1、1800 单词， 1 万 英文字符， 2800 汉字 文献出处： Boachiemensah F, Seidu P A. Employees Perception of Performance Appraisal System: A Case StudyJ. International Journal of Business & Management, 2012, 7(2):93-98. 原文 Employees Perception of Performance Appraisal System: A Case Study Boachie-Mensah, Francis O; Seidu,
2、Peter Awini 1. Introduction In todays competitive business world, it is understood that organizations can only compete with their rivals by innovating, and organizations can be innovative by managing their human resources well. The human resource system can become more effective by having a valid an
3、d accurate appraisal system used for rating performances of employees (Armstrong, 2003; Bohlander &Snell, 2004). Unfortunately, the number of organizations using an effective performance appraisal system (PAS) is limited (Hennessey &Bernadin, 2003). Perceptions of employees about the targets, outcom
4、es and uses of performance appraisal (PA) results would be beneficial depending on a number of factors. For example, employees are more likely to be receptive and supportive of a given PA programme if they perceive the process as a useful source of feedback which helps to improve their performance (
5、Mullins, 2007). Employees are likely to embrace and contribute meaningfully to a given PA scheme if they perceive it as an opportunity for promotion, and as an avenue for personal development opportunities, a chance to be visible and demonstrate skills and abilities, and an opportunity to network wi
6、th others in the organisation. On the other hand, if employees perceive PA as an unreasonable attempt by management to exercise closer supervision and control over tasks they(employees) perform, various reactions may result. PA will be effective if the appraisal process is clearly explained to, and agreed by the people involved (Anthony et al., 1999). Without adequate explanation or consultation, PA could turn counterproductive. In addition, staff motivation, attitude and behaviour develo
