某企业绩效管理问题研究(外文翻译)

本科毕业论文（设计）外文翻译题目某企业绩效管理问题研究学院商学院专业人力资源管理班级人力101学号201052115115学生姓名田倩倩指导教师蒋懿外文题目CanPerformanceManagementFosterIntelligentBehavior?外文出处People&Strategy外文作者Nagpal,Gyan1原文一：CanPerformanceManagementFosterIntelligentBehavior?BjarteBogsnesTheworldhaschanged,notjustinincreasinglyfast-changingandunpredictableways,butalsothecompetenceandexpectationsofpeopleinourorganizations.Unfortunately,toofewseemtounderstandoracceptthatthesedevelopmentscallforradicallynewanddifferentwaysofleadingandmanaging.Traditionalmanagementpracticesdonotmakeustheagileorganizationsweneedtobe.Theproblemstartswiththelabel,PerformanceManagementimplying,IfIdon'tmanageyou,therewillbenoperformance.Weneedanewmindset,onethatislessaboutmanagingperformanceandmoreaboutcreatingconditionsforgreatperformancetooccur.Weneedself-regulatingmodels,requiringlessmanagement,butmoreleadershipfromeveryone.Thinkabouttraffic,wherewewantgoodperformanceandasafegoodflow.Trafficauthoritieshavedifferentwaysofmakingthishappen.Thetrafficlightisapopularchoice,butthosemanagingtheprocess(programmers)arenotinthesituation;informationusedintheirprocessisnotfresh,whichisclearasyouwaitinfrontofthatredlight.Theroundaboutisaverydifferentalternative.Thosemanagingarethedriversthemselves.Theinformationusedisrealtime,comingfromownobservations.Whilethatinformationisalsoavailableinfrontofthetrafficlight,driversdonothavetheauthoritytoactonit.Bytheway,thezipperoreverysecondcarthroughisnotarule,butaguidingprinciple.Theroundaboutnormallyismoreefficientthanthetrafficlight,becauseoftwosignificantdifferencesinthedecision-makingprocess,informationandauthority.Athirdelementisalsorequiredfortheroundabouttobemoreefficient:whilethetrafficlightisasimple-rulesbasedsystem,theroundaboutisvalues-based.Avalue-setbasedon,Mefirst,Idon'tcareabouttherest,isnotabigaprobleminfrontoftheredlight,butisaseriousprobleminaroundabout.Here,apositivecommonpurpose2ofwantingasafeandgoodflowiscritical.Driversmustbemoreconsiderate,openaboutownintentionswhiletryingtounderstandtheintentionsofpeers.Insteadofmanagingperformance,trafficauthoritieshavecreatedconditionsforself-managedperformancetooccur.Whatwouldtheimplicationsbefortheloathedperformancereview?TheprinciplesandpracticesdescribedatReturnPatharesensibleandinteresting.Iliketheconceptofhorizontalcommitmentstowardpeers,insteadofverticalcommitmentstohighermanagement.Atthesametime,weneedtobroadenourdefinitionofperformance.Intraditionalperformance,acommitmentistoooftenabouthittingthenumber.Thisistoonarrow.Weneedtoaskquestionssuchas,howarewedoingcomparedtopeers?HowareweusingKPIstoreflectonperformance,orusinghindsightandmanagementassessmenttoverifyresults?Didwereallymovetowardourlonger-termambitions?Howsustainablearetheresults?Lastbutnotleast,therehastoberoomforvaluesifperformancesystemsaretofosterintelligentbehavior;weneedtoask,howwherethoseresultsachieved?AtStatoilourintegratedperformancemanagementapproachlinksambitionstoactions.Ourtargetsreflectabroadsetofambitions,includingpeople,health,safety,environment,operationsandfinancialperformance.Readmoreaboutourmanagementmodelandhowweapplyaholisticandvalues-basedapproachtothisbroaderperformanceagenda.ThewordsofDeeHock,formerGEOofVisa,shouldguidethedesignofourmanagementprocesses,includingourperformancereviews:Simple,clearpurposeandprinciplesgiverisetocomplex,intelligentbehavior.Complexrulesandregulationsgiverisetosimple,stupidbehavior.Whileresearchingmybook.TalentEconomics,Iinterviewedemployeesaboutwhatreallymotivatestoday'sworkforce.Idiscoveredadisconnectbetweentheperformancesupportmyintervieweeswantedversushowmanagersrecountedtheircontributiontotheseconversations.Overthelast20years,theemployeemindsethasevolvedfasterthanhastheartandscienceofmanagement.Nowhereisthisstarkerthanintheareaofperformance3managementpractices,particularlytheannualreview.Inboththedevelopedanddevelopingworld,employeesreportthatthisend-of-yearactivitybreedsstress,anxietyandmistrust.Howironicthataprocessaimedatimprovingorganizationalperformance,isitselfunderperforming!It'stimetorebootourperformancemanagementoperatingsystem,installingtwospecificsystemupdates:l.TheDemocracyupdate.Asmuchaswetrytomaketheperformanceappraisalatwowaydialogue,wecannotrunawayfromthefactthatatitscore,theconversationtodayisoftenatop-downreview.Myresearchshowsthatmany21stcenturyemployeesarerejectingconversationsthatareone-way:inhotjobmarketstoday,managersmustrealizewhoisappraisingwhom.Withotheroffersreadilyavailable,manyemployeesenteraperformancedialogueprivatelyconsideringiftheirmanagerisworthanotheryearoftheircareer.Theperformancemanagementconversationnowreflectsacompany'sEmployeeValueProposition,muchaswelearnintheleadPerspective.TheDemocracyupdatemeansthatmanagersonlygaintherighttogivefeedbackwhentheyfirstgenuinelyseekthesameontheirownperformanceasleaders.Notjustthrough360-degreereviews,butalsothroughauthenticconversationsasking,HowamIperformingasyourmanager?andHowcanIhelpyousucceed?Onlythencantheconversationshiftto,Howyoucanimprove?andThisiswhatyoushouldfocuson.2.TheSuccessmodule.Greaterem