Term Paper代寫范例：Nature of Performance Appraisal - Analysis

Term Paper代寫范例-績效評估的性質——分析。本文是一篇留學生termpaper寫作范文，主要內容是講述制度的優劣將影響工作滿意度、工作敬業度和離職意愿。除了有效績效評估系統問卷的結果外，本文中的論點還依賴于Ahmed等人和IM Jawahar引用的各種文獻來源和研究結果。所有來源一致指出，考績觀念、工作滿意度和工作敬業度之間存在正相關關系，考績觀念和辭職意向之間存在負相關關系。下面就一起來看一下這篇termpaper代寫范例的具體內容。

While performance appraisal systems (PAs) are great motivators of employees, they can also assist organisations in the achievement of their objectives. According to Wayne F. Cascio people are “the most vital of all resources, in work settings” (Cascio 2010). In order to optimise organisational outputs it, therefore, goes without saying that organisations should aim to maximise employee efficiency. In managing employees, it’s important for organisations to keep their employees happy to increase each employee’s outputs. Various studies have shown correlations between employee productivity and job satisfaction, work engagement and intent to quit (Find a source). As a result, organisations should be concerned with the management of these 3 factors, which are all determined by employee attitudes towards their work and will affect employee inputs, which will directly impact organisational effectiveness.

雖然績效評估系統（PA）是員工的巨大動力，但它們也可以幫助組織實現其目標。根據Wayne F.Cascio的說法，在工作環境中，人是“所有資源中最重要的”（Cascio，2010年）。因此，為了優化組織產出，不言而喻，組織應該以最大限度地提高員工效率為目標。在管理員工時，重要的是組織要讓員工開心，以提高每個員工的產出。各種研究表明，員工生產力與工作滿意度、工作敬業度和辭職意愿之間存在相關性（尋找來源）。因此，組織應關注這3個因素的管理，這些因素都由員工對工作的態度決定，并將影響員工的投入，這將直接影響組織的有效性。

In the article Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance, Ahmed et al asserts that annual performance evaluations are traditionally one of the most accepted processes for employee management (Ahmed et al 2010). Therefore, through the management of employees, performance appraisal systems would play a key role in managing job satisfaction, work engagement and intent to quit. Given the causal relationships between employee attitudes, their professional performance and the quality of their outputs, this assignment strives to analyse the relationships between the performance appraisal and work engagement, job satisfaction and the intent to quit.

在《績效評估對態度結果和組織績效的影響》一文中，Ahmed等人斷言，年度績效評估傳統上是員工管理最容易接受的過程之一（Ahmed等人，2010年）。因此，通過對員工的管理，績效評估系統將在管理工作滿意度、工作敬業度和辭職意向方面發揮關鍵作用。鑒于員工態度、專業表現和產出質量之間的因果關系，本任務努力分析績效評估與工作敬業度、工作滿意度和辭職意向之間的關系。

Using the Effective Performance Appraisals Systems Questionnaire, a 15 person study is conducted, which ultimately indicates positive relationships between the favourable perceptions of the performance appraisal system, job satisfaction and work engagement. A negative relationship is, however, found between employee impressions of the performance appraisal system and intent to quit.

使用有效績效評估系統問卷，進行了一項15人的研究，最終表明對績效評估系統的好感、工作滿意度和工作敬業度之間存在積極關系。然而，員工對績效考核體系的印象與辭職意向之間存在負相關關系。

Definitions 定義

Performance Appraisal 績效考核

According to its most accepted definition, performance appraisal “is the process of identifying, observing, measuring, and developing human performance in organizations” (Carroll and Schneir, 1982). This system is crucial to human resource management (HRM) in that it provides a platform for performance evaluation against the organisation’s strategy, and when properly implemented, encourages career development and self-assessment (Erdogaan 2002). While PA systems expose employee outputs to the subjective assessments of their superiors, peers and subordinates (Jackson and Schuler 2003), it often forms the basis of organisational reward and punitive systems (Cardy and Dobbins 2011).

根據其最廣泛接受的定義，績效評估“是識別、觀察、衡量和發展組織中人類績效的過程”（Carroll和Schneir，1982）。該系統對人力資源管理（HRM）至關重要，因為它提供了一個根據組織戰略進行績效評估的平臺，并且在適當實施時，鼓勵職業發展和自我評估（Erdogaan，2002年）。雖然PA系統使員工的產出受到上級、同行和下屬的主觀評估（Jackson和Schuler，2003年），但它往往構成組織獎勵和懲罰系統的基礎（Cardy和Dobbins，2011年）。

Though performance appraisal systems serve as a practical evaluation tool, they are also critical in affecting work environment end drivers such as work engagement, job satisfaction and intention to quit.

盡管績效評估系統是一種實用的評估工具，但它們在影響工作環境的最終驅動因素（如工作敬業度、工作滿意度和辭職意向）方面也至關重要。

Work Engagement 工作參與度

Work engagement relates directly to the degree to which an individual personally identifies with their work responsibilities (Khan 1990), investing emotion and personal resources in the execution of work tasks (Rich et al. 2010). Therefore, work engagement refers to the professional application of various levels of self-investment ranging from the physical to the emotional and cognitive (Rich et al 2010). Macey and Schneider explain work engagement in basic terms, as the extent to which employees are “involved with, committed to, enthusiastic, and passionate about their work” (Macey and Schneider 2008).

工作參與度直接關系到個人對其工作責任的認同程度（Khan 1990），在執行工作任務時投入情感和個人資源（Rich等人，2010）。因此，工作投入是指從身體到情感和認知等各個層面的自我投資的專業應用（Rich等人，2010年）。Macey和Schneider用基本的術語解釋了工作敬業度，即員工“參與、致力于、熱情和對工作充滿熱情”的程度（Macey和施耐德，2008年）。

Job Satisfaction 工作滿意度

Most simply defined, job satisfaction pertains to the amount of pleasure an individual derives from their work (Spector, 1997). Taken a step further, it directly compares an individual’s perception of ideal working conditions with their actual work environment and job characteristics (Karani et al). Ultimately in determining their level of job satisfaction, employees evaluate their position, within an organisation in light of their personal values and ideals. (Michael G. Morris et al) –

最簡單的定義是，工作滿意度與個人從工作中獲得的快樂程度有關（Spector，1997）。更進一步，它直接將個人對理想工作條件的感知與他們的實際工作環境和工作特征進行比較（Karani等人）。最終，在確定工作滿意度時，員工會根據個人價值觀和理想來評估自己在組織中的職位。（Michael G.Morris等人）

Intent to Quit 退出意向

While intent to quit refers to an employee’s desire to actively seek alternative employment (Tett and Mayer, 1993), it also relates to the individual’s likelihood to leave the organisation (Cotton and Tuttle, 1986). According to Herrbach et al, intent to quit is primarily affected by employees’ level of job satisfaction, their sense of organisational loyalty and the employer’s reputation (Herrbach 2004)

雖然辭職意向是指員工積極尋求替代工作的愿望（Tett和Mayer，1993），但它也與個人離開組織的可能性有關（Cotton和Tuttle，1986）。根據Herrbach等人的研究，辭職意向主要受員工工作滿意度、組織忠誠度和雇主聲譽的影響（Herrbach 2004）

Elements or Characteristics of an Effective Performance Appraisal System

有效的績效評估體系的要素或特征

While performance appraisal systems serve numerous purposes, its key function is to improve organisational effectiveness, by encouraging greater employee efficiency. Therefore, it is critical that performance appraisals display the following characteristics:

雖然績效評估系統有多種用途，但其關鍵功能是通過鼓勵員工提高效率來提高組織效率。因此，至關重要的是，績效評估應顯示以下特征：

Alignment with Organisational Strategy and Goals

與組織戰略和目標保持一致

In Managing Human Resources, Cascio states that Performance Appraisal criteria must be relevant, regarding their relation to both organisational objectives and employee goals (Cascio 2010). Guided by the Performance Appraisal, employees should strive to meet targets that align with the organisation’s strategy, so that both parties benefit from its execution. Therefore, in addition to output targets, Performance Appraisals should also focus on developing employees through training initiatives, which should be aligned with long term organisational objectives. Additionally, performance criteria should evaluate outputs based on appropriate/inappropriate employee behaviour, but should also include a rating, which will indicate the quality of the work performed.

Cascio在《人力資源管理》中指出，績效評估標準必須與組織目標和員工目標相關（Cascio 2010）。在績效評估的指導下，員工應努力實現與組織戰略相一致的目標，以便雙方都能從績效評估的執行中受益。因此，除了產出目標外，績效評估還應側重于通過培訓計劃培養員工，培訓計劃應與長期組織目標相一致。此外，績效標準應根據適當/不適當的員工行為來評估產出，但也應包括一個評級，該評級將表明所執行工作的質量。

The criteria must be SMART (Specific, Measurable, Attainable, Relevant, Time-bound)

標準必須是SMART（具體、可衡量、可實現、相關、有時限）

An effective Performance Appraisal system should focus on job requirements, must be based on measurable criteria, and must refrain from opinion based assessments (Noe et al 1994). The system should distinguish between excellence and poor delivery, and should award employees appropriately (Cascio 2010). Furthermore, unattainable performance criteria will serve only to discourage employees. As a result, ratings for measuring performance must fall realistically within an employee’s reach, should be driven by timelines, and must be assessed regularly. Clearly defined timelines not only provide structure to the performance appraisal process, but also establish deadlines for the achievement of set goals. Should employees fall short of set targets, corrective action must be taken in the new assessment cycle. Organisations must, therefore, invest in designing performance criteria that can be practically and consistently measured and applied equally to all employees throughout the organisation.

有效的考績制度應側重于工作要求，必須以可衡量的標準為基礎，并且必須避免基于意見的評估（Noe等人，1994年）。該系統應區分卓越和糟糕的交付，并應適當獎勵員工（Cascio 2010）。此外，無法達到的績效標準只會讓員工氣餒。因此，衡量績效的評級必須切實落在員工的承受范圍內，并由時間表驅動，必須定期進行評估。明確規定的時間表不僅為考績過程提供了結構，而且為實現既定目標確定了最后期限。如果員工達不到設定的目標，必須在新的評估周期內采取糾正措施。因此，組織必須投資于設計能夠切實、一致地衡量并平等適用于整個組織所有員工的績效標準。

Credibility/Acceptability 可信度/可接受性

The success of all performance appraisal systems hinges directly on employee endorsement and support. According to Cascio, “HR programs must have the support of those who will use them, or human ingenuity will be used to thwart them” (Cascio 2010). In order to attain employee buy-in, it is, therefore, critical that organisations incorporate employee and management participation, and inputs into the design of any performance appraisal system,. The credibility of a Performance Appraisal also relies heavily on the quality and integrity of the information used to reach the Performance Appraisal rating. Employees should feel that supervisors accurately assessed their performance (Cascio 2010). It is, therefore, critical that employees view the system to be fair and representative of their work requirements. It’s also crucial that employees value the assessments of their evaluators. Employees must feel that assessor evaluations are objective and standard in application.

所有績效評估系統的成功與否直接取決于員工的認可和支持。根據Cascio的說法，“人力資源項目必須得到那些將使用這些項目的人的支持，否則人類的獨創性將被用來挫敗它們”（Cascio 2010）。因此，為了獲得員工的認同，組織將員工和管理層的參與以及投入納入任何績效評估系統的設計至關重要，?？冃гu估的可信度也在很大程度上取決于用于達到績效評估評級的信息的質量和完整性。員工應該感覺到主管準確地評估了他們的績效（Cascio 2010）。因此，至關重要的是，員工要公平地看待該系統，并能代表他們的工作要求。員工重視評估人員的評估也是至關重要的。員工必須感覺到評估員的評估在應用中是客觀和標準的。

Practical Usability 實用性

While Performance Appraisal Systems must focus on specific job requirements, designers of these systems must place emphases on their usability. To encourage employees to actively use the system, it must be easy to understand and apply (Cascio 2010). In addition, employees must have a clear understanding of the evaluation criteria.

雖然績效評估系統必須關注特定的工作要求，但這些系統的設計者必須強調其可用性。為了鼓勵員工積極使用該系統，它必須易于理解和應用（Cascio 2010）。此外，員工必須清楚地了解評估標準。

A time-consuming system can deter employees from using it maximally, thereby compromising the effectiveness of the performance appraisal process. As a result, it’s imperative that employees not only understand the objectives of the performance appraisal system, but also have a firm grasp of the criteria and the consequences of non-performance.

一個耗時的系統可能會阻止員工最大限度地使用它，從而影響績效評估過程的有效性。因此，員工不僅必須了解績效評估系統的目標，而且必須牢牢掌握不績效的標準和后果。

Two-Way Feedback 雙向反饋

Once supervisors have completed employee evaluations, they must provide employees with clear, meaningful feedback that focuses on both strengths and weaknesses. Supervisors must then allow employees the opportunity to respond to evaluation ratings and comment on their development goals within the organisation. It’s essential that an honest, two-way discourse is encouraged to prevent the emergence of disgruntled employees.

一旦主管完成了員工評估，他們必須向員工提供明確、有意義的反饋，重點關注優勢和劣勢。然后，主管必須讓員工有機會對評估評級做出回應，并對他們在組織內的發展目標發表評論。必須鼓勵誠實、雙向的對話，以防止出現心懷不滿的員工。

Implementation 實施

The first step in implementing an effective performance appraisal system is to define the performance evaluation criteria that will align to both the employee’s job and the organisation’s short and long term goals. The defined criteria must then be transformed into rating system that will link specific scores to levels of performance (Cascio 2010, p.338). In order for both employees and assessors to understand the assessment process, the organisation should conduct training sessions, which should cover both the characteristics of the performance appraisal system as well as the assessment process (Cascio 2010, 338). In addition, the process must be communicated to the employees and the assessors in writing. Tracking mechanisms must be put in place to alert assessors to inconsistencies in the process and also to assist managers with corrective measures should employees fall short of set targets (Cascio 2010, 338). The system should also allow for an appeals process. This will create a platform for disgruntled employees to address their grievances. To reduce the inevitable subjectivity associated with performance appraisals, recent scholars have also suggested the use of the 360 degree feedback system (Ahmed et al 2010). This form of appraisal assesses the employee from various angles (Top Down, Peer to Peer, Bottom Up and Client) and allows for a more balanced assessment of the employee’s performance.

實施有效的績效評估系統的第一步是確定符合員工工作和組織短期和長期目標的績效評估標準。然后，必須將定義的標準轉化為評級系統，將特定分數與績效水平聯系起來（Cascio 2010，第338頁）。為了讓員工和評估員了解評估過程，組織應舉辦培訓課程，培訓課程應涵蓋績效評估系統的特點和評估過程（Cascio 2010338）。此外，該過程必須以書面形式傳達給員工和評估員。必須建立跟蹤機制，提醒評估人員注意流程中的不一致之處，并在員工達不到既定目標時協助管理人員采取糾正措施（Cascio 2010338）。該系統還應允許上訴程序。這將為心懷不滿的員工提供一個解決不滿的平臺。為了減少與績效評估相關的不可避免的主觀性，最近的學者還建議使用360度反饋系統（Ahmed等人，2010年）。這種形式的評估從不同的角度（自上而下、對等、自下而上和客戶）評估員工，并允許對員工的績效進行更平衡的評估。

In implementing a successful performance appraisal system, it is important to focus on attaining employee and management endorsement and also to promote a fair and transparent process.

在實施一個成功的績效評估系統時，重要的是要注重獲得員工和管理層的認可，并促進一個公平和透明的過程。

Evaluating the “Effective Performance Appraisal Systems Questionnaire”

評估“有效績效評估系統問卷”

A close comparison can be drawn between the criteria analysed in part I of the Effective Performance Appraisal Systems Questionnaire and the key characteristics of an effective performance appraisal system as outlined by Cascio (Cascio.2010). Like Cascio, the questionnaire assesses employee satisfaction with the implementation of the performance appraisal system according to the following criteria:

可以將有效考績制度調查表第一部分分析的標準與Cascio概述的有效考績制度的關鍵特征進行密切比較（Cascio.2010）。與Cascio一樣，該問卷根據以下標準評估員工對績效評估系統實施的滿意度：

whether consequences/rewards are reflective of scores rating;

結果/獎勵是否反映了評分；

whether targets add value to the success of the business;

目標是否為企業的成功增值；

whether the evaluation criteria is relevant to the success of the job;

評估標準是否與工作的成功相關；

the fairness of allocated ratings;

分配評級的公平性；

the consistency of ratings;

評級的一致性；

whether ratings differentiate between effective and less effective performance;

評級是否區分有效績效和低效績效；

the ease with which the performance appraisal system is administered and applied;

考績制度易于管理和應用；

the level of endorsement received from all parties (assessors and employees);

各方（評估員和員工）的認可程度；

the degree to which decisions are based on ratings and are sound and relevant;

決策在多大程度上是基于評級的，是合理和相關的；

the performance appraisal’s level of congruence with organisational strategy, goals and culture;

績效評估與組織戰略、目標和文化的一致性水平；

the degree to which performance appraisal criteria are specific, measuring, stretching targets;

績效評估標準具體、衡量、延伸目標的程度；

whether the performance appraisal takes both unit and individual performance into account and takes corrective action;

績效評估是否同時考慮了單位和個人的績效，并采取了糾正措施；

whether employees are evaluated annually and corrective measures are taken.

是否每年對員工進行評估并采取糾正措施。

The only criterion not mentioned by Cascio is whether the performance appraisal system is the organisation’s primary evaluation tool. This question offers great insight into the degree to which an organisation uses the performance appraisal system as a management tool. A lower organisational dependence on the performance appraisal system (as a management tool) will weaken the causal relationship between the performance appraisal system and the 3 factors (job satisfaction, work engagement, intent to quit). Out of the 15 participants in the study, 8 strongly agreed that their organisation’s performance appraisal system is the primary assessment mechanism, 4 felt it was somewhat true, 1 thought it was neither true nor false and 2 somewhat disagreed. According to the respondents, 80% (12/15) of the organisations represented in the study, therefore, use the performance appraisal tool as a primary management mechanism. As a result, the performance appraisal perceptions of the majority of the study’s participants will affect their levels of job satisfaction, work engagement and their intentions to quit.

Cascio沒有提到的唯一標準是績效評估系統是否是組織的主要評估工具。這個問題讓我們深入了解一個組織在多大程度上使用績效評估系統作為管理工具。組織對績效評估系統（作為一種管理工具）的依賴性降低，將削弱績效評估系統與三個因素（工作滿意度、工作敬業度、辭職意向）之間的因果關系。在這項研究的15名參與者中，8人強烈同意他們組織的績效評估系統是主要的評估機制，4人認為這有點正確，1人認為這既不是真的也不是假的，2人有點不同意。據受訪者稱，研究中80%（12/15）的組織將績效評估工具作為主要管理機制。因此，大多數研究參與者的績效評估觀念將影響他們的工作滿意度、工作敬業度和辭職意愿。

The questionnaire evaluates the remaining 13 criteria on a scale from 1-5, with scores of 5 reflecting positively on the effectiveness of the system and 1 reflecting poorly. Through the calculation of an individual’s mean score across the 13 criteria, the questionnaire, therefore, gives a relatively clear indication of an employee’s level of satisfaction with the performance appraisal system.

問卷對其余13項標準進行了1-5分的評估，其中5分積極反映了該系統的有效性，1分反映不佳。因此，通過計算個人在13項標準中的平均得分，問卷相對清晰地表明了員工對績效評估系統的滿意度。

The questionnaire then continues to assign scores for job satisfaction, work engagement and intent to quit. Mean calculations for these criteria are compared with mean scores for employee happiness with the performance appraisal system. Through these comparisons, the relationships between the system and the 3 factors can be evaluated. [Write a concluding sentence that will summarise all your observations above. Did you evaluate the questionnaire or did yo relate it to the AP system? I’m not clear.]

然后，問卷繼續為工作滿意度、工作投入度和辭職意向打分。將這些標準的平均計算值與績效評估系統中員工幸福感的平均得分進行比較。通過這些比較，可以評估系統與這三個因素之間的關系。[寫一句總結句，總結你上面的所有觀察結果。你是否評估了問卷，或者你是否將其與AP系統聯系起來？我不清楚。]

Link between the Effectiveness of a Performance Appraisal System and Work Engagement, Job Satisfaction and Intention to Quit – A Literature Review

績效評估體系的有效性與工作投入、工作滿意度和辭職意向之間的聯系——文獻綜述

Basis for Employee Perceptions of Performance Appraisal Systems

員工對績效考核體系認知的基礎

Employee perceptions of performance appraisals are largely based on the following factors:

員工對績效評估的看法主要基于以下因素：

Fairness 公平

According to Adnan Ahmed, “the success of any PA system depends on its degree of fairness” (Ahmed 2010). As suggested above, performance appraisal systems are highly reliant on employee and manager endorsement, and its success can be severely compromised if employees suspect bias within the system (Ahmed 2010).

根據Adnan Ahmed的說法，“任何PA系統的成功都取決于其公平程度”（Ahmed，2010年）。如上所述，績效評估系統高度依賴于員工和經理的認可，如果員工懷疑系統內存在偏見，其成功可能會受到嚴重影響（Ahmed，2010）。

Effective rewards/consequence system 有效的獎勵/結果體系

The success of a performance appraisal system is also linked to its ability to drive results within both an employee’s job scope and the organisation. Employees must believe that the ratings of a performance appraisal system will lead to meaningful decisions and will clearly differentiate between effectiveness and ineffectiveness. It is, therefore, critical that employees believe in the functionality of the performance appraisal system.

績效評估系統的成功還與它在員工的工作范圍和組織內推動結果的能力有關。員工必須相信，績效評估系統的評級將導致有意義的決策，并將明確區分有效性和無效性。因此，至關重要的是，員工要相信考績制度的功能。

Focus on development 注重發展

Employees will respond more positively to performance appraisal systems that cater to employee development goals; which should be aligned with organisational objectives. According to Bard Kuvaas, organisational willingness to invest in employee development can have positive effects on employee perceptions regarding the performance appraisal system. This will in turn positively affect employee performance and directly affect the achievement of organisational objectives. Employer investment in employee development may lead to a sense of indebtedness, which will result in improved performance (Kuvaas 2006). Organisational investment in employee career development could, ultimately, lead to strong employee commitment to the organisation, which will positively affect work engagement.

員工將對符合員工發展目標的績效評估系統作出更積極的回應；這應該與組織目標相一致。Bard Kuvaas認為，組織投資于員工發展的意愿會對員工對績效評估系統的看法產生積極影響。這反過來將積極影響員工績效，并直接影響組織目標的實現。雇主對員工發展的投資可能會導致負債感，從而提高績效（Kuvaas 2006）。組織對員工職業發展的投資最終可能導致員工對組織的堅定承諾，這將對工作敬業度產生積極影響。

Literature Review 文獻綜述

In summary, the 3 factors mentioned above strongly affect employee perceptions about performance appraisals. In order for appraisals to positively affect performance and motivate the work force, employees must relate positively to the system (Kuvaas 2006). Positive employee reactions to the performance appraisal system will therefore contribute positively to employee job satisfaction and work engagement, which will lessen intent to quit (Ahmed et al 2010).

總之，上述3個因素強烈影響員工對績效評估的看法。為了使評估對績效產生積極影響并激勵員工，員工必須與系統建立積極聯系（Kuvaas 2006）。因此，員工對績效評估系統的積極反應將對員工的工作滿意度和工作敬業度做出積極貢獻，從而減少辭職的意愿（Ahmed等人，2010年）。

A survey study conducted in Islamabad, Pakistan, evaluated surveys completed by 123 employees from marketing, sales, production and administration backgrounds. Both management and non-management positions were represented in the sample group and the results “indicate [a] significant positive correlation between PA satisfaction and job satisfaction…and [suggests] that the employee turnover intentions are significantly and negatively correlated to perception of PA satisfaction” (Ahmed et al 2010). An additional study of 112 surveys cited by IM Jawahar supports the positive correlation between PA satisfaction and job satisfaction and the negative relationship between PA satisfaction and intent to quit. Jawahar does clarify, however, that while individuals desire performance feedback, they are more likely to respond positively to favourable feedback. Positive performance evaluations are, therefore, more likely to create a positive employee attitude towards performance appraisals than the negative (Jawahar 2006).

在巴基斯坦伊斯蘭堡進行的一項調查研究評估了123名來自營銷、銷售、生產和行政背景的員工完成的調查。管理層和非管理層職位都出現在樣本組中，結果“表明PA滿意度和工作滿意度之間存在顯著的正相關……并且[表明]員工離職意向與PA滿意度顯著負相關”（Ahmed等人，2010年）。IM Jawahar引用的一項對112項調查的額外研究支持PA滿意度與工作滿意度之間的正相關關系，以及PA滿意度與辭職意向之間的負相關關系。然而，Jawahar確實澄清了，雖然個人希望獲得績效反饋，但他們更有可能對有利的反饋做出積極回應。因此，積極的績效評估比消極的更有可能使員工對績效評估產生積極的態度（Jawahar，2006年）。

Christian, Garza and Slaughter (2011) cite Khan (1990), Macey and Schneider (2008), to offer insight into the relationship between appraisals and work engagement. While the authors don’t make a direct assessment of this relationship, they infer that a healthy level of work engagement is encouraged by employee beliefs that leadership expectations and evaluations are clear and fair in assessing their performance. Although a direct correlation is not discussed, the criteria of an effective performance appraisal system include fairness and the clear communication of SMART targets. Therefore, it can be concluded that a performance appraisal system that effectively applies the above mentioned criteria, would have a positive effect on work engagement. As a result, a positive relationship exists between the effective implementation of performance appraisal systems and levels of work engagement prevalent within an organisation.

Christian、Garza和Slaughter（2011）引用Khan（1990）、Macey和Schneider（2008），深入了解評估和工作投入之間的關系。雖然作者沒有對這種關系進行直接評估，但他們推斷，員工相信領導層的期望和評估在評估他們的績效時是明確和公平的，這會鼓勵員工保持健康的工作參與度。盡管沒有討論直接的相關性，但有效的績效評估系統的標準包括公平性和SMART目標的明確溝通。因此，可以得出的結論是，有效應用上述標準的考績制度將對工作參與產生積極影響。因此，績效評估系統的有效實施與組織內普遍存在的工作參與水平之間存在著積極的關系。

Additionally, based on assertions made by Gersick, Bartunek & Dutton, 2000; Kahn1990, Christian, Garza and Slaughter(2011) make an argument for the positive effect of organisational support on employee commitment to their work. According to Christian et al, “Social support (the extent to which a job provides opportunities for assistance and advice from supervisors or co-workers), motivate[s] by creating meaningfulness (Gersick, Bartunek, & Dutton, 2000; Kahn, 1990), resilience, and security (Ryan & Deci, 2001). Thus, [it’s] expected that engagement would be positively related to social support.” (Christian et al 2011)

此外，根據Gersick、Bartunek和Dutton的斷言，2000年；Kahn1990，Christian，Garza和Slaughter（2011）論證了組織支持對員工工作承諾的積極影響。根據Christian等人，“社會支持（工作為主管或同事提供幫助和建議的機會的程度），通過創造意義來激勵（Gersick，Bartunek，&Dutton，2000；Kahn，1990）、韌性和安全感（Ryan和Deci，2001）預期參與將與社會支持呈正相關。”（Christian等人，2011年）

In addition to job satisfaction, work engagement and intent to quit, the implementation of performance appraisal systems also affect other outcomes. Two others that this article hopes to address are organisational commitment and role ambiguity. Work commitment is extensively addressed, which is defined as the commitment to job tasks, rather than the commitment to an employer. The management of performance appraisal can, however, affect the level of commitment an employee feels to an employer. This can further be affected by an organisation’s perceived external prestige, which could cancel out the impact of an employee’s perception of the performance appraisal system and decrease their desire to quit (Herrbach, Mignonac and Gatignon 2004). Role ambiguity is also an important outcome of a performance appraisal system that is poorly structured and not representative of employee job responsibilities. When an employee is unclear about their role, performance will be compromised as well as organisational outputs. As a result, effective structuring, implementation and monitoring of the performance appraisal system is critical to employee performance and organisational success.

除了工作滿意度、工作敬業度和辭職意向外，績效考核制度的實施也會影響其他結果。本文希望解決的另外兩個問題是組織承諾和角色模糊性。工作承諾被廣泛討論，它被定義為對工作任務的承諾，而不是對雇主的承諾。然而，績效評估的管理會影響員工對雇主的承諾程度。這可能會進一步受到組織感知的外部聲望的影響，這可能會抵消員工對績效評估系統感知的影響，并降低他們辭職的欲望（Herrbach，Mignoac和Gatignon，2004年）。角色模糊也是績效評估體系結構不良、不能代表員工工作職責的一個重要結果。當員工不清楚自己的角色時，績效和組織產出都會受到影響。因此，績效評估系統的有效結構、實施和監控對員工績效和組織成功至關重要。

Link between the Effectiveness of a Performance Appraisal System and Work Engagement, Job Satisfaction and Intention to Quit – Empirical Glance – The Effective Performance Appraisal Systems Questionnaire

績效評估系統的有效性與工作敬業度、工作滿意度和辭職意向之間的聯系——實證一瞥——有效績效評估系統問卷

To further evaluate the link between performance appraisal systems and job satisfaction, work engagement and intention to quit, this study uses the Effective Performance Appraisal Systems Questionnaire. Part I of the questionnaire evaluates employee perceptions of the level effectiveness and fairness displayed by their organisation’s performance appraisal system. Part II assesses employee levels of job satisfaction, part III their intention to quit and part IV their level of work engagement. Using the questionnaire noted above, this study evaluated 15 individuals between the ages of 30 and 59. Out of the sample, 7 employees were male and 8 female, with the group evenly split between black and white, with only one representative from the Indian racial group. Employees within this sample of 15 have worked for their organisations for time periods ranging from 2-30 years.

為了進一步評估績效評估系統與工作滿意度、工作敬業度和辭職意向之間的聯系，本研究使用了有效績效評估系統問卷。問卷的第一部分評估了員工對組織績效評估系統所顯示的水平有效性和公平性的看法。第二部分評估員工的工作滿意度，第三部分評估員工辭職意愿，第四部分評估員工工作敬業度。使用上述問卷，本研究對15名年齡在30歲至59歲之間的人進行了評估。在樣本中，7名員工為男性，8名為女性，該群體平均分為黑人和白人，只有一名代表來自印度種族群體。在這15名員工的樣本中，他們為自己的組織工作了2-30年。

When analysing trends within this groups responses, the following observations were made:

在分析這一群體的反應趨勢時，提出了以下意見：

Performance appraisal and job satisfaction

績效考核與工作滿意度

The general trend displays that positive perceptions about the performance appraisal system are coupled with greater job satisfaction. The questionnaire rates contentedness with the PA system on a scale from 1-5, with 1 reflecting unhappiness and 5 indicating happiness. Though not all positive sentiments about the performance appraisal system are linked with high levels of job satisfaction, the graph below demonstrates an upward sloping curve, which indicates that the more positive an employee’s perception of the PA system, the higher the degree of job satisfaction. Exceptions are however seen at point A and B, where one of the employees with the highest level of job satisfaction displays the second lowest degree of happiness with the PA system and the employee with the lowest level of job satisfaction displays a degree of happiness with the PA system that’s only slightly below average.

總體趨勢顯示，對考績制度的積極看法與更高的工作滿意度相結合。問卷對PA系統的滿意度進行了1-5分的評分，其中1分表示不快樂，5分表示快樂。盡管并非所有對績效評估系統的積極情緒都與高水平的工作滿意度有關，但下圖顯示了一條向上傾斜的曲線，這表明員工對PA系統的看法越積極，工作滿意度就越高。然而，在A點和B點可以看到例外情況，其中工作滿意度最高的員工之一對PA系統的滿意度排名第二，而工作滿意度最低的員工對PA系統表現出的滿意度僅略低于平均水平。

In addition to measuring personal employee satisfaction with the appraisal system, the questionnaire also interrogates the employee about their colleagues’ perception (organisational satisfaction) of the system. Though organisational satisfaction is generally lower than personal satisfaction, the same upward sloping trend prevails as can be seen in graph:

除了測量員工個人對評估系統的滿意度外，問卷還詢問員工同事對該系統的看法（組織滿意度）。盡管組織滿意度通常低于個人滿意度，但同樣的向上傾斜趨勢普遍存在：

Performance appraisal and work engagement 績效評估和工作參與

According to Macey and Schneider, work engagement refers to the extent to which individuals are passionate about their work (Macey and Schneider 2008). It, therefore, seems logical that high levels of job satisfaction would be paired with a strong sense of work engagement. Given the above indicated relationship between performance appraisals and job satisfaction, it could be deduced that positive sentiments about an organisation’s performance appraisals, could contribute to a strong degree of work engagement among its employees. The results of the Effective Performance Appraisal Systems Questionnaire demonstrate a positive relationship between employee feelings about the PA system and work engagement. Graph 3 shows a positive slope, indicating that generally employees who are content with their performance appraisal have a greater commitment to their jobs. Despite this trend, there are exceptions, as indicated by point A, where the employee with the highest level of work engagement is the least satisfied with the PA system and point B, where the employee with the lowest level work engagement shows slightly below average contentedness with the system. Irrespective of this exception, a clear positive relationship exists between happiness with the performance appraisal system and work engagement, as demonstrated by graph

根據Macey和Schneider的觀點，工作敬業度是指個人對工作的熱情程度（Macey和施耐德，2008年）。因此，高水平的工作滿意度與強烈的工作參與感相結合似乎是合乎邏輯的。鑒于上述績效評估和工作滿意度之間的關系，可以推斷，對組織績效評估的積極情緒可能有助于員工在很大程度上參與工作。有效績效評估系統問卷的結果表明，員工對PA系統的感受與工作敬業度之間存在積極關系。圖3顯示了一個正斜率，表明滿足于績效評估的員工通常對自己的工作有更大的承諾。盡管有這一趨勢，但也有例外，如點A所示，工作參與度最高的員工對PA系統的滿意度最低，而點B則表明，工作參與程度最低的員工對該系統的滿意度略低于平均水平。不考慮這一例外情況，績效評估系統的幸福感與工作投入之間存在明顯的正相關關系，

Performance Appraisal and Intent to Quit 績效評估和離職意向

The connection between job satisfaction and intention to quit seems obvious, since someone who’s satisfied with their work is less likely to actively seek alternative employment. Based on the positive relationship that exists between perceptions regarding the performance appraisal and job satisfaction, it could, therefore, be concluded that a negative relationship exists between performance appraisal perceptions and intent to quit. The graphical depiction of the fifteen person study demonstrates the negative relationship between performance appraisal perceptions and intent to quit. With the exception of two respondents, employees who were satisfied with the performance appraisal system allocated a low rating to their intention to quit.

工作滿意度和辭職意向之間的聯系似乎很明顯，因為對工作滿意的人不太可能積極尋求其他工作。因此，基于對績效評估的看法與工作滿意度之間存在的正相關關系，可以得出結論，績效評估看法與辭職意向之間存在負相關關系。這項15人研究的圖示顯示了績效評估認知與辭職意向之間的負面關系。除兩名受訪者外，對績效考核制度感到滿意的員工對其辭職意向的評分較低。

Conclusion 結論

This assignment deliberately neglects the discussion of the effect of positive versus negative feedback on work attitudes. This omission is based on the assumption that most employees can differentiate between negative feedback/constructive criticism and an ineffective unfair appraisal system. Instead this assignment argues that employee perceptions of performance appraisal systems will be based on the criteria listed in section 3, rather than on subjective assessments of whether their personal evaluations contained positive or negative feedback.

這項任務故意忽略了積極與消極反饋對工作態度影響的討論。這一遺漏是基于這樣一種假設，即大多數員工可以區分負面反饋/建設性批評和無效的不公平評估系統。相反，這項任務認為，員工對績效評估系統的看法將基于第3節中列出的標準，而不是基于對其個人評估是否包含積極或消極反饋的主觀評估。

Therefore, the system’s merits will affect job satisfaction, work engagement and intention to quit. In addition to the results from the Effective Performance Appraisal Systems Questionnaire, the arguments made in this article also rely on various literature sources and findings from studies cited by Ahmed et al and IM Jawahar. All sources point unanimously to a positive relationship between performance appraisal perceptions, job satisfaction and work engagement and to a negative relationship between performance appraisal perceptions and intent to quit. This finding suggests that favourable employee perceptions of performance appraisal systems lead to high levels of job satisfaction and work engagement, and to low levels of intent to quit. Therefore, employees who believe the appraisal system to be fair and effective, will be happier at work, will invest more of themselves into their work and will be less likely to resign their jobs to seek alternative employment.

因此，該制度的優劣將影響工作滿意度、工作敬業度和離職意愿。除了有效績效評估系統問卷的結果外，本文中的論點還依賴于Ahmed等人和IM Jawahar引用的各種文獻來源和研究結果。所有來源一致指出，考績觀念、工作滿意度和工作敬業度之間存在正相關關系，考績觀念和辭職意向之間存在負相關關系。這一發現表明，員工對績效評估系統的良好認知會導致高水平的工作滿意度和工作敬業度，并導致低水平的辭職意愿。因此，相信評估系統公平有效的員工，在工作中會更快樂，會在工作中投入更多的精力，也不太可能辭職尋求其他工作。

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