first in the world, which makes it become the world’s largest personal computer manufacturer. As the leading enterprise in the computer industry, Lenovo Group takes part in nearly all stages, from developing, producing to sales and after-sale service. The products are reliable, safe and high quality. The Group aims at helping all the customers and partners to be successful. It has two headquarters in the world. One is in Beijing, China and the other one is in New York, USA. The development and expansion of the group has its own reasons. Its innovations and technologies update in a fast pace. The group has excellent research and development team in which the staffs are the high-tech talented persons all over the world to guarantee its innovative speed and products quality. It makes a great contribution to the world’s personal computer technical development (Ming, 2009).
3.2 Performance appraisal system in Lenovo Group
Lenovo Group belongs to knowledge- intensive firms. The performance appraisal system of Lenovo Group combines organizational objectives and performance appraisal. The business goals settled are from the top level and the entity level down to every small working position. Hence the goals and responsibilities are distributed to small ones in order to fit positions. Then effective appraisal and monitoring system are used to reach the efficient operation. After understanding the goals, performance appraisals begin to be implemented. Lenovo Group utilizes many kinds of means to implement performance appraisal.
3.2.1 Regularly check and discuss
The performance appraisal on managers, for example, every manager may regularly write a report on his past performance, self- evaluation and plans for the next period of time. The plans must be discussed with higher managers in order to keep consistent with the whole objectives.
3.2.2 Quantitative evaluation and refinement to individuals
The evaluation system is multi-angle and all-round. The system includes the evaluation of managers to subordinates, the assessment of the same level, from lower levels to higher levels evaluation and departmental interaction evaluation.
The content of performance appraisal on employees can be divided into two aspects. The first one is performance results appraisal which based on the demands and objectives of the organization. The second one is the appraisal of personal behaviors and abilities which reflects the core value and culture of the Lenovo Group.
The performance appraisal system in Lenovo gives evaluations not only on individuals’ performance but on the department performance. Departmental appraisal aims at guiding departments to function according to strategic objectives and motivating departments to complete the work effectively in order to reflect department value. The appraisals of department and employees are conducted once every quarter, while departmental interaction ratings and democratic evaluation are held once a year.
3.3 Analysis of performance appraisal system in Lenovo Group
3.3.1 Performance appraisal and HRM
Human resource management in Lenovo Group is performance-based. Hence the evaluation of employees’ and organizational performance is critical. After appraisal, the enterprise can make subsequent decisions. The result of the appraisal can be utilized adequately in Lenovo Group. The Group adopts appraisal interview. Through the interview, the good performance of employees is affirmed. On the other hand, poor performance can get guidance and suggestions in order to allow the employees to work more effectively and smoothly. After the employees understand the weaknesses of themselves, they can improve the ways of work towards the demands of the organization. At the same time, the results are fair and open to the public. By doing this, the satisfaction of employees increases and the complaint decreases. Human resource management department build database for every employee’s appraisal result and then the department use the records as direct foundation for salary, compensation, reward, position exchange, promotion and dismission. The appraisal results have an incentive function on employees. Besides, according to the results, the managers can manage employees and performance more conveniently. Because Lenovo is a knowledge- intensive enterprise, the knowledge storage of its employees is very important to the research and development of computer technologies and the good quality products. Therefore, the training program in employees’ technical knowledge is essential. The results can provide the basis for staff training.
3.3.2 Performance appraisal and organization performance
Overall, the performance appraisal system of Lenovo Group is complete and quite effective. As the statement in the literature review part, an effective performance appraisal must combine with the strategic objectives of the organization. Lenovo Group functions well in this aspect. The group always connects their appraisal with the strategic goals of the organization and individuals. #p#分页标题#e#
The appraisal system of Lenovo Group includes the assessment of departments. Departments are bigger units of the organization. Sometimes, the organization performance must rely on the teamwork and team performance rather than personal performance. This appraisal method enables the employees better integrated into the team and the organization. Besides, it makes them understand that only when the organization performance improves, their own values can be maximized. Then the employees will connect the personal performance to the team performance. At last, the individuals and departments work together to guarantee the organization performance improvement.
3.3.3 Context and performance appraisal
The main organizational culture or values of Lenovo Group are quite positive. Having a positive organization culture, the organization can easily interact with employees and implement performance appraisal worrying little about the resistance of employees. In addition, China has set many regulations on performance appraisal. All of these regulations have an impact on performance appraisal in China. Any organizations or enterprises which expect to implement performance appraisal must obey the rules in the big context. Besides, Lenovo is an international cooperation. Because IBM was established in USA and Lenovo is a Chinese enterprise, USA and China have different national culture context. American people put emphasis on individuals’ rights, and they are more independent. On the contrary, Chinese people depend on relationships. They have a mindset that they do not want to offend others. Therefore, different cultures will influence the appraisal. Sometimes there is a conflict on national cultural values after they function together. An American manager may focus on individual performance, while a Chinese manager in Lenovo focuses more on the team performance.
3.4 Issues of Lenovo Group performance appraisal system
Two aspects of issues existing in Lenovo Group performance appraisal system are briefly presented in the following part.
3.4.1 All-round appraisal
There are many departments in Lenovo Group. Due to different department functions, one department does not know the business of another department. Sometimes because of the contradiction between two departments, results of the appraisal may have the deviation that lead to inaccurate assessments.
3.4.2 Institutionalized measurement methods
Quantitative assessment has limitations. It is only suitable for easily observed positions. The management positions, for example, are not easy to measure using this method.
4. Conclusion总结
4.1 Summary of the essay
Performance appraisal system is a crucial and core component of human resource management. An effective performance appraisal system can affect other human resource management activities in positive ways. Besides, implementing successful performance appraisal methods will help both the employees and the organization to enhance the performance. On the other side, internal contexts such as organization culture and external contexts such as the social values have influences on the implementation of performance appraisal conversely. This essay analyzes these concepts, taking Lenovo Group as the research target.
4.2 Suggestions
The study and implementation of performance management and appraisal experience not a long history in China. Many management and appraisal methods are brought in from western countries.
Hence, the practice of performance appraisal is not faulty in China (Zhihong, 2010). Although more and more firms including knowledge-intensive enterprises are paying attention to performance management and performance appraisal, there are still issues existing. In order to conduct effective performance appraisal, managers should take innovative measures to make sure real results delivered and improve performance. Therefore, the actions which organizations take are recommended in a few ways. For example, organizations should combine other practices with performance appraisal to reach their strategic goals and performance improvement. Moreover, organizations should provide accurate and clear feedbacks to employees and departments to guide their behaviors and performance. In addition, organizations should consider that cognitive perceptions of employees and supervisors may affect the performance appraisal process effectiveness, and organizations should integrate performance appraisal into whole performance management process. Certainly more suggestions may be given by other researchers (Wanjiku and Sakwa, 2013). In short, utilizing correct performance appraisal system can bring a large number of benefits to both employees and organizations.
References文献
Abu-Doleh, J. and Weir, D. 2007. Dimensions of performance appraisal systems in Jordanian private and public organizations. The international journal of human resource management, 18 (1), pp. 75--84.
Aguinis, H. 2013. Performance management. 3rd ed. Upper Saddle River. N.J.: Pearson Prentice Hall.
Ahmad, R. and Ali, N. A. 2004. Performance appraisal decision in Malaysian public service. International Journal of Public Sector Management, 17 (1), pp. 48--64.
Bratton, J. and Gold, J. 2007. HUMAN RESOURCE MANAGEMENT：Theory and Practice. 4th ed. New York: Palgrave Macmillan
Budhwar, P. S. and Boyne, G. 2004. Human resource management in the Indian public and private sectors: an empirical comparison. The international journal of human resource Management, 15 (2), pp. 346--370.
Denisi, A. S. and Pritchard, R. D. 2006. Performance appraisal, performance management and improving individual performance: A motivational framework. Management and Organization Review, 2 (2), pp. 253--277.
EDWARD E. LAWLER III. 2003. Reward Practices and Performance Management System Effectiveness. Organizational Dynamics, 32(4), pp. 396--404
George, O. 2013. The use Performance Appraisal System in Enhancing Employees’ Performance in a Public Sector Agency in Nigeria.
Laud, R. L. 1984. Performance appraisal and its link to strategic management development. Journal of Management Development, 3 (4), pp. 3--11.
Levy, P. E. and Williams, J. R. 2004. The social context of performance appraisal: A review and framework for the future. Journal of management, 30 (6), pp. 881--905.
Ming, C. 2009. Research on knowledge management of software enterprises---with Lenovo for case study. pp. 291--294.
Mondy, W., and Noe, R. 2008. Human Resource Management. 10th ed. New York: Prentice-Hall.
Mullins, J. L. 2002. Management and Firmal Behaviour. Prentice Hall.
Murphy, K. R. and Cleveland, J. 1999. Understanding performance appraisal. Thousand Oaks, Calif [u.a.]: Sage Publ.
Neely, A., Gregory, M. and Platts, K. 2005. Performance measurement system design: a literature review and research agenda. International Journal of Operations & Production Management, 25 (12), pp. 1228--1263.
Osmani, F. and Maliqi, G. 2012. Performance Management, Its Assessment and Importance. Procedia-Social and Behavioral Sciences, 41 pp. 434--441.
Saibou, H. 2011. Performance Appraisal in the Public Sector in Niger. International Journal of Business and Management, 6 (6), p. 263.
Smith, A. D. and Rupp, W. T. 2003. Knowledge workers: exploring the link among performance rating, pay and motivational aspects. Journal of Knowledge Management, 7 (1), pp. 107--124.
Verbeeten, F. H. 2008. Performance Management Practices in Public Sector Firms Impact on Performance. Accounting, Auditing Accounting, J. 21(3): 427--454.
Wanguri, D. M. 1995. A review, an integration, and a critique of cross-disciplinary research on performance appraisals, evaluations, and feedback: 1980-1990. Journal of Business Communication, 32 (3), pp. 267--293.
Wanjiku, P. and Sakwa, M. 2013. The Link between Performance Appraisal and Firm Performance, International Journal of Academic Research in Business and Social Sciences, pp. 46--56
Weimei, Z. and Feng-E, T. 2012. Analysis of Performance Management in Small and Medium Enterprises. IERI Procedia, 1 pp. 8--12.
Wisniewski, M. and Stewart, D. 2004. Performance Measurement for Stakeholders: The Case of Scottish Local Authorities, International Journal of Public Sector Management, 17(3), pp. 222--233.
Yong, A. 1996. Malaysian Human Resource Management. Kuala Lumpur: Malaysian Institute of Management.
Zhihong, Z. 2010. The Trends of the HRM Development of China in the ERA of Knowledge Economy. pp. 1--4.
|
 |
|||
| 网站地图 |
