人力资源Essay范文翻译：Structuring individual performance to maximize performance

本文是人力资源专业的Essay范例，题目是“Structuring individual performance to maximize performance（构建个人绩效，使绩效最大化）”，个人绩效由以下因素决定:动机，做工作的愿望;能力，能力，知道如何做工作(认知能力，推理能力，身体能力);工作环境，工具材料和信息做好工作;在一个组织中，激励和期望的水平直接影响组织的活力。只要有做某件事的愿望存在，其业绩输出的量与所锻炼的精力水平成正比。动机是期望、工具、价值和期望的函数，被用作解释工作场所态度和行为的决定因素的工具。换句话说，努力工作，你就会成功。

Individual performance is determined by the following factors:

Motivation, the desire to do the job

Ability, capability, know how to do the job (cognitive ability, reasoning ability, physical ability)

Work environment, tool materials and information to do the job

The energy to perform in an organization is directly influenced by the level of motivation and the expectancy. As long as the desire to do something is present, the mount of performance output is directly proportional with the level of energy exercised. Motivation is a function of expectancy, instrumentality and valance and expectancy, is used as a tool to explain the determinants of workplace attitudes and behavior. In other words try to perform and you will succeed.

Expectancy theory has three underlying concepts:期望理论有三个基本概念:

The Concept of valence refers to anticipated satisfaction. While value represents the actual satisfaction that a person experience from an attained outcome. Potentially a discrepancy can occur between the anticipated satisfaction from an outcome (valence) and the actual satisfaction that it provides (its value). When such disparity occurs, the reward system implemented will lead to loss of the motivational value.

效价的概念是指预期的满足。而价值则代表了一个人从所获得的结果中所获得的实际满足感。潜在的差异可能发生在预期的结果(效价)和它提供的实际满意(价值)之间。当这种差异发生时，实施的奖励制度将导致激励价值的丧失。

Instrumentality represents a person’s belief about the relationship between performing an action and experiencing an outcome. The high performance is most likely to occur when both the valence and instrumentality are perceived high. It is important to understand individual’s motivational behavior by not only identifying his/hers satisfaction expected as a result of attained particular outcome, but also what actually the person thinks that he /she needs to do or not, to achieve the outcome.

Expectancies, representing a link between making an effort an actual performing well. It is more like motivation based on desire and effort.

Expectancy should be accompanied by specific goals setting and type of performance desired in quantitative terms. Goals should be difficult enough, to where the individual motivation will be driven by the values received from a job well done. The concept of self-efficacy is based on the individual ability to complete the task if he/she tried. Self -efficacy can increase by: emphasis on past accomplishments, observation of others, verbal persuasion (appealing to individual self image)

Performance management system used to improve employee development and communication

(McCaffery (2004) explains that a key competent of learning and development support in managing performance is guidance given by line managers to develop the knowledge or skill of their subordinates.

(McCaffery,p139 (2004) believes that ‘performance management is a cyclical process centred on learning and development-not a fixed one-off event…performance management does not just happen, as is often(wrongly) assumed, at an annual event set up for the purpose. Formal appraisal is but a single process. The core foundation of performance management is learning and development.

(McCaffery,p139(2004)认为“绩效管理是一个以学习和发展为中心的循环过程——不是一个固定的一次性事件……绩效管理并不像人们经常(错误地)假设的那样，仅仅发生在为这个目的而设立的年度活动中。”正式的评估只是一个单一的过程。绩效管理的核心基础是学习和发展。

(Armstrong, p246 (2009) believes that performance management has a vital role in an organisation, by ‘specifically helping people to appreciate the need for developing their performance and where and how it should take place,’ and ensuring that people can learn from their experience. Performance management can help people find specific courses on or off the job or by e-learning which will satisfy their learning need. But performance management’s most essential role is the help it gives to the development of a climate for learning- a ‘growth culture’. This process helps people avoid obstacles that can arise when guiding them through work challenges. It ensures that the workers have the resources and time that they need to learn, also that management can advice and support them and give feedback that is vital for them to learn.

(Foot, Cook (2008) comment on the fact that often organizations want to develop by improving performance. They want to meet their strategic objectives, or gain high-performance standards in the organization, and they wish to increase profits for shareholders, develop their market share or provide better services for their customers to avail of.

(Foot, Cook (2008) explain that in order to achieve these ideals, they need to select, recruit, motivates, develop and retain the best people for the job. (Foot, Cook, p277(2008) highlight that ‘learning and development is one of the key aspects in performance management which can help them achieve these things and it is also a key factor in managing talent.’

(Foot, Cook(2008)解释说，为了实现这些理想，他们需要选择、招聘、激励、发展和保留最适合该工作的人。(Foot, Cook, p277(2008)强调“学习和发展是绩效管理的关键方面之一，可以帮助他们实现这些目标，也是管理人才的关键因素。”

Individuals in an organization have the drive to improve their performance in their job, or gain new skills perhaps to get a promotion or pay increase or even move on to a more challenging and fulfilling job. (Foot,Cook(2008) believes individuals can achieve these aims with help from learning and development . Learning and development can help organizations by attracting individuals and can engage their loyalty so the organization benefits by retaining new recruits, this in turns helps the organization to optimize its current and future objectives.

(Foot,Cook (2008) emphasize the fact that learning and development has gain popularity over the past years, as organizations have realized that in order to stay competitive they need to develop and utilize the knowledge of their staff as much as possible, in order to do so they need to focus their activities from training to learning.

(脚,库克(2008)强调学习和发展受欢迎在过去的几年中,随着组织已经意识到,为了保持竞争力,他们需要开发利用员工尽可能多的知识,为此他们需要集中培训学习活动。

(Foot,Cook) continues, by saying, people learn in different ways, some of these ways can be planned others, unplanned. In order for learning to occur organizations have to ensure that they create suitable environments, so that workers can clearly benefit from the learning and knowledge of their workforce.

(Foot,Cook, p278 (2008) reveals that ‘the concept of individualized learning implies that this occurs in all sorts of situations, not just in the more traditional, formal training opportunities.’ Learning and development include mentoring, coaching, job swapping and work shadowing which are less formal and are more learner centered approaches to learning.

(Foot,Cook, p278(2008)揭示:“个性化学习的概念意味着它发生在各种情况下，而不仅仅是在更传统的、正式的培训机会中。”“学习和发展包括指导、辅导、工作交换和工作影子，这些都不太正式，更以学习者为中心的学习方法。

(Wilton, p183 (2013) comments how ‘in human resource development, it is important to highlight the role of learning and development in performance management and in fostering a culture of continuous improvement.’ In a firm, (Wilton(2013) explains that employee development is considered a key mechanism through which organizational performance can be improved. Learning and development provides substantial linkages within the cycle, forming part of both the evaluation or review phrase and the planning phase. (Wilton (2013) emphasizes the fact that learning and development plays a vital role in relation to remedial action to resolve performance problems.

(Wilton, p183(2013)评论如何“在人力资源开发中，强调学习和发展在绩效管理和培养持续改进文化中的作用是重要的。”在企业中，(Wilton(2013)解释说，员工发展被认为是提高组织绩效的关键机制。学习和发展在周期内提供了实质性的联系，构成评价或审查阶段和规划阶段的一部分。(Wilton(2013)强调学习和发展在解决绩效问题的补救行动中起着至关重要的作用。

Effectiveness of linking performance to financial reward

In many organizations the HR function and the business will attempt to align individual performance to a “bell curve” of anticipated or actual required performance ratings. This approach is often positioned as being necessary to reward the highest individual performers appropriately, or to justify how the actual business and individual employee performance compares to other high performing organizations (or both).

However, when attempting to manage performance distribution across the organization the HR function is often faced with some pretty difficult questions and issues, such as, “How can we have so many high performance ratings when we aren’t achieving our organizational performance goals? Why are we paying our best performers pretty much the same as our worst performers? Are we rewarding the right people?”

然而，当试图管理整个组织的绩效分配时，人力资源职能经常面临一些相当困难的问题和问题，例如，“当我们没有实现我们的组织绩效目标时，我们怎么能有这么多的高绩效评级?”为什么我们付给表现最好的员工和表现最差的员工差不多的薪水?我们奖励的人对吗?

What is actually happening in many organizations is that they believe they are paying for one thing (performance) when in actual fact they are paying for something else.

For example, reward for promotion often exceeds annual pay increases for performance within any given level, no matter how much the employee has contributed. Therefore, employees have a much greater incentive to try to get promoted than to stay put and do an outstanding job. This issue can be exacerbated by the use of broad band’s (grades) and salary ranges; all too often, organizations implement a new approach to pay without considering how to communicate to their employees the principles of progression within a salary range.

例如，在任何给定的水平内，晋升的奖励往往超过业绩的年度加薪，无论员工贡献了多少。因此，员工有更大的动力去争取升职，而不是呆在原地做一份出色的工作。使用宽频(职等)和薪金范围可使这一问题恶化;很多时候，组织实施一种新的支付方式，而不考虑如何与员工沟通在一个工资范围内的晋升原则。

If we take another example, you may work in an organization which is results-oriented, and management is only interested in financial measures such as profit or revenue. Financial rewards are probably used as the major motivator for staff, as we have seen within the financial services sector. However, this approach may not be the right one for employees who are not motivated by financial reward and are perhaps already highly committed to the goals of the organization. In this situation, non-monetary rewards may be the way to go.

For smaller organizations where promotion opportunities are limited, the opportunities for employees to reap financial rewards for moving up and for performing well are also limited. Linking performance and reward effectively relies on a good understanding of your organizational context, and the mix of employee motivating factors.

对于晋升机会有限的小型组织来说，员工因为晋升和表现良好而获得经济回报的机会也很有限。将绩效和奖励有效地联系起来取决于对组织环境的良好理解，以及对员工激励因素的混合。

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