1、 本科毕业论文（设计） 外文翻译 题 目 某企业绩效管理问题研究 学 院 商学院 专 业 人力资源管理 班 级 外文题目 Can Performance Management Foster Intelligent Behavior? 外文出处 People & Strategy 外文作者 Nagpal, Gyan 1 原文一： Can Performance Management Foster Intelligent Behavior? Bjarte Bogsnes The world has changed, not just in increasingly fast-changing an
2、d unpredictable ways, but also the competence and expectations of people in our organizations. Unfortunately, too few seem to understand or accept that these developments call for radically new and different ways of leading and managing. Traditional management practices do not make us the agile orga
3、nizations we need to be. The problem starts with the label, Performance Management implying, If I dont manage you, there will be no performance.We need a new mindset, one that is less about managing performance and more about creating conditions for great performance to occur. We need self-regulatin
4、g models, requiring less management, but more leadership from everyone. Think about traffic, where we want good performance and a safe good flow. Traffic authorities have different ways of making this happen. The traffic light is a popular choice, but those managing the process (programmers) are not
5、 in the situation； information used in their process is not fresh, which is clear as you wait in front of that red light. The roundabout is a very different alternative. Those managing are the drivers themselves. The information used is real time, coming from own observations. While that information
6、 is also available in front of the traffic light, drivers do not have the authority to act on it. By the way, the zipper or every second car through is not a rule, but a guiding principle. The roundabout normally is more efficient than the traffic light, because of two significant differences in the
7、 decision-making process, information and authority. A third element is also required for the roundabout to be more efficient: while the traffic light is a simple-rules based system, the roundabout is values-based. A value-set based on, Me first, I dont care about the rest, is not a big a problem in
8、 front of the red light, but is a serious problem in a roundabout. Here, a positive common purpose 2 of wanting a safe and good flow is critical. Drivers must be more considerate, open about own intentions while trying to understand the intentions of peers. Instead of managing performance, traffic a
9、uthorities have created conditions for self-managed performance to occur. What would the implications be for the loathed performance review? The principles and practices described at Return Path are sensible and interesting. I like the concept of horizontal commitments toward peers, instead of verti
10、cal commitments to higher management. At the same time, we need to broaden our definition of performance. In traditional performance, a commitment is too often about hitting the number. This is too narrow. We need to ask questions such as, how are we doing compared to peers? How are we using KPIs to
11、 reflect on performance, or using hindsight and management assessment to verify results? Did we really move toward our longer-term ambitions? How sustainable are the results? Last but not least, there has to be room for values if performance systems are to foster intelligent behavior； we need to ask
12、, how where those results achieved? At Statoil our integrated performance management approach links ambitions to actions. Our targets reflect a broad set of ambitions, including people, health, safety, environment, operations and financial performance. Read more about our management model and how we
13、 apply a holistic and values-based approach to this broader performance agenda. The words of Dee Hock, former GEO of Visa, should guide the design of our management processes, including our performance reviews: Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex
14、rules and regulations give rise to simple, stupid behavior. While researching my book. Talent Economics, I interviewed employees about what really motivates todays workforce. I discovered a disconnect between the performance support my interviewees wanted versus how managers recounted their contribution to these conversations. Over the last 20 years, the employee mindset has evolved faster than has the art and science of management. Nowhere is this starker than in the area of performance
