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1、员工激励机制外文翻译文献（文档含中英文对照即英文原文和中文翻译）原文：Performance Appraisal as a Guide for Training and Development:A Research Note on the Iowa Performance Evaluation SystemBy Dennis Daley owa State UniversityThis paper examines one facet of performance appraisal-its use as a guide for the drafting of employee trainin
2、g and development plans. The scope is limited in that it excludes any consideration as to whether these plans are actually implemented. Our interest focuses only on the extent to which supervisors endeavor to assist employees in correcting or overcoming weaknesses and in enhancing or developing perc
3、eived strengths. The findings reported here are based on a 1981 monitoring of the performance appraisal system used by the State of Iowa.As civil service reform has been instituted in one jurisdiction after another in order to further assure objective, performance based personnel practices, performa
4、nce appraisal has emerged as one of the key issues in the personnel management of the 1980s. This heightened sense of importance and seriousness has, in turn, led to a renewed interest in the study of the actual workings of performance appraisal systems.The uses to which performance appraisal can be
5、 put are myriad. The recent Civil Service Reform Act of 1978 serves as a model in this respect. Here we find enunciated what may be taken as the typical orientation toward the uses of performance appraisal, recommending that personnel managers and supervisors use the results of performance appraisal
6、 as. a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees. Performance appraisal systems can also serve to validate personnel testing and selection procedures, although such systems are themselves also subject to affirmative action validation
7、requirements.The economic recessions of the 1970s and 1980s have placed significant restraints on these uses, however. The imposition of hiring freezes, the diminishment of promotional opportunities, the advent of reductions-in-force, and the near abandonment of merit pay provisions by financially s
8、trapped governmental entities have contributed to the loss of enthusiasm for performance appraisal in many quarters. Under such circumstances, performance appraisal 一 limited in its use to the more negative functions of employee evaluation-takes on the dreaded image ascribed to them by Douglas McGre
9、gor (1957).In their search to salvage something positive from amidst these circumstances personnel specialists have alighted upon the use of performance appraisal as a guide for employee training and development. This offers them the opportunity of providing public employees with a service that empl
10、oyees view as beneficial. Although public employees have shown little confidence in specific performance appraisal systems or in the managerial abilities of those responsible for their implementation (McGregor, 1957; Levinson, 1976; Nalbandian,1981), they have tended to demonstrate a more favorable
11、attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978;Cascio, 1982).This, of course, still poses a significant problem to a multipurpose system such as that found in the State of Iowa. Disenchantment or distrust with one aspect of
12、the performance appraisal system may significantly contribute to the weakening of the entire evaluation system.THE IOWA PERFORMANCE EVALUATION SYSTEMIn all public service systems employees are evaluated periodically; most often this is done informally. The introduction of formal systems of performan
13、ce appraisal, usually in addition to continued informal assessment, is a relatively recent event. Formal systems of performance appraisal are designed to provide a systematic and objective measure of individual job performance and/or potential for development.Although the use of formal performance a
14、ppraisal in Iowa can be traced back at least to the early 1950s (limited, for the most part, to such rudimentary methods as the essay or graphic rating scale), these occurred within a fragmented setting. Individual departments and agencies retained descretion over the choice of such personnel practi
15、ces until well into the 1960s.Under Governor Harold Hughes (1963一1969) a number of efforts were undertaken to strengthen the executive. Among these reforms was the creation of the State Merit System of Personnel Administration, administered by the Iowa Merit Employment Department, in 1967. Even so,
16、there were numerous exemptions limiting the extent of its coverage, both in terms of separate merit systems outside its jurisdiction and of patronage appointments.The executive reform movement was continued throughout the lengthy service of Governor Robert Ray (1969-1983). Strong executive support was placed behind the development of the personnel system. Governor Ray unsuccessfully advocated expanding the IMED jurisdiction through the elimination of the existin
