员工本位的绩效管理研究
摘要
绩效管理是各类组织包括国有商业银行人力资源管理的一个重要课题。本文的研究表明,绩效是员工个体与工作相关的行为及其结果。绩效管理实质上是以员工为本的管理,即员工本位的绩效管理,是一个将员工个体的绩效与组织的战略目标紧密相连,并采取各种有效措施来促进绩效不断提升的持续进程。在这个进程中,员工的积极参与、员工个体的充分发展、对员工绩效表现的有效控制以及员工绩效管理的其他利害相关方作用的充分发挥,将贯穿于始终,从而构成一个员工本位的绩效管理系统。员工本位绩效管理的理念和实践对于国有商业银行的员工绩效管理有着重要的借鉴价值。
During these years,performance-related activities have been kinds of fashion in the management practice. Various kinds of organizations including state-owned commercial banks in China are carrying out performance-related activities about employee management with pretty high passion now. The goal of this article is to establish a theory framework for the employee-oriented performance management (PM) so that we can enhance the foundation of the employee PM theory for state-owned commercial banks, and can provide a useful route choice for their future development.
The core arguments of this dissertation are as followed. Employee performance is defined as job-related behaviors or the results of those behaviors. Substantially, PM should be a kind of employee-oriented management activity. The fundamental theoretical framework of employee-oriented PM consists of four mechanisms that run through the whole process of PM practice. They are the closer ties between the individual development and the PM, active participant in the whole process of PM from the employees, effective monitoring and control of work behavior and results, full play of the stake-holders in PM. These mechanisms can provide a key route choice for state-owned commercial banks to implement the employee-oriented PM in China.
The dissertation is divided into three chapters except the preface and the conclusion.
The Preface: The original impulsion to discuss this subject is aroused by the profound understanding of the employee PM in state-owned commercial banks in China. Because of intensive competition and some historical factors, state-owned commercial banks are facing many difficulties and challenges in employee PM. Compared with the mature and developed studies on PM in western countries, the domestic studies on this subject are still focusing on some reviewing activities. Therefore, it will make sense, that not only to generate or refine the advanced theories and successful practice from the west, but also to apply them to our state-owned commercial banks.
Chapter 1: we can establish a strong correlation between performance and employee individuals through the analysis of the content and its determinants of performance, so that a theoretical foundation to bring forward the theory of employee-oriented PM can be built. And then, we can constitute a systematical model for employee-oriented PM. The individual actions are the importance reasons of the work consequences and production, while the work results or the production are some of the effective ways to evaluate the employees’actions. From the perspective of PM, employee performance should be defined as: job-related behaviors or the results of those behaviors. We should focus on the employee individual because of the content and determinants of performance. The PM we talk about is a kind of employee-oriented PM in essence, and is a continuing process which establishes a tight connection between the individual performance and the target of the organization, and also is a continuing process in which people take all kinds of effective measures to promote the performance. In this process, active participant from employees, the full development of individuals, effective monitoring and control of work behavior and results, full play of the stake-holders, these mechanisms working in the whole process can constitute a employee-oriented PM system.
Chapter 2: The writer emphasizes the necessity to enforce the employee-oriented PM in state-owned commercial banks trough the analysis on the realities, problems and challenges of employee PM in the state-owned commercial banks. Some sub-branches of state-owned commercial banks tried to carry out PM, at the same time, many branches are carrying out performance review and deciding salaries by the results of the review. As a whole, PM in these banks is still on the primary stage: employees are not the core, PM fails to adapt with other functional blocks of HRM system; and normally PM is replaced by performance evaluation. With the development of management practice and the reform of the state-owned commercial banks, the organizing frameworks and working features changing, employee management becoming more and more complicated, deeply affected by the new technology, employee PM has to face these challenges that never met before. We can learn many from western theories and practice.
Chapter 3: The author elaborates the theory and practice of employee-oriented PM and its reference value for state-owned commercial banks by emphasizing on active participant from employees, the full development of individuals, effective monitoring and control of work behavior and results, full play of the stake-holders, so as to clarify the probability of state-owned commercial banks to carry out employee-oriented PM.
3.1 The employee development mainly means the improvement of employees’performance and the promotion of employees’competences. To develop and implement an employee development plan is an important way. The integral goals of the employee development plan are to encourage continuing study, promote performance and develop individuals. The employee development should run through the whole performance periodic. Thinking of the weak foundation of employee PM in state-owned commercial banks, they can take the way to design and enforce the employee development plan tightly followed the employee performance evaluation. 360-degree feedback can promote employees’performance; improve the employees’development by collecting information from different aspects. With the progress of technology, the E-360 degree feedback greatly improves the development of employee-oriented PM in practice.360-degree feedback should be localized in state-owned commercial banks. Coaching and mentoring are some activities of guidance, stimulation and reward for employees, which are always looked as useful tools to promote employee performance. To carry out coaching and mentoring, the state-owned commercial banks are facing a challenge of knowledge-sharing. As a fundamental job, the state-owned commercial banks should try to establish a formal coaching system, which can give a strong support to archive the goal of the banks.
3.2 Employee participation guarantees the employee-oriented PM system to work well. The aim of encouraging the employees to participate into the PM system is to help them to accept the system, so that they can understand the organization goals well. Employees may join in the whole running process of PM system through ascertaining the performance goals, self-evaluation, selecting evaluators, and so forth. The establishment of performance evaluation rescue system which can make the PM system acceptable for employees is a kind of institutional and preventive participant arrangement. Because contextual performance itself is a voluntarily participant action, the management of contextual performance should be enhanced. The state-owned commercial banks should encourage employees to participate. Doing so, not only institutions which are supported by the higher management levers are needed, but also an enterprise culture atmosphere in which employees would like to participate should be built. Of cause, the necessary training for employees and managers can not be forgotten too.
3.3 Performance monitoring is very important to promote the employee performance level and to enhance the whole organization’s performance in further. Plan and control are the two sides of one thing. The more definite and complete the performance plan is, the better results of employee performance monitoring you have. Performance plan should focus on working results of employees’, performance actions and individual development plan. Feedback is the key way for managers to correct bad performance and encourage good performance by collecting employees’former action information. In this sense, the negative feedback is equally important.“Computer Performance Monitoring”is a helpful vehicle for employee performance supervising. It can obviously increase the objectivity of performance evaluation. Using it, managers can give performance response based on more objective employee performance information. In the monitoring of bad performance, we must find reasons from the abilities and motives of employees’, and we should pay attention to adjust the working conditions for employees. State-owned commercial banks should give necessary supports for monitoring actions of managers on all levels. The biggest challenge for the performance monitoring of team members is the co-operational game-actions between the team members, the team and its members. So, the managers in state-owned commercial banks should establish a strict restrictive system, take effective encouragement system, and make sure that the PM system is definitely. If the banks want to promote the general performance level, they have to take some measures to increase the satisfaction level of employee, and encourage employees to present, strengthen the organizational commitment actions.
3.4 The active and effective participation from stake-holders of employee PM system could give important and positive effects to the full development of employees, as well as the employee participation, employee performance supervision. Line managers are not only the supervisors but also the coaches and mentors of employees. Besides the application of the PM results, HR men take the role of makers, consulters, supporters, organizers and supervisors of PM activities. Because of the complexity of the modern job positions, multi-evaluations appeared or so called 360°feed-back. Besides the problems caused by the evaluation system and the concrete evaluation tools themselves, the deviation of performance evaluation are attributed mainly to the perception bias and political actions of evaluators. In state-owned commercial banks, some effective measures are badly needed to be taken to avoid evaluation deviation. They should change the idea of evaluators, enhance the training for evaluators, and pay attention to reduce the negative effects of political actions.
Ending paragraph: The presence of employee PM is based on the conclusions made by basic HRM theories, on the generalization of the advanced theories and successful practice in the western countries, and on the practical choices for the realities and challenges faced by the state-owned commercial banks. To make it an available way for the banks, we should study on more useful concrete methods and tools which can fit the situations of employee management in state-owned commercial banks, and follow the newest theoretical and practical achievements, so that we could give strong support to the employee performance management practice in state-owned commercial banks.
During these years,performance-related activities have been kinds of fashion in the management practice. Various kinds of organizations including state-owned commercial banks in China are carrying out performance-related activities about employee management with pretty high passion now. The goal of this article is to establish a theory framework for the employee-oriented performance management (PM) so that we can enhance the foundation of the employee PM theory for state-owned commercial banks, and can provide a useful route choice for their future development.
The core arguments of this dissertation are as followed. Employee performance is defined as job-related behaviors or the results of those behaviors. Substantially, PM should be a kind of employee-oriented management activity. The fundamental theoretical framework of employee-oriented PM consists of four mechanisms that run through the whole process of PM practice. They are the closer ties between the individual development and the PM, active participant in the whole process of PM from the employees, effective monitoring and control of work behavior and results, full play of the stake-holders in PM. These mechanisms can provide a key route choice for state-owned commercial banks to implement the employee-oriented PM in China.
The dissertation is divided into three chapters except the preface and the conclusion.
The Preface: The original impulsion to discuss this subject is aroused by the profound understanding of the employee PM in state-owned commercial banks in China. Because of intensive competition and some historical factors, state-owned commercial banks are facing many difficulties and challenges in employee PM. Compared with the mature and developed studies on PM in western countries, the domestic studies on this subject are still focusing on some reviewing activities. Therefore, it will make sense, that not only to generate or refine the advanced theories and successful practice from the west, but also to apply them to our state-owned commercial banks.
Chapter 1: we can establish a strong correlation between performance and employee individuals through the analysis of the content and its determinants of performance, so that a theoretical foundation to bring forward the theory of employee-oriented PM can be built. And then, we can constitute a systematical model for employee-oriented PM. The individual actions are the importance reasons of the work consequences and production, while the work results or the production are some of the effective ways to evaluate the employees’actions. From the perspective of PM, employee performance should be defined as: job-related behaviors or the results of those behaviors. We should focus on the employee individual because of the content and determinants of performance. The PM we talk about is a kind of employee-oriented PM in essence, and is a continuing process which establishes a tight connection between the individual performance and the target of the organization, and also is a continuing process in which people take all kinds of effective measures to promote the performance. In this process, active participant from employees, the full development of individuals, effective monitoring and control of work behavior and results, full play of the stake-holders, these mechanisms working in the whole process can constitute a employee-oriented PM system.
Chapter 2: The writer emphasizes the necessity to enforce the employee-oriented PM in state-owned commercial banks trough the analysis on the realities, problems and challenges of employee PM in the state-owned commercial banks. Some sub-branches of state-owned commercial banks tried to carry out PM, at the same time, many branches are carrying out performance review and deciding salaries by the results of the review. As a whole, PM in these banks is still on the primary stage: employees are not the core, PM fails to adapt with other functional blocks of HRM system; and normally PM is replaced by performance evaluation. With the development of management practice and the reform of the state-owned commercial banks, the organizing frameworks and working features changing, employee management becoming more and more complicated, deeply affected by the new technology, employee PM has to face these challenges that never met before. We can learn many from western theories and practice.
Chapter 3: The author elaborates the theory and practice of employee-oriented PM and its reference value for state-owned commercial banks by emphasizing on active participant from employees, the full development of individuals, effective monitoring and control of work behavior and results, full play of the stake-holders, so as to clarify the probability of state-owned commercial banks to carry out employee-oriented PM.
3.1 The employee development mainly means the improvement of employees’performance and the promotion of employees’competences. To develop and implement an employee development plan is an important way. The integral goals of the employee development plan are to encourage continuing study, promote performance and develop individuals. The employee development should run through the whole performance periodic. Thinking of the weak foundation of employee PM in state-owned commercial banks, they can take the way to design and enforce the employee development plan tightly followed the employee performance evaluation. 360-degree feedback can promote employees’performance; improve the employees’development by collecting information from different aspects. With the progress of technology, the E-360 degree feedback greatly improves the development of employee-oriented PM in practice.360-degree feedback should be localized in state-owned commercial banks. Coaching and mentoring are some activities of guidance, stimulation and reward for employees, which are always looked as useful tools to promote employee performance. To carry out coaching and mentoring, the state-owned commercial banks are facing a challenge of knowledge-sharing. As a fundamental job, the state-owned commercial banks should try to establish a formal coaching system, which can give a strong support to archive the goal of the banks.
3.2 Employee participation guarantees the employee-oriented PM system to work well. The aim of encouraging the employees to participate into the PM system is to help them to accept the system, so that they can understand the organization goals well. Employees may join in the whole running process of PM system through ascertaining the performance goals, self-evaluation, selecting evaluators, and so forth. The establishment of performance evaluation rescue system which can make the PM system acceptable for employees is a kind of institutional and preventive participant arrangement. Because contextual performance itself is a voluntarily participant action, the management of contextual performance should be enhanced. The state-owned commercial banks should encourage employees to participate. Doing so, not only institutions which are supported by the higher management levers are needed, but also an enterprise culture atmosphere in which employees would like to participate should be built. Of cause, the necessary training for employees and managers can not be forgotten too.
3.3 Performance monitoring is very important to promote the employee performance level and to enhance the whole organization’s performance in further. Plan and control are the two sides of one thing. The more definite and complete the performance plan is, the better results of employee performance monitoring you have. Performance plan should focus on working results of employees’, performance actions and individual development plan. Feedback is the key way for managers to correct bad performance and encourage good performance by collecting employees’former action information. In this sense, the negative feedback is equally important.“Computer Performance Monitoring”is a helpful vehicle for employee performance supervising. It can obviously increase the objectivity of performance evaluation. Using it, managers can give performance response based on more objective employee performance information. In the monitoring of bad performance, we must find reasons from the abilities and motives of employees’, and we should pay attention to adjust the working conditions for employees. State-owned commercial banks should give necessary supports for monitoring actions of managers on all levels. The biggest challenge for the performance monitoring of team members is the co-operational game-actions between the team members, the team and its members. So, the managers in state-owned commercial banks should establish a strict restrictive system, take effective encouragement system, and make sure that the PM system is definitely. If the banks want to promote the general performance level, they have to take some measures to increase the satisfaction level of employee, and encourage employees to present, strengthen the organizational commitment actions.
3.4 The active and effective participation from stake-holders of employee PM system could give important and positive effects to the full development of employees, as well as the employee participation, employee performance supervision. Line managers are not only the supervisors but also the coaches and mentors of employees. Besides the application of the PM results, HR men take the role of makers, consulters, supporters, organizers and supervisors of PM activities. Because of the complexity of the modern job positions, multi-evaluations appeared or so called 360°feed-back. Besides the problems caused by the evaluation system and the concrete evaluation tools themselves, the deviation of performance evaluation are attributed mainly to the perception bias and political actions of evaluators. In state-owned commercial banks, some effective measures are badly needed to be taken to avoid evaluation deviation. They should change the idea of evaluators, enhance the training for evaluators, and pay attention to reduce the negative effects of political actions.
Ending paragraph: The presence of employee PM is based on the conclusions made by basic HRM theories, on the generalization of the advanced theories and successful practice in the western countries, and on the practical choices for the realities and challenges faced by the state-owned commercial banks. To make it an available way for the banks, we should study on more useful concrete methods and tools which can fit the situations of employee management in state-owned commercial banks, and follow the newest theoretical and practical achievements, so that we could give strong support to the employee performance management practice in state-owned commercial banks.
引文
① United States General Accounting Office, “Results-Oriented Cultures”, April 1, 2003, 2.
① 某国有商业银行:《加强员工队伍建设研究报告》,2004 年(内部资料),第 5 页。
① Cross, Kelvin F., Lynch, Richard L.,“For Good Measure” [J], CMA, Apr.1992. Vol. 66, Iss.3:20-23.
② www.npr.gov/library/reports/it.html.
③ http://govinfo.library.unt.edu/npr/library/nprrpt/annrpt/redtpe93/
① 蔡立辉:《西方国家政府绩效评估的理念及其启示》,载于《清华大学学报》(哲学社会科学版)2003 年第 1 期第 18 卷,第 79 页。
② [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 14 页。
①李建丽:《浅析 EVA 与 BSC 的融合》,载于《财会月刊》2006 年第 8 期,第 69-70 页。
②王化成,刘俊勇:《企业绩效评价模式研究—兼论中国企业业绩评价模式选择》,载于《管理世界》,2004 第 4 期,第 82-91 页。
③陈共荣,曾峻:《企业绩效评价主体的研究及其对绩效评价的影响》,载于《会计研究》,2005 年第 4 期,第 65-68 页。
④王忠:《我国企业绩效评价指标体系构成研究》,载于《北京工商大学学报》(社会科学版),2005年第 4 期,第 35-37 页。
⑤http://www.snzg.cn/article/show.php?itemid-1652/page-1.html
⑥蔡立辉:《西方国家政府绩效评估的理念及其启示》,载于《清华大学学报》(哲学社会科学版),2003 年第 1 期第 18 卷,第 76-84 页。
⑦ 朱火弟,蒲勇健:《政府绩效评估研究》,来源于国务院发展研究中心信息网(http://www.drcnet.com.cn/)。
⑧ 张小玲:《国外政府绩效评估方法比较研究》,载于《软科学》,2005 年第 5 期。
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 29 页。
② Ainsworth M. and Smith N. “Making it Happen: Managing Performance at Work”, Sydney: Prentice Hall. 1993.
① Richard S Williams,: “Performance Management”, International Thomson Business Press, 1998, 13.
② Richard S Williams,: “Performance Management”, International Thomson Business Press, 1998, 13.
③ Richard S Williams,: “Performance Management”, International Thomson Business Press, 1998, 13.
④ Michael Armstrong and Angela Baronl: “Performance Management”, London, The Cromwell Press, 1998,p15.
⑤ McCloy, R. A., Campbell, J. P., & Cudeck, R.: “A confirmatory test of a model f performance determinants”, Journal of Applied Psychology, 79, 1994, p493-505.
⑥ Borman WC, Motowidlo SJ. : “Expanding the criterion domain to include elements of contextual performance”, San Francisco, Jossey-Bass, 1993, 71-98.
⑦ Michelle Brown and John Benson: “Rated to exhaustion? Reaction to performance appraisal processes”, Industrial Relations Journal 34:12003.67-80.
⑧ Pan S. Kim: “Strengthening the Pay-Performance Link in Government: A Case Study of Korea”, Public Personnel Management Volume 31 No. 4 winter 2002. 447-463.
① GAO: “Performance Appraisal System for Band Ⅰ,Ⅱ,and Ⅲ Employees”, GAO, December 1999.
② Jeffrey S. Kane: “Stability of Rater Leniency: Three Studies”, Academy of Management Journal, Vol. 38, No. 4.1036-1051.
③ Hiromichi Shibata: “Wage and Performance Appraisal Systems in Flux: A Japan-United States Comparison”, Industrial Relations, Vol.41, No.4(October 2002).629-652.
④ Robert D. Costigan: “An Examination of the Relationship of a Western Performance-Management Process to Key Workplace Behaviors in Transition Economies”, Canadian Journal of Administrative Sciences, 2005,255-267.
①[美]哈罗德?孔茨,海因茨?韦里克:《管理学》(第九版)(中译本),经济科学出版社,1995 年,第 11 页。
② Michael Armstrong and Angela Baronl: “Performance Management”, London, The Cromwell Press, 1998,p15.
① Peter M. Glendinning, “Performance Management: Pariah or Messiah”, Public Personnel Management, Volume 31 No. 2 summer 2002, 161-177.
②《管子·立政》。
③《商君书·靳令》。
④《商君书·去强》,“强国知十三数,竞内仓口之数,壮男壮女之数,老弱之数,官士之数,以言说取食者之数,利民之数,马、牛、刍、菜之数,欲强国,不知国十三数,地虽利,民虽众,国愈弱至削。”
⑤《唐六典·尚书吏部》,四善是:“一曰德义有闻,二曰清慎明著,三曰公平可称,四曰恪勤匪懈。”这四善,是对一切官吏的共同要求。至于二十七最,则是把所有官吏总分为二十七类,每一类提出一个具体要求来。
⑥ “四格”是才(能力)、守(操守品德)、政(政绩)、年(年资)。“才”分长、平、短, “守”分廉、平、贪, “政”分勤、平、怠,年分青、中、老。详见王惠岩,张创新:《中国政治制度史》(上),吉林大学出版社,1989 年 11 月,第 426 页。
① 杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年 11 月,第 66 页。
② [美]拉姆勒,布拉奇:《绩效改进:消除管理组织图中的空白地带》(中译本),机械工业出版社,2005 年 1 月,第 15 页。
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 76 页。
② 参见[英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 76-79 页。
③ [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 26 页。
① Deanne N. den Hartog, Paul Boselie and Jaap Paauwe,“Performance management: A Model and Research Agenda”, Applied Psychology: An International Review, 2004,53(4), 556-569.
② Deanne N. den Hartog, Paul Boselie and Jaap Paauwe,“Performance management: A Model and Research Agenda”, Applied Psychology: An International Review, 2004,53(4), 556-569.
③ Sheila Vaughan, “Performance: self as the principal evaluator”, Human Resource Development International, 6:3(September 2003), 371-385.
① [英]黑尔,惠特拉姆:《高效:世界知名企业提升绩效的整体方案》(中译本),人民邮电出版社,2004 年 6 月,第 18 页。
② Bernardin, H. j., Hagan, C., &Kane, J. S, “The effects of a 360-degree appraisal system on managerial performance: No matter how cynical I get I can’t keep up. Symposium conducted at the Tenth Annual Conference of the Society for Industrial and Organizational Psychology, Orlando, 1995.
① Murphy, K. R., & Shiarella, A. H.,“Implications of the multidimensional nature of job performance for the validity of selection tests: Multivariate frameworks for studying test validity”, Personnel Psychology, 1997,50,823-854.
② Campbell, D. J., Campbell, K. M.,& Chia, H., B., “Merit pay, performance appraisal, and individual motivation: An analysis and alternative”, Human Resource Management,1998,37,131-146.
③ [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 121-122页。
① Borman, W. C., Penner, L., A., Allen, T. D., & Motowildo, S., “Personality predictors of citizenship performance.”, International Journal of Selection and Assessment, 2001,9, 52-69.
② Borman, W. C. : “The concept of organizational citizenship”, Current Directions in Psychological Science, 13, 2004, 238-241.
① 卢盛忠:《管理心理学》(第四版),浙江教育出版社,2006 年 7 月,第 139 页。
② D. Jones, “Firms Spend Billions to Fire Up Workers-With Little Luck,” USA Today, May 10, 2001,1A.
③ Sara L. Rynes, Barry Gerhart, Laura Parks, “Personnel Psychology: Performance Evaluation and Pay for Performance”, Annu. Rev. Psychol. 2005.56:571-600.
④ Charles D. Pringle, Melvin Blumberg, “What Really Determines Job Performance?”, Sam Advanced Management Journal, Autumn 1986,9-12.
① Pan S. Kim, “Strengthening the Pay-Performance Link in Government: A Case Study of Korea”, Public Personnel Management, Volume 31 No.4 Winter 2002. 447-463.
② Herman Aguinis: “Performance Management”, Pearson Education, Inc., 2006, 77.
③ United States General Accounting Office, “Results-oriented Cultures”, August 2002, 14.
①卢盛忠:《管理心理学》(第四版),浙江教育出版社,2006 年 7 月,第 168 页。
① Deanne N. den Hartog, Paul Boselie and Jaap Paauwe, “Performance Management: A Model and Research Agenda”, Applied Psychology: An International Review, 2004, 53(4), 558.
① Boselie, P., Paauwe, J., &Jansen, P., “Human resource management and performance Lessons from the Netherlands.” The International Journal of Human Resource Management, 12, 2001, 1107-1125.
② Herman Aguinis, “Performance Management”, Pearson Education, Inc., 2006,19.
① Richard S Williams, “Performance Management”, International Thomson Business Press, 1998, 13.
② Richard S Williams, “Performance Management”, International Thomson Business Press, 1998, 17.
① 杜映梅:《绩效管理》,对外经济贸易大学出版社,2003 年 9 月,第 28 页。
② Wachovia, “Performance Management and Compensation at Wachovia”, July, 2006.
③ PDCA 循环又叫戴明环,是美国质量管理专家戴明博士首先提出的,它是全面质量管理所应遵循的科学程序。PDCA 是英语单词 Plan(计划)、Do(执行)、Check(检查)和 Action(处理)的第一个字母,PDCA 循环就是按照这样的顺序进行质量管理,并且循环不止地进行下去的科学程序。参见中国管理咨询网:http://www.chinamcn.com/zsk/glgj/zhil003.htm。
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年 8 月,第 46 页。
① 参见中国农业银行,Hewitt Associates: 《中国农业银行广东省分行本部绩效管理手册》,2005年(内部资料)。
② 参见中国银行:《中国银行深圳市分行员工绩效管理工作指引》,2005 年(内部资料)。
① 参见中国农业银行:《浙江省分行绩效管理办法》(征求意见稿),2004 年(内部资料)。
②参见中共中央组织部、国务院国资委党委《关于印发《关于在国有企业开展“四好”领导班子创建活动的意见》的通知》(组通字[2005]17 号),2005 年 4 月 11 日,其中明确规定,“中央管理的金融机构可参照执行”。
③ 参见中国建设银行:《中国建设银行一级分行负责人年度考核办法》,2006 年(内部资料)。
① 这里主要指“德、能、勤、廉”等个体特征,与“人格特质理论”中的特质有所区别。下同。
② 参见中国农业银行:《总行机关年度考核民主测评表》,2006 年(内部资料)。
③ 参见中国银行:《广东省分行 2003 年度本部处级干部工作目标考核办法》,2003 年(内部资料)。
① 参见中国工商银行:《镇江市分行 2006 年支行员工绩效工资考核办法》,2006 年(内部资料)。
② 参见中国银行:《福建省分行营业部“综合柜员制”日常绩效考核办法》,2005 年(内部资料)。
③ 参见中国银行:《上海市分行公司业务客户经理业绩计分办法(试行)》,2004 年(内部资料)。
④参见:《中华人民共和国公务员法》(2005 年 4 月 27 日第十届全国人民代表大会常务委员会第十五次会议通过),第三十七条。
① 参见中国农业银行:《广东省分行本部绩效管理暂行办法(修订稿)》,2005 年(内部资料)。
② 参见中国银行:《福建省分行员工绩效考核实施细则》,2004 年(内部资料)。
③ 参见中国银行:《上海市分行公司业务客户经理业绩计分办法(试行)》,2004 年(内部资料)。
① 孙晓燕:《绩效管理再认识》,载于《科技与管理》,2006 年第 1 期,第 137 页。
① [美]西奥多·W·舒尔茨:《论人力资本投资》(中译本),北京经济学院出版社,1992 年,第 92页。
② [英]阿尔弗雷德·马歇尔:《经济学原理(下卷)》(中译本),商务印书馆,1981 年,第 232 页。
① 中国经济网:《“末位淘汰”制起争议,是否侵犯劳动者权利》,见http://www.ce.cn/xwzx/gnsz/gdxw/200610/23/t20061023_9088309_1.shtm1。
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年,第 72 页。
① 参见某国有商业银行:《总行机关年度考核民主测评表》,2006 年(内部资料)。
② 参见某国有商业银行:《上海市分行公司业务客户经理业绩计分办法(试行)》,2003 年(内部资料),当年其每分计值绩效工资 18 元。
① Kingdee 产品管理部:《绩效管理业务知识》,2005 年 9 月。
② [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 30 页。
① [日]天外伺朗:《绩效主义毁了索尼》(中译文),载于《参考消息》,2007 年 1 月 4 日第 4 版。
① Tom Coens and Mary Jenkins, “Abolishing performance appraisals: why they backfire and what to do instead”, Berrett-Koehler Publishers, Inc. 2000, 77.
① HRnext.com, “More HR Being Outsourced,” HR Daily News, March 1, 2002.
② E. Zimmerman, “B of A and Big-Time Outsourcing,” Workforce, April 2001, 50-54.
③ [美]埃里根,普莱克斯:《变革的绩效评估:员工安置、激励与发展》(中译本),中国轻工业出版社,2004 年,第 6 页。
①知识员工是指那些拥有关于顾客、流程、专业等方面的专门知识,并以此为组织做出贡献的员工。参见 Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright:“Fundamentals of Human Resource Management”, McGraw-Hill/Irwin, 2004, 39.
② Conseco website, June 2001, www.conseco.com.
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 10 页。
② Adrian Furnham, “Performance management systems”, European Business journal 2004, 84.
① Janice S. Miller, “High Tech and High Performance: Managing Appraisal in the Information Age”, Journal of Labor Research, Volume XXIV Number 3, Summer 2003, 409-424.
① 银监会:《商业银行操作风险管理指引》,第一章,第三条。2007 年 6 月。详见http://www.cbrc.gov.cn/chinese/home/jsp/index.jsp
①http://www.icbc.com.cn/download/nb/2006/2006niannianbao.pdf。
②http://www.bank-of-china.com/cms/uploadFiles/BOC%20A%20Share%20Chi%20(as%20printed)%202404.pdf。
③http://www.ccb.com/portal/uploadFiles/2006%C4%EA%B6%C8%B1%A8%B8%E6.1177728222687.pdf。
④ 中国农业银行:《劳动人事统计年鉴》(2005 年),内部资料。
①某国有商业银行:《加强员工队伍建设研究报告》(内部资料)，2 004年。
① 李德志:《当代中国公共部门人力资源管理与开发》,科学出版社,2004 年版,第 261 页。
② 指美国第二次世界大战后的“4664”现象--从 1946 年至 1964 年,这 18 年间婴儿潮人口高达 7800万人。
③ X 一代指在 1965 年和 1977 年之间出生的青年成人。Y 一代也称千年一代指那些出生在 1980 年和2000 年之间的人们。
④ 此数字是在实地拜访美国西部部分商业银行时,由其人力资源部门工作人员提供的。
① 中共中央宣传部理论局组织编写:《科学发展观读本》,二、以人为本是核心。学习出版社,2006年,第 9 页。
① Eugene Mckenna, Nic Beech, “Human Resource Management” (影印版),中国人民大学出版社,Prentice Hall 出版公司,1997 年,第 116-127 页。
① Mark D. Cannon and Robert Witherspoon, “Actionable feedback: Unlocking the power of learning and performance improvement”, Academy of Management Executive, 2005, Vol. 19. No. 2. 121.
① 参见:http://www.bankofny.com/htmlpages/index.htm; https://www.bankofamerica.com/index.jsp; https://www.wellsfargo.com/ ;https://www.key.com/index.html。
② Wachovia, “Performance Management and Compensation at Wachovia”, July, 2006.
① 参见:http://www.bankofny.com/htmlpages/index.htm。
① Reyna, “A frame-work for individual management development in the public sector”, Public Personnel Management, 24, 1995, 53-65.
② Tyler, K, “One bad apple: Before the whole bunch spoils, train managers to deal with poor performance”, HR Magazine, 49(12), 2004, 77-86.
① United States General Accounting Office, “Performance Appraisal System for Administrative Professional and Support Staff”, December 1999.
① http://hr.tamu.edu/ed/suggest.pdf.
① Raymond A. Noe, “Fundamentals of Human Resource Management”, McGraw-Hill/Irwin, 2004, 276.
① 参见:http://www.bankofastoria.com/
② Gerard H. Seijts, Gary P. Latham, “Learning goals or performance goals: Is it the journey or the destination?” Ivey Business Journal, May/June 2006, 1-6.
③ Locke, E.A., “Goal-setting theory and its applications to the world of business”, Academy of Management Executive, 18, 2004, 124-125.
④ Wachovia, “Performance Management and Compensation at Wachovia”, July, 2006.
① Jai Ghorpade, “Managing five paradoxes of 360-degree feedback”, Academy of Management Executive, 2000. Vol. 14. No.1. 140.
① 孙健:《360 度绩效考评》,企业管理出版社,2003 年,第 32-33 页。
② Toegel, G., & Conger, J.A. “360-Degree assessment: Time for reinvention”. Academy of Management Learning & Education, 2, 2003. 297.
① Brutus, S., London, M., & Martineau, J. “The impact of 360-degree feedback on planning for career development”, Journal of Management Development, 18, 1999, 676-693.
② 吴春波:《360 度考核:美丽的陷阱》,见http://info.tjkx.com/News/00001346EB/2006-10-23/59758910D8.htm1。
① 在国外,由咨询顾问公司提供的 E-360 度反馈系统有很多,绝大多数这样的系统都提供在线评估反馈,并提供在线支持。如:http://www.panoramicfeedback.com/; http://www.halogensoftware.com/; http://www.personneldecisions.com/; http://www.ddiworld.com/default.asp; http://www.irisolutions.com/default.asp 等等。
② Becton, J. B., & Schraeder, M. “Participant input into rater selection: Potential effects on the quality and acceptance of ratings in the context of 360-degree feedback”, Public Personnel Management, 33, 2004, 23-32.
① http://ourworld.compuserve.com/homepages/gately/chkpoint.htm.
① https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf
② https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf
① https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf。
① https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf。
① HRfocus, “Mentoring & Coaching Help Employee Grow”, September 2001, Volume, 78, No. 9. 1.
② Allenbaugh, G. E. “Coaching, A management tool for a more effective work performance”, Management Review, 1983, 72, 21-26.
③ HRfocus, “Mentoring & Coaching Help Employee Grow,” September 2001, Volume, 78, No. 9. 1.
① Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, “Fundamentals of Human Resource Management” McGraw-Hill/Irwin, 2004, 289-291.
② Allison Rossett and Gerald Marino, “If Coaching is Good, then E-Coaching is…”, TD November 2005, 46.
③ L. J. Zachary, “The Mentor’s Guide: Facilitating Effective Learning Relationships”, Jossey-Bass, 2000.
④ http://www.lifedesignwithstephanie.com/。
① J. A. Wilson and N. S. Elman, “Organizational Benefits of Mentoring,” Academy of Management Executive,” November 1990, 90.
① http://www.ncci.com/NCCI/index.aspx。
① Bacon. T. R. & Spear. K. I. “Adaptive coaching: The art and practice of a client-centered approach to performance improvement” Palo Alto, CA: Davies-black. 2003.
① B. R. Ragins, “Marginal Mentoring: The Effects of Type of Mentor, Quality of Relationship and Program Design of Work and Career Attitudes,” Academy of Management Journal 43, No. 6, 2000, 94.
② [美]斯蒂芬?P?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 380 页。
① 转引自维高主编:《知识的革命》,中国物资出版社,1998 年 10 月,第 211 页。
① [英]理查德?威廉姆斯,《组织绩效管理》(中译本),清华大学出版社,2002 年,第 28 页。
② [英]劳伦斯等,《布莱克韦尔人力资源管理学百科辞典》(中译本),对外经济贸易大学出版社,2002 年,第 102——103 页。
③ [美]斯蒂芬?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 214 页。
① John T. Addison and Clive R. Belfield, “The impact of financial participation and employee involvement on financial performance: A re-estimation using the 1998 WERS”, Scottish Journal of Political Economy, Vol. 47, No. 5, November 2000, 571.
② J. L. Cotton, “Employee Involvement”, Newbury Park, CA: Sage, 1993, 14.
①[美]斯蒂芬?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 215 页。
② 参见新浪财经的相关报道:http://finance.sina.com.cn/money/bank/20060827/09222859030.shtml。
① Kingdee 产品管理部:《绩效管理业务知识》(内部资料),2005 年。
① 沃顿知识在线授权刊登:《什么让你筋疲力尽?》,载于《21 世纪经济报道》,2007 年 1 月 12 日,08 版。
① Gary E. Roberts, “Employee Performance Appraisal System Participation: A Technique that works”, Public Personnel Management, Volume 32 No. 1 Spring 2003, 90.
② United States General Accounting Office, “Results-Oriented Cultures”, March 2003, 27.
③ United States General Accounting Office, “Results-Oriented Cultures”, March 2003, 27.
① Kleingfeld, A., van Tuijl, H. & Algera, J. A., “Participation in the design of performance management systems: A quasi-experimental field study”, Journal of Organizational Behavior, 25, 2004, 831-851.
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年 8 月,第 307 页。
② [美]哈罗德·孔茨,海因茨·韦里克:《管理学》(中译本)(第 9 版),经济科学出版社,1993年,第 106—109 页。
③ Harry Levinson, “Management by Whose Objectives?” Harvard Business Review, January 2003. 108.
① Karyll N. Shaw, “Changing the goal-setting process at Microsoft” Academy of Management Executive, 2004, Vol. 18. No. 4. 139-142.
① Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, “Fundamentals of Human Resource Management,” McGraw-Hill/Irwin, 2004, 292.
② Sheila Vaughan: “Performance: self as the principal evaluator”, Human Resource Development International, September 2003, 371.
③ J. E. McMahon and S. K. Merman: “The ASTD Training and Development Handbook”, McGraw-Hill, 1996, 679-697.
① http://www.bankofastoria.com/。
② J. Bret Becton, Mike Schraeder: “Participant Input into Rater Selection: Potential Effects on the Quality and Acceptance of Ratings in the Context of360-Degree Feedback”, Public Personnel Management, Volume 33 No. 1, Spring 2004, 24.
① John J. McCall: “Employee Voice in Corporate Governance: A Defense of Strong Participation Rights”, Business Ethics Quarterly, Volume 11, Issue 1. 2001,195.
② J. Bret Becton, Mike Schraeder: “Participant Input into Rater Selection: Potential Effects on the Quality and Acceptance of Ratings in the Context of360-Degree Feedback”, Public Personnel Management, Volume 33 No. 1, Spring 2004, 26.
① http://openlearn.open.ac.uk/mod/resource/view.php?id=86496。
① http://www.dpa.ca.gov/appeals/index.htm。
① Wachovia, “Performance Management and Compensation at Wachovia”, July 2006.
② Gary E. Roberts, “Employee Performance Appraisal System Participation: A Technique that works”, Public Personnel Management, Volume 32 No. 1 Spring 2003, 94.
① Borman, W. C., Penner, L., A., Allen, T. D., & Motowildo, S., “Personality predictors of citizenship performance.” International Journal of Selection and Assessment, 2001,9, 52-69.
② Borman. W. C.: “The concept of organizational citizenship”, Current Directions in Psychological Science, 13, 2004, 238-241.
① Yuk Lan Wong and Robin Stanley Snell: “Employee Workplace Effectiveness: Implications for Performance Management Practices and Research” Journal of General Management, Vol. 29 No. 2 Winter 2003. 54.
② [美]斯蒂芬?P?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 25 页。
① 王海:《知识员工的周边绩效管理》,载于《管理探索》,2006 年 5 月,第 28 页。
① 见[美]哈罗德?孔茨,海因茨?韦里克:《管理学》(第九版)(中译本),经济科学出版社,1993 年,第 17-20 页;及杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年,第 6 页。
② [美]哈罗德?孔茨,海因茨?韦里克:《管理学》(第九版)(中译本),经济科学出版社,1993 年,第 19 页。
③ 同上,第 20 页。
①数据来自于各中外商业银行 2006 年年报,数据截止于 2006 年 12 月 31 日。详见:
http://www.icbc.com.cn/download/nb/2006/2006niannianbao.pdf;
http://www.abchina.com/content/13/1200058/3/01.pdf;
http://www.bank-of-china.com/cms/uploadFiles/BOC%20A%20Share%20Chi%20(as%20printed)%202404.pdf;
http://www.ccb.com/portal/uploadFiles/2006%C4%EA%B6%C8%B1%A8%B8%E6.1177728222687.pdf;
http://www.citigroup.com/citigroup/fin/data/ar06c_en.pdf;
http://www.wachovia.com/file/10k_030207.pdf;
http://media.corporate-ir.net/media_files/irol/11/117565/reports/USBancorp2006AR_10K.
pdf;http://www.bankofny.com/htmlpages/data/ar2006.pdf。
① Tasker, Johann: “Tough love do you have the heart?” Personnel Today, 2,14,2006. 24.
② http://news.xinhuanet.com/fortune/2007-04/13/content_5970341.htm.
③ Jonathan D. Becher: “Why Metrics-Centric Performance Management Solutions Fall Short” DM Review, March 2005. 35-37.
④ 杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年,第 380 页。
① United States General Accounting Office, “Performance Appraisal System for Administrative Professional and Support Staff”, December 1999. 23.
② West Coast Bank: “Performance Planning”, 2006 年,内部资料。
①杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年,第 385 页。
② Rothwell. W.: “Beyond training and development: State-of-the-art strategies for enhancing human performance” AMACOM. New York. 1996.16.
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第51 页。
② Herman Aguinis: “Performance Management”, Pearson Education, Inc., 2006, 209.
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 189 页。
① [美]埃里根,普莱克斯:《变革的绩效评估:员工安置、激励与发展》(中译本),中国轻工业出版社,2004 年。第 24 页。
① Janice S. Miller: “High Tech and High Performance: Managing Appraisal in the Information Age”, Journal of Labor Research, Volume XXIV. Number 3. Summer 2003. 411.
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第523 页。
② Tasker, Johann: “Tough love do you have the heart?” Personnel Today, 2,14,2006. 24-28.
③ http://www.law.cornell.edu/uscode/uscode05/usc_sic05_00004301----000-.html
④ OPM. Office of Merit Systems Oversight and Effectiveness, Report of a Special Study, Poor Performers in Government: A Quest for the True Story (Washington, D.C.: January 1999).
① Loren Gary: “Performance Management That Drives Results”, Harvard Management Update, September 2004, Volume 9,2.
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年,第 331 页。
② 翟维丽:《团队绩效考核的思考》,载于《商场现代化》,2006 年 2 月(下旬刊),第 81 页。
① Susanne G. Scott and Walter O. Einstein: “Strategic performance appraisal in team-based organizations: One size does not fit all” Academy of Management Executive, 2001. Vol. 15. No. 2. p110.
①熊玲,吴绍琪:《影响团队绩效的“囚徒困境”博弈分析》,载于《重庆工学院学报》2006 年第 20卷第 1 期,第 42 页。
① 罗明忠:《基于合作博弈的团队绩效提升》,载于《华东经济管理》,2006 年 2 月,第 20 卷第 2期,第 81 页。
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第10 页。
② [英]黑尔,惠特拉姆:《高效:世界知名企业提升绩效的整体方案》(中译本),人民邮电出版社,2004 年 6 月,第 19 页。他们认为,个人的行为实际上是若干其他因素的输出,这些因素包括:思想、情感、态度/信念、社会意识。
① 卢盛忠:《管理心理学》(第四版),浙江教育出版社,2006 年,第 245 页。
② [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第86 页。
③ R. W. Griffeth, P. W. Horn, and S. Gaertner, “A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium,” Journal of Management, Vol. 26, No. 3, 2000, p479.
④ http://edu.sina.com.cn/l/2004-03-04/62087.html。
② G. J. Blau and K. R. Boal, “Conceptualizing How Job Involvement and Organizational Commitment Affect Turnover and Absenteeism,” Academy of Management Review, April 1987, p290.
① 左振哲:《美国商业银行绩效管理的理念与实践》,载于《大连海事大学学报》(社会科学版),2007年,第 6 卷,第 1 期,第 79 页。
① 参见:https://www.pointwestcu.com.
② Tasker, Johann: “Tough love do you have the heart?” Personnel Today, 2/14/2006, 28.
③ [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 176 页。
① 参见 www.ddiworld.com。
② Hewitt,中国农业银行广东省分行:《创建一个高绩效的组织》(内部资料),2004 年。
① Ellis, K. “Developing for dollars.” Training, 40(5), 2003, pp 34-38.
② 杜映梅:《绩效管理》,对外经济贸易大学出版社,2003 年,第 120-121 页。
① Daniel Chia Yu Kuang: “Assessing Performance: Investigation of The Influence of Item Context and Rater Personality.” A Dissertation Submitted in Partial fulfillment of the Requirements for the Degree of Doctor of Philosophy in Systems Science: Psychology. Portland State University, 2004, 15.
② [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 198 页。
① [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 65 页。
① 付亚和, 许玉林:《绩效管理》,复旦大学出版社,2003 年,第 129 页。
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 198 页。
② [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 204 页。
③ [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 81 页。
④ Herman Aguinis: “Performance Management”, Pearson Prentice Hall, 2007, 158.
① Mike Schraeder, Jim Simpson: “How Similarity and Liking Affect Performance Appraisals.” The Journal for Quality & Participation, Spring 2006. pp 34-40.
① [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 82 页。
① 卢盛忠:《管理心理学》,浙江教育出版社,2006 年,第 129 页。
② 黄钟仪:《绩效评估“滑铁卢”的新视角》,载于《重庆工商大学学报(社会科学版)》,2006 年 2月,第 23 卷第 1 期,第 47 页。
① Aharon等人总结了影响绩效评估的25个政治因素,并据此制定了影响绩效评估的政治知觉量表。参见吴铮,孙健敏:《绩效评估中的政治因素》,载于《经济与管理研究》,2006 年第 4 期。第 21-25 页。
① Jeffrey S. Kane: “Stability of Rater Leniency: Three Studies”, Academy of Management Journal, 1995, Vol. 38, No. 4, 1037.
② [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第415 页。
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第548 页。
① Duarte, N. T., Goodson, J. R., & Klich, N. R.: “Effects of dyadic quality and duration on performance appraisal”, Academy of Management Journal, 37, 510, 2004.
② Neck, C. P., Stewart, G. L., & Manz, C. C.: “Thought self-leadership as a framework for enhancing the performance of performance appraisers”, Journal of Applied Behavioral Science, 31, 280, 1995.
① [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 92 页。
① 吴铮,孙健敏:《绩效评估中的政治因素》,载于《经济与管理研究》,2006 年第 4 期,第 25 页。
① Raymond A Noe: “Fundamentals of Human Resource Management”, The McGraw-Hill Companies, Inc. 2004, 260
①参见:http://www.caijing.com.cn/home/newsupdate/2007-08-27/28236.shtml。
1.《中华人民共和国公务员法》(2005 年 4 月 27 日第十届全国人民代表大会常务委员会第十五次会议通过,2006 年 1 月 1 日起施行)
2.《中华人民共和国劳动合同法》(主席令第六十五号)(2007 年
6 月 29 日第十届全国人民代表大会常务委员会第二十八次会议通过,2008 年 1 月 1 日起施行)
3.《中华人民共和国劳动法》(主席令第二十八号)(1994 年 7 月
5 日第八届全国人民代表大会常务委员会第八次会议通过,1995 年 1月 1 日起施行)
4.《中华人民共和国商业银行法》(1995 年 5 月 10 日第八届全国人民代表大会常务委员会第十三次会议通过 1995 年 5 月 10 日中华人民共和国主席令第四十七号公布 自 1995 年 7 月 1 日起施行)
5.中央组织部、人事部:《公务员考核规定(试行)》(2007 年 1 月17 日)
6.《中共中央关于调整金融监管机构党的领导体制有关问题的通知》(中发[2003]5 号)(2003 年 3 月 24 日)
7.《党政领导干部选拔任用工作条例》(中发[2002]7 号)(2002年 7 月 9 日)
8.《关于<党政领导干部选拔任用工作条例>若干问题的答复意见》(一)(组厅字[2003]10 号)(2003 年 4 月 3 日)
9.《党政领导干部选拔任用工作监督检查办法(试行)》(中办发[2003]17 号)(2003 年 6 月 19 日)
1.[美]哈罗德·孔茨,海因茨·韦里克著:《管理学》(第九版)(中译本),经济科学出版社 1993 年版。
2.[美]斯蒂芬·罗宾斯著:《组织行为学》(第十版)(中译本),中国人民大学出版社 2005 年版。
3.[美]德瓦尔著:《成功实施绩效管理》(中译本),电子工业出版社 2003 年版。
4.[美]普莱克斯著:《变革的绩效评估:员工安置、激励与发展》(中译本),中国轻工业出版 2004 年版。
5.[加]莱瑟姆,韦克斯利著:《绩效考评——致力于提高企事业组织的综合实力》(第二版)(中译本),中国人民大学出版社 2002 年版。
6.[英]劳伦斯等主编:《布莱克韦尔人力资源管理学百科辞典》(中译本),对外经济贸易大学出版社 2002 年版。
7.[美]拉姆勒,布拉奇著:《绩效改进:消除管理组织图中的空白地带》(第二版)(中译本),机械工业出版社 2005 年版。
8.[英]黑尔,惠特拉姆著:《高效:世界知名企业提升绩效的整体方案》(中译本),人民邮政出版社 2004 年版。
9.[美]C.默尔·约翰逊等编:《组织绩效》(中译本),经济管理出版社 2005 年版。
10.[英]理查德·威廉姆斯:《组织绩效管理》(中译本),清华大学出版社 2002 年版。
11.[美]潘蒂·西丹曼拉卡著:《智慧型组织--绩效能力知识一体化管理》(中译本),上海交通大学出版社 2003 年版。
12.[韩]刘朗道:《综合绩效管理革命》(中译本),新华出版社 2005年版。
13.[美]沃纳著:《双面神绩效管理系统(完全版)——卓越绩效管理丛书》(中译本),电子工业出版社 2005 年版。
14.[美]贝可:《绩效管理手册》(中译本),清华大学出版社 2006年版。
15.[美]巴克沃:《绩效管理:如何考评员工表现》(中译本),中国标准出版社 2002 年版。
16.[美]巴考尔著:《绩效管理 24 准则》(中译本),中信出版社 2005年版。
17.[美]帕特里夏·基利:《公共部门标杆管理突破政府绩效的瓶颈》(中译本),中国人民大学出版社 2002 年版。
18.[美]大卫·沃尔德曼,李尼·阿特沃特著:《360°反馈——方法与案例/高绩效组织人力资源管理系列丛书》(中译本),人民邮电出版社 2004 年版。
19.[英]尼利著:《战略绩效管理:超越平衡计分卡》(中译本),电子工业出版社 2004 年版。
20.[美] 托马斯·D·兹韦费尔著:《管理就是沟通》(中译本),中信出版社 2004 年版。
21.[美]劳伦斯·彼得等著:《金科玉律》(中译本),机械工业出版社 2004 年版。
22.[美]弗雷德·R·戴维著:《战略管理》(中译本),经济科学出版社 1998 年版。
23.[美]卡西欧,阿吉尼斯著:《人力资源管理中的应用心理学》(中译本),北京大学出版社 2006 年版。
24.[美]杰克·韦尔奇著:《赢》(中译本),中信出版社 2005 年版。
25.[美]詹姆斯·库泽斯著:《领导力》(第三版)(中译本),电子工业出版社 2004 年版。
26.[美] 黑贝尔斯,威沃尔著:《有效沟通》(第七版)(中译本),华夏出版社 2005 年版。
27.[美]蒂姆,彼得森著:《人的行为与组织管理》(中译本),中国轻工业出版社 2004 年版。
1.李德志主编:《当代中国公共部门人力资源管理与开发》,科学出版社 2004 年版。
2.李德志主编:《人事行政学》,高等教育出版社 2001 年版。
3.王惠岩,张创新著:《中国政治制度史》,吉林大学出版社 1989年版。
4. 杨景宇,李飞:《中华人民共和国公务员法释义》,法律出版社2005 年版。
5.杨文士,张雁主编:《管理学原理》,中国人民大学出版社 1994年版。
6. 赵慧军:《现代管理心理学》,首都经济贸易大学出版社 2006年版。
7.孙健著:《360 度绩效考评》,企业管理出版社 2003 年版。
8.水藏玺等著:《绩效指标词典》,中国经济出版社 2005 年版。
9.郭克莎主编:《企业管理世界名著解读》,广东经济出版社 2003年版。
10.孙健著:《管理核心员工的艺术》,企业管理出版社 2003 年版。
11.杜映梅编著:《绩效管理》,对外经济贸易大学出版社 2003 年版。
12.冯忠栓主编:《现代人力资源管理》,中国财政经济出版社 2002年版。
13.付亚和,许玉林主编:《绩效管理》,复旦大学出版社 2003 年版。
14.金波主编:《职业经理绩效考核训练》,高等教育出版社 2004年版。
15.杨永华,(美)西奥·滨虹编著:《现代人力资源管理理论与实务》,中国计量出版社 2004 年版。
16.余凯成主编:《人力资源开发与管理》,企业管理出版社 1997年版。
17.赵西萍等编著:《MBA 组织与人力资源管理》,西安交通大学出版社 1999 年版。
18.曾仕强著:《中国式管理行为》,中国社会科学出版社 2005 年版。
19.王方华等著:《知识管理论》,山西经济出版社 1999 年版。
20.本书编写组:《最新绩效考核与薪酬管理案例及操作要点分析》,企业管理出版社 2005 年版。
21.付遥:《业绩腾飞:销售团队绩效管理全攻略——时代光华培训大系》,北京大学出版社 2005 年版。
22.武欣:《绩效管理实务手册(第二版)》,机械工业出版社 2005年版。
23.鲁百年:《全面企业绩效管理(时代光华培训大系)》,北京大学出版社 2006 年版。
24.饶征,孙波:《以 KPI 为核心的绩效管理》,中国人民大学出版社 2003 年版。
25.徐斌:《绩效管理流程与实务》,人民邮电出版社 2006 年版。
26.罗振军:《七步打造完备的绩效管理体系》,哈尔滨出版社 2006年版。
27.秦杨勇,田志宝:《平衡记分卡与绩效管理——中国企业战略制导》,中国经济出版 2005 年版。
28.皇甫刚:《绩效考核与管理案例——卓越绩效管理丛书》,电子工业出版社 2005 年版。
29.付亚和,许玉林:《绩效考核与绩效管理》,电子工业出版社 2004年版。
30.冉斌:《三个和尚有水喝:高绩效管理五步法》,中国经济出版社 2004 年版。
31.赵国军,张和平,陶旭:《破解企业绩效管理中的 8 大难题——九略管理丛书破解系列》,机械工业出版社 2006 年版。
32.普华永道变革整合小组:《管理悖论:高绩效公司的管理革新》,经济日报出版社 2002 年版。
33.刘蕊:《如何进行绩效管理/职业经理人十万个怎么办》,北京大学出版社 2004 年版。
34.顾琴轩:《绩效管理》,上海交通大学出版社 2006 年版。
35.周文,虞涛:《绩效管理——安盛人力资源管理师操作实务手册》,湖南科学技术出版社 2005 年版。
36.朴愚,顾卫俊:《绩效管理体系的设计与实施——卓越绩效管理丛书》,电子工业出版社 2006 年版。
37.杜映梅:《绩效管理——CHRP 注册人力资源管理师指定培训教材》,对外经济贸易大学出版社 2003 年版。
38.王志宇:《绩效魔方——绩效管理操作手册》,中国社会科学出版社 2003 年版。
39.王雁飞,朱瑜:《绩效与薪酬管理实务——成功企业人力资源管理丛书》,中国纺织出版社 2005 年版。
40.欧阳洁:《绩效考核/成功企业人力资源管理操作手册系列》,清华大学出版社 2004 年版。
41.奚玉芹,金永红:《企业薪酬与绩效管理体系设计》,机械工业出版社 2004 年版。
42.侯坤:《绩效管理制度设计》,中国工人出版社 2004 年版。
43.万君康,梅小安:《企业知识资本管理及其绩效评价》,机械工业出版社 2006 年版。
44.胡税根:《公共部门绩效管理:迎接效能革命的挑战》,浙江大学出版社 2005 年版。
45.陈凌芹:《绩效管理》,中国纺织出版社 2004 年版。
46.湘财领导力发展学院:《摩托罗拉模式:高绩效管理的7个黄金法则》,中国建材工业出版社 2005 年版。
1.王淑红,龙立荣:《绩效管理综述》,载于《中外管理导报》2002年第 9 期,P40-44。
2.王铁鹰:《公务员绩效考核的现状及对策》,载于《贵州日报》2007 年 2 月 8 日。
3.蔡立辉:《西方国家政府绩效评估的理念及其启示》,载于《清华大学学报》(哲学社会科学版)2003 年第 18 卷(第 1 期),P76-78。
4.王中江:《政府绩效管理前沿问题研究》,载于《科技情报开发与经济》2006 年第 21 期,P132-134。
5.王怀明,冯文武:《绩效的区分及其在企业管理中的意义》,载于《人类工效学》2004 年 3 月第 10 卷第 1 期,P51-52。
6.仲理峰,时勘:《绩效管理的几个基本问题》,载于《南开管理评论》2002 年第 3 期,P15-19。
7.徐红琳:《绩效管理的理论研究》,载于《西南民族大学学报·人文社科版》2005 年第 2 期,P158-160。
8.牛成哲,李秀芬:《绩效管理的文献综述》,载于《甘肃科技纵横》2005 年第 34 卷第 5 期,P103。
9.冯英浚等:《绩效管理与管理有效性》,载于《中国软科学》2003年第 4 期,P132-136。
10.廖泉军:《绩效管理思想的演变与分析》,载于《统计与决策》2006 年第 5 期,P137-138。
11.钱永坤,刘颖:《人力资源管理与组织绩效关联性研究动态》,载于《现代管理科学》2006 年第 3 期,P51-52。
12.孙晓燕:《绩效管理再认识》,载于《科技与管理》2006 年第 1期,P137-139。
13.伯春杨:《绩效管理与薪酬管理探析》,载于《特区经济》2006年第 7 期,P372-373。
14.蒋镇国等:《基于职位族和绩效的多元化薪酬管理模式的研究及其应用》,载于《价值工程》2006 年第 8 期,P130-134。
15.王秀红:《组织知识管理绩效评价研究》,载于《科学学与科学技术管理》2006 年第 3 期,P64-67。
16.李长玲:《知识管理绩效的模糊评价》,载于《情报科学》2006年第 24 卷第 2 期,P185-188。
17.李恒全,仇向洋:《基于目标责任的绩效考核体系研究》,载于《现代管理科学》2006 年第 9 期,P83-84。
18.刘卫东:《浅谈知识型员工的绩效管理》,载于《湖南经济管理干部学院学报》2004 年第 15 卷第 4 期,P34-36。
19.张为民:《浅谈以人为本的绩效考核》,载于《长沙航空职业技术学院学报》2004 年第 4 卷第 9 期,P64-66。
20.董艳:《双向沟通在绩效管理中的作用机制研究》,载于《上海金融学院学报》2006 年第 1 期,P71-76。
21.吕小柏,金萍萍:《基于绩效沟通的企业绩效管理模式探讨》,载于《科技情报开发与经济》2006 年第 16 卷第 2 期,P188-189。
22.张惠晨:《绩效管理——与员工进行持续有效的绩效沟通》,载于《中国质量》2004 年第 7 期,P6-9。
23.丁岳枫,刘小平:《绩效管理过程中的沟通及策略》,载于《商业研究》2003 年第 13 期,P73-75。
24.王海:《知识员工的周边绩效管理》,载于《管理探索》2006 年第 5 期,P28-29。
25.翁赛珠,滕刚刚:《高绩效工作系统与企业文化关系研究》,载于《商场现代化》2006 年第 1 期,P242-243。
26.姚艳虹,杨申燕:《跨国企业文化差异对人力资源管理绩效影响的实证研究》,载于《对外经济贸易大学学报》2003 年第 4 期,P60-64。
27.柯学民:《建设企业的绩效文化》,载于《中外企业文化》2005年第 8 期,P28-30。
28.赵静杰,魏中原:《基于企业文化建设的绩效问题研究》,载于《工业技术经济》2005 年第 7 期,P10-11。
29.李爱华:《浅析全面薪酬体系与绩效文化建设》,载于《科技情报开发与经济》2005 年第 15 卷第 16 期,P28-30。
30.黄钟仪:《绩效评估“滑铁卢”的新视角》,载于《重庆工商大学学报(社会科学版)》2006 年第 23 卷第 1 期,P47-50。
31.吴铮,孙健敏:《绩效评估中的政治因素》,载于《经济与管理研究》2006 年第 4 期,P21-25。
32.马超,凌文辁:《人力资源管理的新视角:组织政治学》,载于《中国人力资源开发》2004 年第 6 期。
33.孙洪革:《中外企业绩效考评体系比较》,载于《北京石油管理干部学院学报》2005 年第 5 期。
34.胡利利等:《21 世纪员工绩效考评新趋势》,载于《北京石油管理干部学院学报》2004 年第 4 期,P52-55。
35.熊玲,吴绍琪:《影响团队绩效的“囚徒困境”博弈分析》,载于《重庆工学院学报》2006 年第 20 卷第 1 期,P41-43。
36.翟丽丽:《团队绩效考核的思考》,载于《商场现代化》2006 年2 月下旬刊,P81-82。
37.罗胡忠:《基于合作博弈的团队绩效提升》,载于《华东经济管理》2006 年第 20 卷第 2 期,P80-82。
38.赵日磊:《摩托罗拉的绩效管理》,载于《人才嘹望》2004 年第2 期,P24-25。
39.李东,曹海静:《绩效管理为什么在中国失效》,载于《商务周刊》MARCH 5,2006 年,P84-85。
40.周厚余,郑全全:《适应性绩效研究及其对绩效管理的意义》,载于《人类工效学》2006 年第 4 期,P57-59。
41.卓尚进:《国有控股商业银行改革取得突破性进展》,载于《金融时报》,2007 年 09 月 25 日。
42.郭凤琳:《国有商业银行:涅槃凤凰 更待展翅高飞》,载于《中国证券报》,2007 年 09 月 21 日。
43.黎四奇:《对我国商业银行改革进程中不平等现象的批判与反思》,详见:中法网,http://www.1488.com/china/Intolaws/LawPoint/..%5C..% 5CIntolaws%5CLawPoint%5C22%5C2007-9/225552.shtm。
44.詹向阳:《完善公司治理:国有商业银行改革重头戏》,详见http://jjdb.dzwww.com/xdjr/200402/t20040204_563847.htm。
45.《财经》:《央行:坚定不移地深化国有商业银行改革》,详见:http://www.caijing.com.cn/home/newsupdate/2007-08-27/28236.shtml。
46.李涛:《银行业 30 年变革:见证居民财富 800 倍膨胀》,载于《第一财经日报》,2007 年 9 月 30 日。
47.中华人民共和国劳动和社会保障部:《劳动和社会保障事业发展统计公报》(2000 年—2005 年)。
48.中华人民共和国劳动和社会保障部:《统计年鉴》(2002—2004年)。
1. Raymond A. Noe, Fundamentals of Human Resource Management, McGraw-Hill/Irwin, 2004.
2. Herman Aguinis, Performance Management, Pearson Education, Inc, 2006.
3. Andy Neely, Business Performance Measurement, Cambridge University Press, 2002.
4. Richard S Williams, Performance Management, International Thomson Business Press, 1998.
5. Daniel Chia Yu Kuang, Assessing Performance: Investigation of the Influence of Item Context and Rater Personality, Portland State University, 2004.
6. Kirlpatrick, Donald L., How to Improve Performance Through Appraisal and Coaching, AMACOM, 1982
7. Eugene Mckenna, Nic Beech, Human Resource Management, Prentice Hall, 1997.
8. Tom Coens, Abolishing Performance Appraisals: Why They Backfire and What to Do Instead, 2000.
9. United States General Accounting Office: PerformanceAppraisal System for Administrative Professional and Support Staff, 1999.
10.United States General Accounting Office: Performance Appraisal System for Band Ⅰ, Ⅱ, and Ⅲ employees, 1999.
11.United States General Accounting Office: Implementing Pay for Performance at Selected Personnel Demonstration Projects, 2004.
12.United States General Accounting Office: Insights for U.S. Agencies from Other Countries’ Performance Management Initiatives, 2002.
13.United States General Accounting Office: Modern Performance Management Systems Are Needed to Effectively Support Pay for Performance, 2003.
14.United States General Accounting Office: Creating a Clear Linkage between Individual Performance and Organizational Success, 2003.
15.United States Government Accountability Office: Issues Related to Poor Performance in the Federal Workplace, 2005.
16.United States Office of Personnel Management: A Handbook for Measuring Employee Performance, 2001.
17.United States Office of Personnel Management: Performance Appraisal for Teams: An Overview, 1998.
18.IBM Global Business Services: Unlocking the DNA of the Adaptable Workforce-The Global Human Capital Study 2008, 2007.
19.Yehuda Baruch: Multi-source Performance Appraisal: An Empirical and Methodological Note, PAQ Spring 1993, 96-111.
20.Yuk Lan Wong: Employee Workplace Effectiveness: Implications for Performance Management Practices and Research, Journal of General Management Vol. 29 No. 2 Winter 2003, 53-69.
21.Clive Fletcher: Performance appraisal and management: The Developing research agenda, Journal of Occupational and Organizational Psychology (2001), 74, 473-487.
22.Vicor Y. Haines Ⅲ: Performance Management Design and Effectiveness in Quality-Driven Organizations, Canadian Journal of Administrative Sciences, 21(2), 2004, 146-161.
23.Sheila Vaughan: Performance: Self As the Principal Evaluator, Human Resource Development International, September 2003, 371-385.
24.Peter M. Glendinning: Performance Management: Pariah or Messiah, Public Personnel Management Volume 3 No. 2 summer 2002, 161-177.
25.Adrian Furnham: Performance Management Systems, European Business Journal 2004, 83-94.
26.Sara L. Rynes: Personnel Psychology: Performance Evaluation and Pay for Performance, Annu. Rev. Psychol. 2005.56: 571-600.
27.Pan S. Kim: Strengthening the Pay-Performance Link in Government: A Case Study of Korea, Public Personnel Management Volume 31 No. 4 winter 2002, 447-463.
28.Peter Gwynne: How Consistent Are Performance Review Criteria? MIT Sloan Management Review, summer 2002, 15.
29.Deanne N. den Hartog: Performance Management: A Model andResearch Agenda, Applied Psychology: An International Review, 2004, 53(4), 556-569.
30.H.S. Robinson: Review and Implementation of Performance Management Models in Construction Engineering Organizations, Construction Innovation 2005; 5, 203-217.
31.Susanne G. Scott: Strategic Performance Appraisal in Team-Based Organizations: One Size Does Not Fit All, Academy of Management Executive, 2001, Vol. 15, No 2, 107-115.
32.David J. Woehr: Assessing Measurement Equivalence across Rating Sources: A Multitrait-Multirater Approach, Journal of Applied Psychology, 2005, Vol. 90, No. 3, 592-600.
33.Jai Ghorpade: Managing Five Paradoxes of 360-degree Feedback, Academy of Management Executive, 2000, Vol. 14, No. 1, 140-150.
34.Alternatives to Performance Reviews, Harvard Management Update, June 2006, 3-4.
35.Karyll N. Shaw: Changing the Goal-Setting Process at Microsoft, Academy of Management Executive, 2004, Vol. 18, No.4, 139-142.
36.Gary L. May: The Effect of Social Style on Peer Evaluation Ratings in Project Teams, Journal of Business Communication, Vol. 43, No.1, January 2006, 4-20.
37.Rober D. Behn: Why Measure Performance? Different Purposes Require Different Measures, Public Administration Review, September/October 2003, Vol. 63, No. 5, 586-606.
38.Kathryn Tyler: Make sure your managers aren’t takingcreative license with their performance reviews, HR magazine August 2005, 58-63.
39.Gerard H. Seijts: Learning goals or performance Goals: Is it the journey or the destination? Ivey Business Journal May/June 2006, 1-6.
40.Edwin Arnold: Personality Conflicts and Objectivity in Appraising Performance, Health Care Manager, Volume 22, Number 3, 2003, 227-232.
41.Gary E. Roberts: Employee Performance Appraisal System Participation: A Technique that Works, Public Personnel Management, Volume 32 No. 1 spring 2003, 89-98.
42.Conny Antoni: Management by objectives-an effective tool for teamwork? The International Journal of Human Resource Management, 16:2 February 2005, 174-184.
43.Mark D. Cannon: Actionable feedback: Unlocking the power of learning and performance improvement, Academy of Management Executive, 2005, Vol. 19, No.2, 120-134.
44.Gerard H. Seifts: Goal setting and goal orientation: An integration of two different yet related literatures, Academy of Management Executive, 2004, Vol. 47, No.2, 227-239.
45.Karyll N. Shaw: Changing the goal-setting process at Microsoft, Academy of Management Executive, 2004, Vol. 18, No.4, 139-142.
46.Edwin A. Locke: Linking goals to monetary incentives, Academy of Management Executive, 2004, Vol. 18, No.4, 130-133.
47.Tasker, Johann: Tough love do you have the heart?Personnel Today, 2/14/2006, 24-28.
48.Robert D. Costigan: An examination of the Relationship of a Western Performance-Management Process to Key Workplace Behaviors in Transition Economies, Canadian Journal of Administrative Sciences, 2005, 22(3) 225-267.
49.Michelle Brown: Rated to exhaustion? Reactions to performance appraisal processes, Industrial Relations Journal 34:12003, 67-80.
50.Janice S. Miller: High tech and high performance: Managing appraisal in the information age, Journal of Labor Research, Vol. XXIV. No.3 summer 2003, 409-424.
51.Julia Graham: Performance-Based Culture, The Journal for Quality & Participation, spring 2004, 5-8.
52.Mike Schraeder: How similarity and liking affect performance appraisals, The Journal for Quality & Participation, spring 2006, 34-40.
53.Stephen Kelly: Maximizing performance at BT Global services, Strategic HR Review, Vol. 3, Issue 4, May/June 2004, 32-35.
54.Performance Management: Getting it right form the start, HR Magazine; Mar2004, Vol. 49 Issue 3, Special Section, 2-10.
55.Clive Fletcher: Performance Management, Job Satisfaction and Organizational Commitment, British Journal of Management, Vol. 7, 1996, 169-179.
56.Loren Gary: Performance Management That Drives Results, Harvard Management Update, September 2004, 1-4.
57.An “inside-out” approach to enhancing performance management, HRFOCUS, September 2006, 3-5.
58.Simme Douwe P. Flapper: Towards consistent performance management systems, International Journal of Operations & Production Management, Vol. 16 No. 7, 1996, 27-37.
59.Jonathan D. Becher: Why metrics-centric performance management solutions fall short, DM Review, March 2005, 35-37.
60.Glenn Phelps: The fundamentals of performance management, GALLUP Management Journal, February 10, 2005.
61.Guido M.J. de Koning: Evaluating employee performance (Part 1), GALLUP Management Journal, November 11, 2004.
62.Glenn Phelps: The hard work of performance Management, GALLUP Management Journal, October 09, 2003.
63.Thomas Pock: Gaining Bilateral Benefit through Holistic Performance Management and Reporting, Total Quality Management, Vol. 15, No. 5-6, 557-567, July-August 2004.
64.Steve Kerr: The best-laid Incentive Plans, Motivating People, January 2003, 27-37.
65.Hiromichi Shibata: Wage and performance appraisal systems in Flux: A Japan-United States comparison, Industrial Relations, Vol. 41, No. 4, October 2002, 629-652.
66.Harry Levinson: Management by whose objectives? Motivating People, January 2003, 107-116.
67.James W. Walker: Human resource leaders: capability strengths and gaps, Human Resource planning, 21-32.
68.Barry Gerhart: Measurement error in research on humanresources and firm performance: How much error is there and how does it influence effect size estimates? Personnel Psychology 2000, 53, 803-834.
69.Jeffrey S. Kane: Stability of Rater Leniency: Three Studies, Academy of Management Journal 1995, Vol.38, No. 4, 1036-1051.
70.J. Bret Becton: Participant input into rater selection: Potential effects on the quality and acceptance of ratings in the context of 360-degree feedback, Public Personnel Management Volume 33 No. 1 Spring 2004, 23-32.
71.Hallock: Pay Equity: What is the Best Union Strategy? Labor Studies Journal; Spring2000, Vol.25 Issue 1, 27-45.
72.Figart: Equal Pay for Equal Work: The Role of Job Evaluation in an Evolving Social Norm, Journal of Economic Issues; Mar2000, Vol.34 Issue 1, 1-19.
73.Lauren Killer Johnson: Great Expectations: The Key to Great Results? Harvard Management Update, June 2005, 3-4.
74.Jeffrey S. Kane: A Theory of Equitable Performance Standards, Journal of Management 1997, Vol. 23, No.1 37-58.
75.James J. Heckman: The Performance of Performance Standards, The Journal of Human Resources, 2006, 778-811.
1.罗彪:《基于战略的全绩效管理系统研究》,中国科学技术大学博士学位论文,2004 年。
2.杜清玲:《组织沟通及其在员工绩效管理中的应用研究》,上海理工大学博士学位论文,2005 年。
1.美国人事管理局:http://www.opm.gov/index.asp
2.英国人事与发展协会:http://www.cipd.co.uk/default.cipd
3. 绩 效 评 估 网 : http://www.performance-appraisal.com/ home.htm
4.中国劳动网:http://www.labournet.com.cn/
5.中国人力资源开发网:http://www.chinahrd.net/
6.中国人力资源网:http://www.hr.com.cn/
7.世界经理人网站:http://www.ceconline.com/
8.华夏管理网:http://www.managers.com.cn/
9.新人资:http://www.sinohrm.com/
10.翰威特咨询:http://www.hewitt.com/
11.美世咨询:http://www.mercer.com/
12.北森人力咨询:http://www.beisen.com/
13.万德企业顾问网:http://www.szwonder.net/
14.《中国行政管理网》:http://www.cpaj.com.cn/
15.中国经济网:http://www.ce.cn/
① 某国有商业银行:《加强员工队伍建设研究报告》,2004 年(内部资料),第 5 页。
① Cross, Kelvin F., Lynch, Richard L.,“For Good Measure” [J], CMA, Apr.1992. Vol. 66, Iss.3:20-23.
② www.npr.gov/library/reports/it.html.
③ http://govinfo.library.unt.edu/npr/library/nprrpt/annrpt/redtpe93/
① 蔡立辉:《西方国家政府绩效评估的理念及其启示》,载于《清华大学学报》(哲学社会科学版)2003 年第 1 期第 18 卷,第 79 页。
② [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 14 页。
①李建丽:《浅析 EVA 与 BSC 的融合》,载于《财会月刊》2006 年第 8 期,第 69-70 页。
②王化成,刘俊勇:《企业绩效评价模式研究—兼论中国企业业绩评价模式选择》,载于《管理世界》,2004 第 4 期,第 82-91 页。
③陈共荣,曾峻:《企业绩效评价主体的研究及其对绩效评价的影响》,载于《会计研究》,2005 年第 4 期,第 65-68 页。
④王忠:《我国企业绩效评价指标体系构成研究》,载于《北京工商大学学报》(社会科学版),2005年第 4 期,第 35-37 页。
⑤http://www.snzg.cn/article/show.php?itemid-1652/page-1.html
⑥蔡立辉:《西方国家政府绩效评估的理念及其启示》,载于《清华大学学报》(哲学社会科学版),2003 年第 1 期第 18 卷,第 76-84 页。
⑦ 朱火弟,蒲勇健:《政府绩效评估研究》,来源于国务院发展研究中心信息网(http://www.drcnet.com.cn/)。
⑧ 张小玲:《国外政府绩效评估方法比较研究》,载于《软科学》,2005 年第 5 期。
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 29 页。
② Ainsworth M. and Smith N. “Making it Happen: Managing Performance at Work”, Sydney: Prentice Hall. 1993.
① Richard S Williams,: “Performance Management”, International Thomson Business Press, 1998, 13.
② Richard S Williams,: “Performance Management”, International Thomson Business Press, 1998, 13.
③ Richard S Williams,: “Performance Management”, International Thomson Business Press, 1998, 13.
④ Michael Armstrong and Angela Baronl: “Performance Management”, London, The Cromwell Press, 1998,p15.
⑤ McCloy, R. A., Campbell, J. P., & Cudeck, R.: “A confirmatory test of a model f performance determinants”, Journal of Applied Psychology, 79, 1994, p493-505.
⑥ Borman WC, Motowidlo SJ. : “Expanding the criterion domain to include elements of contextual performance”, San Francisco, Jossey-Bass, 1993, 71-98.
⑦ Michelle Brown and John Benson: “Rated to exhaustion? Reaction to performance appraisal processes”, Industrial Relations Journal 34:12003.67-80.
⑧ Pan S. Kim: “Strengthening the Pay-Performance Link in Government: A Case Study of Korea”, Public Personnel Management Volume 31 No. 4 winter 2002. 447-463.
① GAO: “Performance Appraisal System for Band Ⅰ,Ⅱ,and Ⅲ Employees”, GAO, December 1999.
② Jeffrey S. Kane: “Stability of Rater Leniency: Three Studies”, Academy of Management Journal, Vol. 38, No. 4.1036-1051.
③ Hiromichi Shibata: “Wage and Performance Appraisal Systems in Flux: A Japan-United States Comparison”, Industrial Relations, Vol.41, No.4(October 2002).629-652.
④ Robert D. Costigan: “An Examination of the Relationship of a Western Performance-Management Process to Key Workplace Behaviors in Transition Economies”, Canadian Journal of Administrative Sciences, 2005,255-267.
①[美]哈罗德?孔茨,海因茨?韦里克:《管理学》(第九版)(中译本),经济科学出版社,1995 年,第 11 页。
② Michael Armstrong and Angela Baronl: “Performance Management”, London, The Cromwell Press, 1998,p15.
① Peter M. Glendinning, “Performance Management: Pariah or Messiah”, Public Personnel Management, Volume 31 No. 2 summer 2002, 161-177.
②《管子·立政》。
③《商君书·靳令》。
④《商君书·去强》,“强国知十三数,竞内仓口之数,壮男壮女之数,老弱之数,官士之数,以言说取食者之数,利民之数,马、牛、刍、菜之数,欲强国,不知国十三数,地虽利,民虽众,国愈弱至削。”
⑤《唐六典·尚书吏部》,四善是:“一曰德义有闻,二曰清慎明著,三曰公平可称,四曰恪勤匪懈。”这四善,是对一切官吏的共同要求。至于二十七最,则是把所有官吏总分为二十七类,每一类提出一个具体要求来。
⑥ “四格”是才(能力)、守(操守品德)、政(政绩)、年(年资)。“才”分长、平、短, “守”分廉、平、贪, “政”分勤、平、怠,年分青、中、老。详见王惠岩,张创新:《中国政治制度史》(上),吉林大学出版社,1989 年 11 月,第 426 页。
① 杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年 11 月,第 66 页。
② [美]拉姆勒,布拉奇:《绩效改进:消除管理组织图中的空白地带》(中译本),机械工业出版社,2005 年 1 月,第 15 页。
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 76 页。
② 参见[英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 76-79 页。
③ [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 26 页。
① Deanne N. den Hartog, Paul Boselie and Jaap Paauwe,“Performance management: A Model and Research Agenda”, Applied Psychology: An International Review, 2004,53(4), 556-569.
② Deanne N. den Hartog, Paul Boselie and Jaap Paauwe,“Performance management: A Model and Research Agenda”, Applied Psychology: An International Review, 2004,53(4), 556-569.
③ Sheila Vaughan, “Performance: self as the principal evaluator”, Human Resource Development International, 6:3(September 2003), 371-385.
① [英]黑尔,惠特拉姆:《高效:世界知名企业提升绩效的整体方案》(中译本),人民邮电出版社,2004 年 6 月,第 18 页。
② Bernardin, H. j., Hagan, C., &Kane, J. S, “The effects of a 360-degree appraisal system on managerial performance: No matter how cynical I get I can’t keep up. Symposium conducted at the Tenth Annual Conference of the Society for Industrial and Organizational Psychology, Orlando, 1995.
① Murphy, K. R., & Shiarella, A. H.,“Implications of the multidimensional nature of job performance for the validity of selection tests: Multivariate frameworks for studying test validity”, Personnel Psychology, 1997,50,823-854.
② Campbell, D. J., Campbell, K. M.,& Chia, H., B., “Merit pay, performance appraisal, and individual motivation: An analysis and alternative”, Human Resource Management,1998,37,131-146.
③ [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 121-122页。
① Borman, W. C., Penner, L., A., Allen, T. D., & Motowildo, S., “Personality predictors of citizenship performance.”, International Journal of Selection and Assessment, 2001,9, 52-69.
② Borman, W. C. : “The concept of organizational citizenship”, Current Directions in Psychological Science, 13, 2004, 238-241.
① 卢盛忠:《管理心理学》(第四版),浙江教育出版社,2006 年 7 月,第 139 页。
② D. Jones, “Firms Spend Billions to Fire Up Workers-With Little Luck,” USA Today, May 10, 2001,1A.
③ Sara L. Rynes, Barry Gerhart, Laura Parks, “Personnel Psychology: Performance Evaluation and Pay for Performance”, Annu. Rev. Psychol. 2005.56:571-600.
④ Charles D. Pringle, Melvin Blumberg, “What Really Determines Job Performance?”, Sam Advanced Management Journal, Autumn 1986,9-12.
① Pan S. Kim, “Strengthening the Pay-Performance Link in Government: A Case Study of Korea”, Public Personnel Management, Volume 31 No.4 Winter 2002. 447-463.
② Herman Aguinis: “Performance Management”, Pearson Education, Inc., 2006, 77.
③ United States General Accounting Office, “Results-oriented Cultures”, August 2002, 14.
①卢盛忠:《管理心理学》(第四版),浙江教育出版社,2006 年 7 月,第 168 页。
① Deanne N. den Hartog, Paul Boselie and Jaap Paauwe, “Performance Management: A Model and Research Agenda”, Applied Psychology: An International Review, 2004, 53(4), 558.
① Boselie, P., Paauwe, J., &Jansen, P., “Human resource management and performance Lessons from the Netherlands.” The International Journal of Human Resource Management, 12, 2001, 1107-1125.
② Herman Aguinis, “Performance Management”, Pearson Education, Inc., 2006,19.
① Richard S Williams, “Performance Management”, International Thomson Business Press, 1998, 13.
② Richard S Williams, “Performance Management”, International Thomson Business Press, 1998, 17.
① 杜映梅:《绩效管理》,对外经济贸易大学出版社,2003 年 9 月,第 28 页。
② Wachovia, “Performance Management and Compensation at Wachovia”, July, 2006.
③ PDCA 循环又叫戴明环,是美国质量管理专家戴明博士首先提出的,它是全面质量管理所应遵循的科学程序。PDCA 是英语单词 Plan(计划)、Do(执行)、Check(检查)和 Action(处理)的第一个字母,PDCA 循环就是按照这样的顺序进行质量管理,并且循环不止地进行下去的科学程序。参见中国管理咨询网:http://www.chinamcn.com/zsk/glgj/zhil003.htm。
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年 8 月,第 46 页。
① 参见中国农业银行,Hewitt Associates: 《中国农业银行广东省分行本部绩效管理手册》,2005年(内部资料)。
② 参见中国银行:《中国银行深圳市分行员工绩效管理工作指引》,2005 年(内部资料)。
① 参见中国农业银行:《浙江省分行绩效管理办法》(征求意见稿),2004 年(内部资料)。
②参见中共中央组织部、国务院国资委党委《关于印发《关于在国有企业开展“四好”领导班子创建活动的意见》的通知》(组通字[2005]17 号),2005 年 4 月 11 日,其中明确规定,“中央管理的金融机构可参照执行”。
③ 参见中国建设银行:《中国建设银行一级分行负责人年度考核办法》,2006 年(内部资料)。
① 这里主要指“德、能、勤、廉”等个体特征,与“人格特质理论”中的特质有所区别。下同。
② 参见中国农业银行:《总行机关年度考核民主测评表》,2006 年(内部资料)。
③ 参见中国银行:《广东省分行 2003 年度本部处级干部工作目标考核办法》,2003 年(内部资料)。
① 参见中国工商银行:《镇江市分行 2006 年支行员工绩效工资考核办法》,2006 年(内部资料)。
② 参见中国银行:《福建省分行营业部“综合柜员制”日常绩效考核办法》,2005 年(内部资料)。
③ 参见中国银行:《上海市分行公司业务客户经理业绩计分办法(试行)》,2004 年(内部资料)。
④参见:《中华人民共和国公务员法》(2005 年 4 月 27 日第十届全国人民代表大会常务委员会第十五次会议通过),第三十七条。
① 参见中国农业银行:《广东省分行本部绩效管理暂行办法(修订稿)》,2005 年(内部资料)。
② 参见中国银行:《福建省分行员工绩效考核实施细则》,2004 年(内部资料)。
③ 参见中国银行:《上海市分行公司业务客户经理业绩计分办法(试行)》,2004 年(内部资料)。
① 孙晓燕:《绩效管理再认识》,载于《科技与管理》,2006 年第 1 期,第 137 页。
① [美]西奥多·W·舒尔茨:《论人力资本投资》(中译本),北京经济学院出版社,1992 年,第 92页。
② [英]阿尔弗雷德·马歇尔:《经济学原理(下卷)》(中译本),商务印书馆,1981 年,第 232 页。
① 中国经济网:《“末位淘汰”制起争议,是否侵犯劳动者权利》,见http://www.ce.cn/xwzx/gnsz/gdxw/200610/23/t20061023_9088309_1.shtm1。
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年,第 72 页。
① 参见某国有商业银行:《总行机关年度考核民主测评表》,2006 年(内部资料)。
② 参见某国有商业银行:《上海市分行公司业务客户经理业绩计分办法(试行)》,2003 年(内部资料),当年其每分计值绩效工资 18 元。
① Kingdee 产品管理部:《绩效管理业务知识》,2005 年 9 月。
② [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 30 页。
① [日]天外伺朗:《绩效主义毁了索尼》(中译文),载于《参考消息》,2007 年 1 月 4 日第 4 版。
① Tom Coens and Mary Jenkins, “Abolishing performance appraisals: why they backfire and what to do instead”, Berrett-Koehler Publishers, Inc. 2000, 77.
① HRnext.com, “More HR Being Outsourced,” HR Daily News, March 1, 2002.
② E. Zimmerman, “B of A and Big-Time Outsourcing,” Workforce, April 2001, 50-54.
③ [美]埃里根,普莱克斯:《变革的绩效评估:员工安置、激励与发展》(中译本),中国轻工业出版社,2004 年,第 6 页。
①知识员工是指那些拥有关于顾客、流程、专业等方面的专门知识,并以此为组织做出贡献的员工。参见 Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright:“Fundamentals of Human Resource Management”, McGraw-Hill/Irwin, 2004, 39.
② Conseco website, June 2001, www.conseco.com.
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 10 页。
② Adrian Furnham, “Performance management systems”, European Business journal 2004, 84.
① Janice S. Miller, “High Tech and High Performance: Managing Appraisal in the Information Age”, Journal of Labor Research, Volume XXIV Number 3, Summer 2003, 409-424.
① 银监会:《商业银行操作风险管理指引》,第一章,第三条。2007 年 6 月。详见http://www.cbrc.gov.cn/chinese/home/jsp/index.jsp
①http://www.icbc.com.cn/download/nb/2006/2006niannianbao.pdf。
②http://www.bank-of-china.com/cms/uploadFiles/BOC%20A%20Share%20Chi%20(as%20printed)%202404.pdf。
③http://www.ccb.com/portal/uploadFiles/2006%C4%EA%B6%C8%B1%A8%B8%E6.1177728222687.pdf。
④ 中国农业银行:《劳动人事统计年鉴》(2005 年),内部资料。
①某国有商业银行:《加强员工队伍建设研究报告》(内部资料)，2 004年。
① 李德志:《当代中国公共部门人力资源管理与开发》,科学出版社,2004 年版,第 261 页。
② 指美国第二次世界大战后的“4664”现象--从 1946 年至 1964 年,这 18 年间婴儿潮人口高达 7800万人。
③ X 一代指在 1965 年和 1977 年之间出生的青年成人。Y 一代也称千年一代指那些出生在 1980 年和2000 年之间的人们。
④ 此数字是在实地拜访美国西部部分商业银行时,由其人力资源部门工作人员提供的。
① 中共中央宣传部理论局组织编写:《科学发展观读本》,二、以人为本是核心。学习出版社,2006年,第 9 页。
① Eugene Mckenna, Nic Beech, “Human Resource Management” (影印版),中国人民大学出版社,Prentice Hall 出版公司,1997 年,第 116-127 页。
① Mark D. Cannon and Robert Witherspoon, “Actionable feedback: Unlocking the power of learning and performance improvement”, Academy of Management Executive, 2005, Vol. 19. No. 2. 121.
① 参见:http://www.bankofny.com/htmlpages/index.htm; https://www.bankofamerica.com/index.jsp; https://www.wellsfargo.com/ ;https://www.key.com/index.html。
② Wachovia, “Performance Management and Compensation at Wachovia”, July, 2006.
① 参见:http://www.bankofny.com/htmlpages/index.htm。
① Reyna, “A frame-work for individual management development in the public sector”, Public Personnel Management, 24, 1995, 53-65.
② Tyler, K, “One bad apple: Before the whole bunch spoils, train managers to deal with poor performance”, HR Magazine, 49(12), 2004, 77-86.
① United States General Accounting Office, “Performance Appraisal System for Administrative Professional and Support Staff”, December 1999.
① http://hr.tamu.edu/ed/suggest.pdf.
① Raymond A. Noe, “Fundamentals of Human Resource Management”, McGraw-Hill/Irwin, 2004, 276.
① 参见:http://www.bankofastoria.com/
② Gerard H. Seijts, Gary P. Latham, “Learning goals or performance goals: Is it the journey or the destination?” Ivey Business Journal, May/June 2006, 1-6.
③ Locke, E.A., “Goal-setting theory and its applications to the world of business”, Academy of Management Executive, 18, 2004, 124-125.
④ Wachovia, “Performance Management and Compensation at Wachovia”, July, 2006.
① Jai Ghorpade, “Managing five paradoxes of 360-degree feedback”, Academy of Management Executive, 2000. Vol. 14. No.1. 140.
① 孙健:《360 度绩效考评》,企业管理出版社,2003 年,第 32-33 页。
② Toegel, G., & Conger, J.A. “360-Degree assessment: Time for reinvention”. Academy of Management Learning & Education, 2, 2003. 297.
① Brutus, S., London, M., & Martineau, J. “The impact of 360-degree feedback on planning for career development”, Journal of Management Development, 18, 1999, 676-693.
② 吴春波:《360 度考核:美丽的陷阱》,见http://info.tjkx.com/News/00001346EB/2006-10-23/59758910D8.htm1。
① 在国外,由咨询顾问公司提供的 E-360 度反馈系统有很多,绝大多数这样的系统都提供在线评估反馈,并提供在线支持。如:http://www.panoramicfeedback.com/; http://www.halogensoftware.com/; http://www.personneldecisions.com/; http://www.ddiworld.com/default.asp; http://www.irisolutions.com/default.asp 等等。
② Becton, J. B., & Schraeder, M. “Participant input into rater selection: Potential effects on the quality and acceptance of ratings in the context of 360-degree feedback”, Public Personnel Management, 33, 2004, 23-32.
① http://ourworld.compuserve.com/homepages/gately/chkpoint.htm.
① https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf
② https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf
① https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf。
① https://www.profilesontheweb.com/PITestCr/Assets/docs/English/CP_Sample_Report.pdf。
① HRfocus, “Mentoring & Coaching Help Employee Grow”, September 2001, Volume, 78, No. 9. 1.
② Allenbaugh, G. E. “Coaching, A management tool for a more effective work performance”, Management Review, 1983, 72, 21-26.
③ HRfocus, “Mentoring & Coaching Help Employee Grow,” September 2001, Volume, 78, No. 9. 1.
① Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, “Fundamentals of Human Resource Management” McGraw-Hill/Irwin, 2004, 289-291.
② Allison Rossett and Gerald Marino, “If Coaching is Good, then E-Coaching is…”, TD November 2005, 46.
③ L. J. Zachary, “The Mentor’s Guide: Facilitating Effective Learning Relationships”, Jossey-Bass, 2000.
④ http://www.lifedesignwithstephanie.com/。
① J. A. Wilson and N. S. Elman, “Organizational Benefits of Mentoring,” Academy of Management Executive,” November 1990, 90.
① http://www.ncci.com/NCCI/index.aspx。
① Bacon. T. R. & Spear. K. I. “Adaptive coaching: The art and practice of a client-centered approach to performance improvement” Palo Alto, CA: Davies-black. 2003.
① B. R. Ragins, “Marginal Mentoring: The Effects of Type of Mentor, Quality of Relationship and Program Design of Work and Career Attitudes,” Academy of Management Journal 43, No. 6, 2000, 94.
② [美]斯蒂芬?P?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 380 页。
① 转引自维高主编:《知识的革命》,中国物资出版社,1998 年 10 月,第 211 页。
① [英]理查德?威廉姆斯,《组织绩效管理》(中译本),清华大学出版社,2002 年,第 28 页。
② [英]劳伦斯等,《布莱克韦尔人力资源管理学百科辞典》(中译本),对外经济贸易大学出版社,2002 年,第 102——103 页。
③ [美]斯蒂芬?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 214 页。
① John T. Addison and Clive R. Belfield, “The impact of financial participation and employee involvement on financial performance: A re-estimation using the 1998 WERS”, Scottish Journal of Political Economy, Vol. 47, No. 5, November 2000, 571.
② J. L. Cotton, “Employee Involvement”, Newbury Park, CA: Sage, 1993, 14.
①[美]斯蒂芬?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 215 页。
② 参见新浪财经的相关报道:http://finance.sina.com.cn/money/bank/20060827/09222859030.shtml。
① Kingdee 产品管理部:《绩效管理业务知识》(内部资料),2005 年。
① 沃顿知识在线授权刊登:《什么让你筋疲力尽?》,载于《21 世纪经济报道》,2007 年 1 月 12 日,08 版。
① Gary E. Roberts, “Employee Performance Appraisal System Participation: A Technique that works”, Public Personnel Management, Volume 32 No. 1 Spring 2003, 90.
② United States General Accounting Office, “Results-Oriented Cultures”, March 2003, 27.
③ United States General Accounting Office, “Results-Oriented Cultures”, March 2003, 27.
① Kleingfeld, A., van Tuijl, H. & Algera, J. A., “Participation in the design of performance management systems: A quasi-experimental field study”, Journal of Organizational Behavior, 25, 2004, 831-851.
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年 8 月,第 307 页。
② [美]哈罗德·孔茨,海因茨·韦里克:《管理学》(中译本)(第 9 版),经济科学出版社,1993年,第 106—109 页。
③ Harry Levinson, “Management by Whose Objectives?” Harvard Business Review, January 2003. 108.
① Karyll N. Shaw, “Changing the goal-setting process at Microsoft” Academy of Management Executive, 2004, Vol. 18. No. 4. 139-142.
① Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, “Fundamentals of Human Resource Management,” McGraw-Hill/Irwin, 2004, 292.
② Sheila Vaughan: “Performance: self as the principal evaluator”, Human Resource Development International, September 2003, 371.
③ J. E. McMahon and S. K. Merman: “The ASTD Training and Development Handbook”, McGraw-Hill, 1996, 679-697.
① http://www.bankofastoria.com/。
② J. Bret Becton, Mike Schraeder: “Participant Input into Rater Selection: Potential Effects on the Quality and Acceptance of Ratings in the Context of360-Degree Feedback”, Public Personnel Management, Volume 33 No. 1, Spring 2004, 24.
① John J. McCall: “Employee Voice in Corporate Governance: A Defense of Strong Participation Rights”, Business Ethics Quarterly, Volume 11, Issue 1. 2001,195.
② J. Bret Becton, Mike Schraeder: “Participant Input into Rater Selection: Potential Effects on the Quality and Acceptance of Ratings in the Context of360-Degree Feedback”, Public Personnel Management, Volume 33 No. 1, Spring 2004, 26.
① http://openlearn.open.ac.uk/mod/resource/view.php?id=86496。
① http://www.dpa.ca.gov/appeals/index.htm。
① Wachovia, “Performance Management and Compensation at Wachovia”, July 2006.
② Gary E. Roberts, “Employee Performance Appraisal System Participation: A Technique that works”, Public Personnel Management, Volume 32 No. 1 Spring 2003, 94.
① Borman, W. C., Penner, L., A., Allen, T. D., & Motowildo, S., “Personality predictors of citizenship performance.” International Journal of Selection and Assessment, 2001,9, 52-69.
② Borman. W. C.: “The concept of organizational citizenship”, Current Directions in Psychological Science, 13, 2004, 238-241.
① Yuk Lan Wong and Robin Stanley Snell: “Employee Workplace Effectiveness: Implications for Performance Management Practices and Research” Journal of General Management, Vol. 29 No. 2 Winter 2003. 54.
② [美]斯蒂芬?P?罗宾斯:《组织行为学》(中译本),中国人民大学出版社,2005 年,第 25 页。
① 王海:《知识员工的周边绩效管理》,载于《管理探索》,2006 年 5 月,第 28 页。
① 见[美]哈罗德?孔茨,海因茨?韦里克:《管理学》(第九版)(中译本),经济科学出版社,1993 年,第 17-20 页;及杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年,第 6 页。
② [美]哈罗德?孔茨,海因茨?韦里克:《管理学》(第九版)(中译本),经济科学出版社,1993 年,第 19 页。
③ 同上,第 20 页。
①数据来自于各中外商业银行 2006 年年报,数据截止于 2006 年 12 月 31 日。详见:
http://www.icbc.com.cn/download/nb/2006/2006niannianbao.pdf;
http://www.abchina.com/content/13/1200058/3/01.pdf;
http://www.bank-of-china.com/cms/uploadFiles/BOC%20A%20Share%20Chi%20(as%20printed)%202404.pdf;
http://www.ccb.com/portal/uploadFiles/2006%C4%EA%B6%C8%B1%A8%B8%E6.1177728222687.pdf;
http://www.citigroup.com/citigroup/fin/data/ar06c_en.pdf;
http://www.wachovia.com/file/10k_030207.pdf;
http://media.corporate-ir.net/media_files/irol/11/117565/reports/USBancorp2006AR_10K.
pdf;http://www.bankofny.com/htmlpages/data/ar2006.pdf。
① Tasker, Johann: “Tough love do you have the heart?” Personnel Today, 2,14,2006. 24.
② http://news.xinhuanet.com/fortune/2007-04/13/content_5970341.htm.
③ Jonathan D. Becher: “Why Metrics-Centric Performance Management Solutions Fall Short” DM Review, March 2005. 35-37.
④ 杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年,第 380 页。
① United States General Accounting Office, “Performance Appraisal System for Administrative Professional and Support Staff”, December 1999. 23.
② West Coast Bank: “Performance Planning”, 2006 年,内部资料。
①杨文士,张雁:《管理学原理》,中国人民大学出版社,1994 年,第 385 页。
② Rothwell. W.: “Beyond training and development: State-of-the-art strategies for enhancing human performance” AMACOM. New York. 1996.16.
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第51 页。
② Herman Aguinis: “Performance Management”, Pearson Education, Inc., 2006, 209.
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 189 页。
① [美]埃里根,普莱克斯:《变革的绩效评估:员工安置、激励与发展》(中译本),中国轻工业出版社,2004 年。第 24 页。
① Janice S. Miller: “High Tech and High Performance: Managing Appraisal in the Information Age”, Journal of Labor Research, Volume XXIV. Number 3. Summer 2003. 411.
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第523 页。
② Tasker, Johann: “Tough love do you have the heart?” Personnel Today, 2,14,2006. 24-28.
③ http://www.law.cornell.edu/uscode/uscode05/usc_sic05_00004301----000-.html
④ OPM. Office of Merit Systems Oversight and Effectiveness, Report of a Special Study, Poor Performers in Government: A Quest for the True Story (Washington, D.C.: January 1999).
① Loren Gary: “Performance Management That Drives Results”, Harvard Management Update, September 2004, Volume 9,2.
① 付亚和,许玉林:《绩效管理》,复旦大学出版社,2003 年,第 331 页。
② 翟维丽:《团队绩效考核的思考》,载于《商场现代化》,2006 年 2 月(下旬刊),第 81 页。
① Susanne G. Scott and Walter O. Einstein: “Strategic performance appraisal in team-based organizations: One size does not fit all” Academy of Management Executive, 2001. Vol. 15. No. 2. p110.
①熊玲,吴绍琪:《影响团队绩效的“囚徒困境”博弈分析》,载于《重庆工学院学报》2006 年第 20卷第 1 期,第 42 页。
① 罗明忠:《基于合作博弈的团队绩效提升》,载于《华东经济管理》,2006 年 2 月,第 20 卷第 2期,第 81 页。
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第10 页。
② [英]黑尔,惠特拉姆:《高效:世界知名企业提升绩效的整体方案》(中译本),人民邮电出版社,2004 年 6 月,第 19 页。他们认为,个人的行为实际上是若干其他因素的输出,这些因素包括:思想、情感、态度/信念、社会意识。
① 卢盛忠:《管理心理学》(第四版),浙江教育出版社,2006 年,第 245 页。
② [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第86 页。
③ R. W. Griffeth, P. W. Horn, and S. Gaertner, “A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium,” Journal of Management, Vol. 26, No. 3, 2000, p479.
④ http://edu.sina.com.cn/l/2004-03-04/62087.html。
② G. J. Blau and K. R. Boal, “Conceptualizing How Job Involvement and Organizational Commitment Affect Turnover and Absenteeism,” Academy of Management Review, April 1987, p290.
① 左振哲:《美国商业银行绩效管理的理念与实践》,载于《大连海事大学学报》(社会科学版),2007年,第 6 卷,第 1 期,第 79 页。
① 参见:https://www.pointwestcu.com.
② Tasker, Johann: “Tough love do you have the heart?” Personnel Today, 2/14/2006, 28.
③ [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 176 页。
① 参见 www.ddiworld.com。
② Hewitt,中国农业银行广东省分行:《创建一个高绩效的组织》(内部资料),2004 年。
① Ellis, K. “Developing for dollars.” Training, 40(5), 2003, pp 34-38.
② 杜映梅:《绩效管理》,对外经济贸易大学出版社,2003 年,第 120-121 页。
① Daniel Chia Yu Kuang: “Assessing Performance: Investigation of The Influence of Item Context and Rater Personality.” A Dissertation Submitted in Partial fulfillment of the Requirements for the Degree of Doctor of Philosophy in Systems Science: Psychology. Portland State University, 2004, 15.
② [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 198 页。
① [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 65 页。
① 付亚和, 许玉林:《绩效管理》,复旦大学出版社,2003 年,第 129 页。
① [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 198 页。
② [英]理查德?威廉姆斯:《组织绩效管理》(中译本),清华大学出版社,2002 年 5 月,第 204 页。
③ [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 81 页。
④ Herman Aguinis: “Performance Management”, Pearson Prentice Hall, 2007, 158.
① Mike Schraeder, Jim Simpson: “How Similarity and Liking Affect Performance Appraisals.” The Journal for Quality & Participation, Spring 2006. pp 34-40.
① [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 82 页。
① 卢盛忠:《管理心理学》,浙江教育出版社,2006 年,第 129 页。
② 黄钟仪:《绩效评估“滑铁卢”的新视角》,载于《重庆工商大学学报(社会科学版)》,2006 年 2月,第 23 卷第 1 期,第 47 页。
① Aharon等人总结了影响绩效评估的25个政治因素,并据此制定了影响绩效评估的政治知觉量表。参见吴铮,孙健敏:《绩效评估中的政治因素》,载于《经济与管理研究》,2006 年第 4 期。第 21-25 页。
① Jeffrey S. Kane: “Stability of Rater Leniency: Three Studies”, Academy of Management Journal, 1995, Vol. 38, No. 4, 1037.
② [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第415 页。
① [美]斯蒂芬·罗宾斯:《组织行为学》(第 10 版)(中译本),中国人民大学出版社,2005 年,第548 页。
① Duarte, N. T., Goodson, J. R., & Klich, N. R.: “Effects of dyadic quality and duration on performance appraisal”, Academy of Management Journal, 37, 510, 2004.
② Neck, C. P., Stewart, G. L., & Manz, C. C.: “Thought self-leadership as a framework for enhancing the performance of performance appraisers”, Journal of Applied Behavioral Science, 31, 280, 1995.
① [加]莱瑟姆,韦克斯利:《绩效考评——致力于提高企事业组织的综合实力》(第 2 版)(中译本),中国人民大学出版社,2002 年,第 92 页。
① 吴铮,孙健敏:《绩效评估中的政治因素》,载于《经济与管理研究》,2006 年第 4 期,第 25 页。
① Raymond A Noe: “Fundamentals of Human Resource Management”, The McGraw-Hill Companies, Inc. 2004, 260
①参见:http://www.caijing.com.cn/home/newsupdate/2007-08-27/28236.shtml。
1.《中华人民共和国公务员法》(2005 年 4 月 27 日第十届全国人民代表大会常务委员会第十五次会议通过,2006 年 1 月 1 日起施行)
2.《中华人民共和国劳动合同法》(主席令第六十五号)(2007 年
6 月 29 日第十届全国人民代表大会常务委员会第二十八次会议通过,2008 年 1 月 1 日起施行)
3.《中华人民共和国劳动法》(主席令第二十八号)(1994 年 7 月
5 日第八届全国人民代表大会常务委员会第八次会议通过,1995 年 1月 1 日起施行)
4.《中华人民共和国商业银行法》(1995 年 5 月 10 日第八届全国人民代表大会常务委员会第十三次会议通过 1995 年 5 月 10 日中华人民共和国主席令第四十七号公布 自 1995 年 7 月 1 日起施行)
5.中央组织部、人事部:《公务员考核规定(试行)》(2007 年 1 月17 日)
6.《中共中央关于调整金融监管机构党的领导体制有关问题的通知》(中发[2003]5 号)(2003 年 3 月 24 日)
7.《党政领导干部选拔任用工作条例》(中发[2002]7 号)(2002年 7 月 9 日)
8.《关于<党政领导干部选拔任用工作条例>若干问题的答复意见》(一)(组厅字[2003]10 号)(2003 年 4 月 3 日)
9.《党政领导干部选拔任用工作监督检查办法(试行)》(中办发[2003]17 号)(2003 年 6 月 19 日)
1.[美]哈罗德·孔茨,海因茨·韦里克著:《管理学》(第九版)(中译本),经济科学出版社 1993 年版。
2.[美]斯蒂芬·罗宾斯著:《组织行为学》(第十版)(中译本),中国人民大学出版社 2005 年版。
3.[美]德瓦尔著:《成功实施绩效管理》(中译本),电子工业出版社 2003 年版。
4.[美]普莱克斯著:《变革的绩效评估:员工安置、激励与发展》(中译本),中国轻工业出版 2004 年版。
5.[加]莱瑟姆,韦克斯利著:《绩效考评——致力于提高企事业组织的综合实力》(第二版)(中译本),中国人民大学出版社 2002 年版。
6.[英]劳伦斯等主编:《布莱克韦尔人力资源管理学百科辞典》(中译本),对外经济贸易大学出版社 2002 年版。
7.[美]拉姆勒,布拉奇著:《绩效改进:消除管理组织图中的空白地带》(第二版)(中译本),机械工业出版社 2005 年版。
8.[英]黑尔,惠特拉姆著:《高效:世界知名企业提升绩效的整体方案》(中译本),人民邮政出版社 2004 年版。
9.[美]C.默尔·约翰逊等编:《组织绩效》(中译本),经济管理出版社 2005 年版。
10.[英]理查德·威廉姆斯:《组织绩效管理》(中译本),清华大学出版社 2002 年版。
11.[美]潘蒂·西丹曼拉卡著:《智慧型组织--绩效能力知识一体化管理》(中译本),上海交通大学出版社 2003 年版。
12.[韩]刘朗道:《综合绩效管理革命》(中译本),新华出版社 2005年版。
13.[美]沃纳著:《双面神绩效管理系统(完全版)——卓越绩效管理丛书》(中译本),电子工业出版社 2005 年版。
14.[美]贝可:《绩效管理手册》(中译本),清华大学出版社 2006年版。
15.[美]巴克沃:《绩效管理:如何考评员工表现》(中译本),中国标准出版社 2002 年版。
16.[美]巴考尔著:《绩效管理 24 准则》(中译本),中信出版社 2005年版。
17.[美]帕特里夏·基利:《公共部门标杆管理突破政府绩效的瓶颈》(中译本),中国人民大学出版社 2002 年版。
18.[美]大卫·沃尔德曼,李尼·阿特沃特著:《360°反馈——方法与案例/高绩效组织人力资源管理系列丛书》(中译本),人民邮电出版社 2004 年版。
19.[英]尼利著:《战略绩效管理:超越平衡计分卡》(中译本),电子工业出版社 2004 年版。
20.[美] 托马斯·D·兹韦费尔著:《管理就是沟通》(中译本),中信出版社 2004 年版。
21.[美]劳伦斯·彼得等著:《金科玉律》(中译本),机械工业出版社 2004 年版。
22.[美]弗雷德·R·戴维著:《战略管理》(中译本),经济科学出版社 1998 年版。
23.[美]卡西欧,阿吉尼斯著:《人力资源管理中的应用心理学》(中译本),北京大学出版社 2006 年版。
24.[美]杰克·韦尔奇著:《赢》(中译本),中信出版社 2005 年版。
25.[美]詹姆斯·库泽斯著:《领导力》(第三版)(中译本),电子工业出版社 2004 年版。
26.[美] 黑贝尔斯,威沃尔著:《有效沟通》(第七版)(中译本),华夏出版社 2005 年版。
27.[美]蒂姆,彼得森著:《人的行为与组织管理》(中译本),中国轻工业出版社 2004 年版。
1.李德志主编:《当代中国公共部门人力资源管理与开发》,科学出版社 2004 年版。
2.李德志主编:《人事行政学》,高等教育出版社 2001 年版。
3.王惠岩,张创新著:《中国政治制度史》,吉林大学出版社 1989年版。
4. 杨景宇,李飞:《中华人民共和国公务员法释义》,法律出版社2005 年版。
5.杨文士,张雁主编:《管理学原理》,中国人民大学出版社 1994年版。
6. 赵慧军:《现代管理心理学》,首都经济贸易大学出版社 2006年版。
7.孙健著:《360 度绩效考评》,企业管理出版社 2003 年版。
8.水藏玺等著:《绩效指标词典》,中国经济出版社 2005 年版。
9.郭克莎主编:《企业管理世界名著解读》,广东经济出版社 2003年版。
10.孙健著:《管理核心员工的艺术》,企业管理出版社 2003 年版。
11.杜映梅编著:《绩效管理》,对外经济贸易大学出版社 2003 年版。
12.冯忠栓主编:《现代人力资源管理》,中国财政经济出版社 2002年版。
13.付亚和,许玉林主编:《绩效管理》,复旦大学出版社 2003 年版。
14.金波主编:《职业经理绩效考核训练》,高等教育出版社 2004年版。
15.杨永华,(美)西奥·滨虹编著:《现代人力资源管理理论与实务》,中国计量出版社 2004 年版。
16.余凯成主编:《人力资源开发与管理》,企业管理出版社 1997年版。
17.赵西萍等编著:《MBA 组织与人力资源管理》,西安交通大学出版社 1999 年版。
18.曾仕强著:《中国式管理行为》,中国社会科学出版社 2005 年版。
19.王方华等著:《知识管理论》,山西经济出版社 1999 年版。
20.本书编写组:《最新绩效考核与薪酬管理案例及操作要点分析》,企业管理出版社 2005 年版。
21.付遥:《业绩腾飞:销售团队绩效管理全攻略——时代光华培训大系》,北京大学出版社 2005 年版。
22.武欣:《绩效管理实务手册(第二版)》,机械工业出版社 2005年版。
23.鲁百年:《全面企业绩效管理(时代光华培训大系)》,北京大学出版社 2006 年版。
24.饶征,孙波:《以 KPI 为核心的绩效管理》,中国人民大学出版社 2003 年版。
25.徐斌:《绩效管理流程与实务》,人民邮电出版社 2006 年版。
26.罗振军:《七步打造完备的绩效管理体系》,哈尔滨出版社 2006年版。
27.秦杨勇,田志宝:《平衡记分卡与绩效管理——中国企业战略制导》,中国经济出版 2005 年版。
28.皇甫刚:《绩效考核与管理案例——卓越绩效管理丛书》,电子工业出版社 2005 年版。
29.付亚和,许玉林:《绩效考核与绩效管理》,电子工业出版社 2004年版。
30.冉斌:《三个和尚有水喝:高绩效管理五步法》,中国经济出版社 2004 年版。
31.赵国军,张和平,陶旭:《破解企业绩效管理中的 8 大难题——九略管理丛书破解系列》,机械工业出版社 2006 年版。
32.普华永道变革整合小组:《管理悖论:高绩效公司的管理革新》,经济日报出版社 2002 年版。
33.刘蕊:《如何进行绩效管理/职业经理人十万个怎么办》,北京大学出版社 2004 年版。
34.顾琴轩:《绩效管理》,上海交通大学出版社 2006 年版。
35.周文,虞涛:《绩效管理——安盛人力资源管理师操作实务手册》,湖南科学技术出版社 2005 年版。
36.朴愚,顾卫俊:《绩效管理体系的设计与实施——卓越绩效管理丛书》,电子工业出版社 2006 年版。
37.杜映梅:《绩效管理——CHRP 注册人力资源管理师指定培训教材》,对外经济贸易大学出版社 2003 年版。
38.王志宇:《绩效魔方——绩效管理操作手册》,中国社会科学出版社 2003 年版。
39.王雁飞,朱瑜:《绩效与薪酬管理实务——成功企业人力资源管理丛书》,中国纺织出版社 2005 年版。
40.欧阳洁:《绩效考核/成功企业人力资源管理操作手册系列》,清华大学出版社 2004 年版。
41.奚玉芹,金永红:《企业薪酬与绩效管理体系设计》,机械工业出版社 2004 年版。
42.侯坤:《绩效管理制度设计》,中国工人出版社 2004 年版。
43.万君康,梅小安:《企业知识资本管理及其绩效评价》,机械工业出版社 2006 年版。
44.胡税根:《公共部门绩效管理:迎接效能革命的挑战》,浙江大学出版社 2005 年版。
45.陈凌芹:《绩效管理》,中国纺织出版社 2004 年版。
46.湘财领导力发展学院:《摩托罗拉模式:高绩效管理的7个黄金法则》,中国建材工业出版社 2005 年版。
1.王淑红,龙立荣:《绩效管理综述》,载于《中外管理导报》2002年第 9 期,P40-44。
2.王铁鹰:《公务员绩效考核的现状及对策》,载于《贵州日报》2007 年 2 月 8 日。
3.蔡立辉:《西方国家政府绩效评估的理念及其启示》,载于《清华大学学报》(哲学社会科学版)2003 年第 18 卷(第 1 期),P76-78。
4.王中江:《政府绩效管理前沿问题研究》,载于《科技情报开发与经济》2006 年第 21 期,P132-134。
5.王怀明,冯文武:《绩效的区分及其在企业管理中的意义》,载于《人类工效学》2004 年 3 月第 10 卷第 1 期,P51-52。
6.仲理峰,时勘:《绩效管理的几个基本问题》,载于《南开管理评论》2002 年第 3 期,P15-19。
7.徐红琳:《绩效管理的理论研究》,载于《西南民族大学学报·人文社科版》2005 年第 2 期,P158-160。
8.牛成哲,李秀芬:《绩效管理的文献综述》,载于《甘肃科技纵横》2005 年第 34 卷第 5 期,P103。
9.冯英浚等:《绩效管理与管理有效性》,载于《中国软科学》2003年第 4 期,P132-136。
10.廖泉军:《绩效管理思想的演变与分析》,载于《统计与决策》2006 年第 5 期,P137-138。
11.钱永坤,刘颖:《人力资源管理与组织绩效关联性研究动态》,载于《现代管理科学》2006 年第 3 期,P51-52。
12.孙晓燕:《绩效管理再认识》,载于《科技与管理》2006 年第 1期,P137-139。
13.伯春杨:《绩效管理与薪酬管理探析》,载于《特区经济》2006年第 7 期,P372-373。
14.蒋镇国等:《基于职位族和绩效的多元化薪酬管理模式的研究及其应用》,载于《价值工程》2006 年第 8 期,P130-134。
15.王秀红:《组织知识管理绩效评价研究》,载于《科学学与科学技术管理》2006 年第 3 期,P64-67。
16.李长玲:《知识管理绩效的模糊评价》,载于《情报科学》2006年第 24 卷第 2 期,P185-188。
17.李恒全,仇向洋:《基于目标责任的绩效考核体系研究》,载于《现代管理科学》2006 年第 9 期,P83-84。
18.刘卫东:《浅谈知识型员工的绩效管理》,载于《湖南经济管理干部学院学报》2004 年第 15 卷第 4 期,P34-36。
19.张为民:《浅谈以人为本的绩效考核》,载于《长沙航空职业技术学院学报》2004 年第 4 卷第 9 期,P64-66。
20.董艳:《双向沟通在绩效管理中的作用机制研究》,载于《上海金融学院学报》2006 年第 1 期,P71-76。
21.吕小柏,金萍萍:《基于绩效沟通的企业绩效管理模式探讨》,载于《科技情报开发与经济》2006 年第 16 卷第 2 期,P188-189。
22.张惠晨:《绩效管理——与员工进行持续有效的绩效沟通》,载于《中国质量》2004 年第 7 期,P6-9。
23.丁岳枫,刘小平:《绩效管理过程中的沟通及策略》,载于《商业研究》2003 年第 13 期,P73-75。
24.王海:《知识员工的周边绩效管理》,载于《管理探索》2006 年第 5 期,P28-29。
25.翁赛珠,滕刚刚:《高绩效工作系统与企业文化关系研究》,载于《商场现代化》2006 年第 1 期,P242-243。
26.姚艳虹,杨申燕:《跨国企业文化差异对人力资源管理绩效影响的实证研究》,载于《对外经济贸易大学学报》2003 年第 4 期,P60-64。
27.柯学民:《建设企业的绩效文化》,载于《中外企业文化》2005年第 8 期,P28-30。
28.赵静杰,魏中原:《基于企业文化建设的绩效问题研究》,载于《工业技术经济》2005 年第 7 期,P10-11。
29.李爱华:《浅析全面薪酬体系与绩效文化建设》,载于《科技情报开发与经济》2005 年第 15 卷第 16 期,P28-30。
30.黄钟仪:《绩效评估“滑铁卢”的新视角》,载于《重庆工商大学学报(社会科学版)》2006 年第 23 卷第 1 期,P47-50。
31.吴铮,孙健敏:《绩效评估中的政治因素》,载于《经济与管理研究》2006 年第 4 期,P21-25。
32.马超,凌文辁:《人力资源管理的新视角:组织政治学》,载于《中国人力资源开发》2004 年第 6 期。
33.孙洪革:《中外企业绩效考评体系比较》,载于《北京石油管理干部学院学报》2005 年第 5 期。
34.胡利利等:《21 世纪员工绩效考评新趋势》,载于《北京石油管理干部学院学报》2004 年第 4 期,P52-55。
35.熊玲,吴绍琪:《影响团队绩效的“囚徒困境”博弈分析》,载于《重庆工学院学报》2006 年第 20 卷第 1 期,P41-43。
36.翟丽丽:《团队绩效考核的思考》,载于《商场现代化》2006 年2 月下旬刊,P81-82。
37.罗胡忠:《基于合作博弈的团队绩效提升》,载于《华东经济管理》2006 年第 20 卷第 2 期,P80-82。
38.赵日磊:《摩托罗拉的绩效管理》,载于《人才嘹望》2004 年第2 期,P24-25。
39.李东,曹海静:《绩效管理为什么在中国失效》,载于《商务周刊》MARCH 5,2006 年,P84-85。
40.周厚余,郑全全:《适应性绩效研究及其对绩效管理的意义》,载于《人类工效学》2006 年第 4 期,P57-59。
41.卓尚进:《国有控股商业银行改革取得突破性进展》,载于《金融时报》,2007 年 09 月 25 日。
42.郭凤琳:《国有商业银行:涅槃凤凰 更待展翅高飞》,载于《中国证券报》,2007 年 09 月 21 日。
43.黎四奇:《对我国商业银行改革进程中不平等现象的批判与反思》,详见:中法网,http://www.1488.com/china/Intolaws/LawPoint/..%5C..% 5CIntolaws%5CLawPoint%5C22%5C2007-9/225552.shtm。
44.詹向阳:《完善公司治理:国有商业银行改革重头戏》,详见http://jjdb.dzwww.com/xdjr/200402/t20040204_563847.htm。
45.《财经》:《央行:坚定不移地深化国有商业银行改革》,详见:http://www.caijing.com.cn/home/newsupdate/2007-08-27/28236.shtml。
46.李涛:《银行业 30 年变革:见证居民财富 800 倍膨胀》,载于《第一财经日报》,2007 年 9 月 30 日。
47.中华人民共和国劳动和社会保障部:《劳动和社会保障事业发展统计公报》(2000 年—2005 年)。
48.中华人民共和国劳动和社会保障部:《统计年鉴》(2002—2004年)。
1. Raymond A. Noe, Fundamentals of Human Resource Management, McGraw-Hill/Irwin, 2004.
2. Herman Aguinis, Performance Management, Pearson Education, Inc, 2006.
3. Andy Neely, Business Performance Measurement, Cambridge University Press, 2002.
4. Richard S Williams, Performance Management, International Thomson Business Press, 1998.
5. Daniel Chia Yu Kuang, Assessing Performance: Investigation of the Influence of Item Context and Rater Personality, Portland State University, 2004.
6. Kirlpatrick, Donald L., How to Improve Performance Through Appraisal and Coaching, AMACOM, 1982
7. Eugene Mckenna, Nic Beech, Human Resource Management, Prentice Hall, 1997.
8. Tom Coens, Abolishing Performance Appraisals: Why They Backfire and What to Do Instead, 2000.
9. United States General Accounting Office: PerformanceAppraisal System for Administrative Professional and Support Staff, 1999.
10.United States General Accounting Office: Performance Appraisal System for Band Ⅰ, Ⅱ, and Ⅲ employees, 1999.
11.United States General Accounting Office: Implementing Pay for Performance at Selected Personnel Demonstration Projects, 2004.
12.United States General Accounting Office: Insights for U.S. Agencies from Other Countries’ Performance Management Initiatives, 2002.
13.United States General Accounting Office: Modern Performance Management Systems Are Needed to Effectively Support Pay for Performance, 2003.
14.United States General Accounting Office: Creating a Clear Linkage between Individual Performance and Organizational Success, 2003.
15.United States Government Accountability Office: Issues Related to Poor Performance in the Federal Workplace, 2005.
16.United States Office of Personnel Management: A Handbook for Measuring Employee Performance, 2001.
17.United States Office of Personnel Management: Performance Appraisal for Teams: An Overview, 1998.
18.IBM Global Business Services: Unlocking the DNA of the Adaptable Workforce-The Global Human Capital Study 2008, 2007.
19.Yehuda Baruch: Multi-source Performance Appraisal: An Empirical and Methodological Note, PAQ Spring 1993, 96-111.
20.Yuk Lan Wong: Employee Workplace Effectiveness: Implications for Performance Management Practices and Research, Journal of General Management Vol. 29 No. 2 Winter 2003, 53-69.
21.Clive Fletcher: Performance appraisal and management: The Developing research agenda, Journal of Occupational and Organizational Psychology (2001), 74, 473-487.
22.Vicor Y. Haines Ⅲ: Performance Management Design and Effectiveness in Quality-Driven Organizations, Canadian Journal of Administrative Sciences, 21(2), 2004, 146-161.
23.Sheila Vaughan: Performance: Self As the Principal Evaluator, Human Resource Development International, September 2003, 371-385.
24.Peter M. Glendinning: Performance Management: Pariah or Messiah, Public Personnel Management Volume 3 No. 2 summer 2002, 161-177.
25.Adrian Furnham: Performance Management Systems, European Business Journal 2004, 83-94.
26.Sara L. Rynes: Personnel Psychology: Performance Evaluation and Pay for Performance, Annu. Rev. Psychol. 2005.56: 571-600.
27.Pan S. Kim: Strengthening the Pay-Performance Link in Government: A Case Study of Korea, Public Personnel Management Volume 31 No. 4 winter 2002, 447-463.
28.Peter Gwynne: How Consistent Are Performance Review Criteria? MIT Sloan Management Review, summer 2002, 15.
29.Deanne N. den Hartog: Performance Management: A Model andResearch Agenda, Applied Psychology: An International Review, 2004, 53(4), 556-569.
30.H.S. Robinson: Review and Implementation of Performance Management Models in Construction Engineering Organizations, Construction Innovation 2005; 5, 203-217.
31.Susanne G. Scott: Strategic Performance Appraisal in Team-Based Organizations: One Size Does Not Fit All, Academy of Management Executive, 2001, Vol. 15, No 2, 107-115.
32.David J. Woehr: Assessing Measurement Equivalence across Rating Sources: A Multitrait-Multirater Approach, Journal of Applied Psychology, 2005, Vol. 90, No. 3, 592-600.
33.Jai Ghorpade: Managing Five Paradoxes of 360-degree Feedback, Academy of Management Executive, 2000, Vol. 14, No. 1, 140-150.
34.Alternatives to Performance Reviews, Harvard Management Update, June 2006, 3-4.
35.Karyll N. Shaw: Changing the Goal-Setting Process at Microsoft, Academy of Management Executive, 2004, Vol. 18, No.4, 139-142.
36.Gary L. May: The Effect of Social Style on Peer Evaluation Ratings in Project Teams, Journal of Business Communication, Vol. 43, No.1, January 2006, 4-20.
37.Rober D. Behn: Why Measure Performance? Different Purposes Require Different Measures, Public Administration Review, September/October 2003, Vol. 63, No. 5, 586-606.
38.Kathryn Tyler: Make sure your managers aren’t takingcreative license with their performance reviews, HR magazine August 2005, 58-63.
39.Gerard H. Seijts: Learning goals or performance Goals: Is it the journey or the destination? Ivey Business Journal May/June 2006, 1-6.
40.Edwin Arnold: Personality Conflicts and Objectivity in Appraising Performance, Health Care Manager, Volume 22, Number 3, 2003, 227-232.
41.Gary E. Roberts: Employee Performance Appraisal System Participation: A Technique that Works, Public Personnel Management, Volume 32 No. 1 spring 2003, 89-98.
42.Conny Antoni: Management by objectives-an effective tool for teamwork? The International Journal of Human Resource Management, 16:2 February 2005, 174-184.
43.Mark D. Cannon: Actionable feedback: Unlocking the power of learning and performance improvement, Academy of Management Executive, 2005, Vol. 19, No.2, 120-134.
44.Gerard H. Seifts: Goal setting and goal orientation: An integration of two different yet related literatures, Academy of Management Executive, 2004, Vol. 47, No.2, 227-239.
45.Karyll N. Shaw: Changing the goal-setting process at Microsoft, Academy of Management Executive, 2004, Vol. 18, No.4, 139-142.
46.Edwin A. Locke: Linking goals to monetary incentives, Academy of Management Executive, 2004, Vol. 18, No.4, 130-133.
47.Tasker, Johann: Tough love do you have the heart?Personnel Today, 2/14/2006, 24-28.
48.Robert D. Costigan: An examination of the Relationship of a Western Performance-Management Process to Key Workplace Behaviors in Transition Economies, Canadian Journal of Administrative Sciences, 2005, 22(3) 225-267.
49.Michelle Brown: Rated to exhaustion? Reactions to performance appraisal processes, Industrial Relations Journal 34:12003, 67-80.
50.Janice S. Miller: High tech and high performance: Managing appraisal in the information age, Journal of Labor Research, Vol. XXIV. No.3 summer 2003, 409-424.
51.Julia Graham: Performance-Based Culture, The Journal for Quality & Participation, spring 2004, 5-8.
52.Mike Schraeder: How similarity and liking affect performance appraisals, The Journal for Quality & Participation, spring 2006, 34-40.
53.Stephen Kelly: Maximizing performance at BT Global services, Strategic HR Review, Vol. 3, Issue 4, May/June 2004, 32-35.
54.Performance Management: Getting it right form the start, HR Magazine; Mar2004, Vol. 49 Issue 3, Special Section, 2-10.
55.Clive Fletcher: Performance Management, Job Satisfaction and Organizational Commitment, British Journal of Management, Vol. 7, 1996, 169-179.
56.Loren Gary: Performance Management That Drives Results, Harvard Management Update, September 2004, 1-4.
57.An “inside-out” approach to enhancing performance management, HRFOCUS, September 2006, 3-5.
58.Simme Douwe P. Flapper: Towards consistent performance management systems, International Journal of Operations & Production Management, Vol. 16 No. 7, 1996, 27-37.
59.Jonathan D. Becher: Why metrics-centric performance management solutions fall short, DM Review, March 2005, 35-37.
60.Glenn Phelps: The fundamentals of performance management, GALLUP Management Journal, February 10, 2005.
61.Guido M.J. de Koning: Evaluating employee performance (Part 1), GALLUP Management Journal, November 11, 2004.
62.Glenn Phelps: The hard work of performance Management, GALLUP Management Journal, October 09, 2003.
63.Thomas Pock: Gaining Bilateral Benefit through Holistic Performance Management and Reporting, Total Quality Management, Vol. 15, No. 5-6, 557-567, July-August 2004.
64.Steve Kerr: The best-laid Incentive Plans, Motivating People, January 2003, 27-37.
65.Hiromichi Shibata: Wage and performance appraisal systems in Flux: A Japan-United States comparison, Industrial Relations, Vol. 41, No. 4, October 2002, 629-652.
66.Harry Levinson: Management by whose objectives? Motivating People, January 2003, 107-116.
67.James W. Walker: Human resource leaders: capability strengths and gaps, Human Resource planning, 21-32.
68.Barry Gerhart: Measurement error in research on humanresources and firm performance: How much error is there and how does it influence effect size estimates? Personnel Psychology 2000, 53, 803-834.
69.Jeffrey S. Kane: Stability of Rater Leniency: Three Studies, Academy of Management Journal 1995, Vol.38, No. 4, 1036-1051.
70.J. Bret Becton: Participant input into rater selection: Potential effects on the quality and acceptance of ratings in the context of 360-degree feedback, Public Personnel Management Volume 33 No. 1 Spring 2004, 23-32.
71.Hallock: Pay Equity: What is the Best Union Strategy? Labor Studies Journal; Spring2000, Vol.25 Issue 1, 27-45.
72.Figart: Equal Pay for Equal Work: The Role of Job Evaluation in an Evolving Social Norm, Journal of Economic Issues; Mar2000, Vol.34 Issue 1, 1-19.
73.Lauren Killer Johnson: Great Expectations: The Key to Great Results? Harvard Management Update, June 2005, 3-4.
74.Jeffrey S. Kane: A Theory of Equitable Performance Standards, Journal of Management 1997, Vol. 23, No.1 37-58.
75.James J. Heckman: The Performance of Performance Standards, The Journal of Human Resources, 2006, 778-811.
1.罗彪:《基于战略的全绩效管理系统研究》,中国科学技术大学博士学位论文,2004 年。
2.杜清玲:《组织沟通及其在员工绩效管理中的应用研究》,上海理工大学博士学位论文,2005 年。
1.美国人事管理局:http://www.opm.gov/index.asp
2.英国人事与发展协会:http://www.cipd.co.uk/default.cipd
3. 绩 效 评 估 网 : http://www.performance-appraisal.com/ home.htm
4.中国劳动网:http://www.labournet.com.cn/
5.中国人力资源开发网:http://www.chinahrd.net/
6.中国人力资源网:http://www.hr.com.cn/
7.世界经理人网站:http://www.ceconline.com/
8.华夏管理网:http://www.managers.com.cn/
9.新人资:http://www.sinohrm.com/
10.翰威特咨询:http://www.hewitt.com/
11.美世咨询:http://www.mercer.com/
12.北森人力咨询:http://www.beisen.com/
13.万德企业顾问网:http://www.szwonder.net/
14.《中国行政管理网》:http://www.cpaj.com.cn/
15.中国经济网:http://www.ce.cn/