本篇文章主要讲述绩效管理的问题，几十年来，关于绩效管理的问题一直存在争议，因为公司管理者如何培养员工的绩效这个问题从未得到完全解决。这在很大程度上与这样一个事实有关:在每个经济或财政年度的新开始之前，在每个大或小的组织中，关于绩效审查甚至评估的声音总是嗡嗡作响(Halligan et al.， 2015)。一个真实的事实是，所有的员工对组织的绩效评估通常都有一种爱恨交加的关系。这是因为，与组织员工一样，员工也喜欢绩效评估，因为这是他们获得更好薪酬的唯一可靠途径。他们也同样憎恨，因为他们觉得这并不能让他们的表现变得更好。本篇英国管理学论文代写文章由英国论文通AssignmentPass辅导网整理，供大家参考阅读。
The issue regarding performance management has for decades continued to be debated because the issue of what it takes for company managers to nurture the performance of their employees has never been fully resolved. This has greatly been linked to the fact that before the new the start of each economic or financial year, there is always a buzzing sound in every big or even small organization regarding the performance review and even appraisal (Halligan et al., 2015). It is a genuine fact that all employees usually have a love-hate relationship regarding an organization’s performance appraisal. This is because as much as organizational employees love the performance appraisals since it is the only sure way through which they can reach at better packages. And they also hate in equal measure since they feel it does not really make their performance to become better.
According to debate in support of performance management and in particular performance reviews and appraisals, it is argued that the cutting down on the human capital has never been the major objective of the performance appraisals. This is because it is felt that review is part and parcel of a partnership and not something that is just employed on employees from people above. It is asserted that at the completion of paperwork, it is the responsibility of the line manager or the boss for that matter should ensure that there is a viable environment for the employees to develop. This might comprise among other activities ensuring training, time, and even various kinds of work experience are provided to the relevant people in the organization. Supporters of performance management in organizations have also further argued that the growth of any trained employees is normally “directly proportionate” to the growth of the employers.
According to individuals against performance management and performance appraisals and reviews in organizations, they argue that there has been a basic mismatch that usually exists between the demands of the HR department and what is delivered by the organizational employees. They thus argue that it is indeed during the time or period of “Appraisal rigmarole” that the loopholes of performance management become quite visible and the discussions regarding the topic become quite rigorous (VanGrasstek, 2013). They also argue that performance reviews are known to rank with main canals on list of less favorite things to perform for both managers and employees. The debate regarding the utility of the performance reviews is known to revolve on the forced ranking system that purports or is aimed at the identification of top performers in an organization. They stress on the importance of the fact that the human brain is not usually wired inherently against the feedback, but instead, it is based against the mode as well as the consequences of feedback.
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