PAGEPAGEPAGE6中英文對照翻譯設(shè)計(jì)一種性能評價(jià)系統(tǒng)的全面質(zhì)量管理方法摘要：本文在評價(jià)全面質(zhì)量管理(TotalqualitymanagementTQM)的基礎(chǔ)上,提出一種改進(jìn)的性能評價(jià)系統(tǒng)(PerformanceappraisalsystemPAS)。文中強(qiáng)調(diào)理解顧客(包括管理人員及雇員)對于PAS的要求,從而突出簡化該評價(jià)系統(tǒng)的基本要素及實(shí)施過程。經(jīng)過改進(jìn)的評價(jià)系統(tǒng)包括工作策劃、審議及對個(gè)人、集體及管理人員所作的貢獻(xiàn)進(jìn)行評估。此外,將評估標(biāo)準(zhǔn)分為三類,這已成為方便大多數(shù)雇員有效的評價(jià)方法,同時(shí)給那些需要改進(jìn)的個(gè)人以積極改進(jìn)的余地。如果在全面質(zhì)量管理中首先強(qiáng)調(diào)人的因素,那么人事體制也必須體現(xiàn)這一原則。關(guān)鍵詞:全面質(zhì)量管理;性能評價(jià)系統(tǒng);識別1.用戶之聲1.1三個(gè)重點(diǎn) 有一種新的，更好地了解客戶需要的考績制度,用戶之聲先采訪的是涉及面試使雇員受影響的評估。即是說客戶根據(jù)什么評價(jià)系統(tǒng)，是負(fù)責(zé)考績實(shí)施的經(jīng)理還是員工（包括管理者）進(jìn)行評價(jià)。輸入客戶的訪談資料，以評價(jià)考績評價(jià)體系的性能。對10位客戶每人進(jìn)行大約1小時(shí)的訪談。這組由2名管理人員，4名員工一組進(jìn)行實(shí)驗(yàn)，和4名沒有管理人員管理的員工從5月26日開始記錄，吸取經(jīng)驗(yàn)。這些訪談是一對一，面對面的進(jìn)行結(jié)構(gòu)性的訪談會(huì)議，同時(shí)也允許受訪者發(fā)評論。經(jīng)過采訪了解，最初的問題是使一個(gè)不限成員名額的的考績制度，什么是最寶貴的，怎樣達(dá)到最大成本和怎樣使成本最少。其次是在一些問題的人的背景下，采訪并進(jìn)行相關(guān)的一些績效評價(jià)系統(tǒng)的評估。此外，受訪者被要求評估績效考勤系統(tǒng)。最后，采訪特別問受訪者考績系統(tǒng)是否應(yīng)該廢除，即他們對考勤系統(tǒng)的評價(jià)是什么。1.2矩陣分析每個(gè)受訪者在試驗(yàn)結(jié)束后被要求對系統(tǒng)進(jìn)行評價(jià)，滿意，一般或者是不滿意。然后考勤系統(tǒng)吸收這些經(jīng)驗(yàn)。對該系統(tǒng)列出關(guān)系矩陣圖說明什么是考績系統(tǒng)，并說明。如何完善考績制度的結(jié)構(gòu)應(yīng)以滿足管理的要求。采訪員工用來測試是否夠?qū)I(yè)，技術(shù)含量怎么樣。受訪者指出的力量關(guān)系（強(qiáng)，中，弱）使用的價(jià)值，記者對這些平均數(shù)值做出答復(fù)。此外，客戶是否使用改系統(tǒng)，受訪者對系統(tǒng)評價(jià)的平均值也是重要的參考。1.3客戶需求最重要距離對于質(zhì)量的重點(diǎn)，最重要的需要注釋（5個(gè)評分）是有考績提供一個(gè)基礎(chǔ)，良好的溝通和提供明確的績效標(biāo)。下一個(gè)重要要求是，以提供一個(gè)良好的工作說明，提供指導(dǎo)和職業(yè)發(fā)展，并強(qiáng)調(diào)個(gè)人實(shí)現(xiàn)精神，同時(shí)可以提供顯著的氣溫已是團(tuán)隊(duì)精神。在未來的兩個(gè)最重要的因素（3個(gè)評分），是績效評價(jià)的考績可作為主要投入在確定值得加薪和宣傳。同樣重要的是，有考績提供高的重點(diǎn)，鼓勵(lì)它屬性和風(fēng)險(xiǎn)考慮，并創(chuàng)造一種環(huán)境，促進(jìn)長期規(guī)劃。顧客認(rèn)為特殊的機(jī)會(huì)和排名不是主要目的，考績制度在必要時(shí)能更好地完成了一方的考績制度的進(jìn)程。1.4相對排名最重要的制度和程序的內(nèi)容是，考績制度必須提供一致性，這是密切配合考績系統(tǒng)的第一目的。教育也是加深企業(yè)文化的重要的措施，改變企業(yè)文化是為驅(qū)動(dòng)更優(yōu)質(zhì)的團(tuán)隊(duì)導(dǎo)向和相應(yīng)的質(zhì)量政策做法，必須要和管理人員和管理人員經(jīng)過培訓(xùn)領(lǐng)導(dǎo)這一形式化。除了繼續(xù)把重點(diǎn)放在個(gè)人實(shí)現(xiàn)精神，側(cè)重于集團(tuán)的措施包括考績制度。管理也必須了解，以區(qū)分在個(gè)體從系統(tǒng)和多邊環(huán)境協(xié)定應(yīng)用考績制度。下一階段的重點(diǎn)的是制定明確績效制度，上層管理部門的審查和反饋，確保各項(xiàng)目標(biāo)的個(gè)人素質(zhì)的公平。2專業(yè)定績效考核制度2.1全面質(zhì)量過程在許多情況下，公司具有良好的人事制度，但在執(zhí)行和管理時(shí)在這些領(lǐng)是疏于管理，使人們對該系統(tǒng)失去信心。這項(xiàng)建議是建立在現(xiàn)有的系統(tǒng)，購買山全面質(zhì)量管系統(tǒng)。還有一個(gè)是堅(jiān)定雇員與績效考核制度不應(yīng)該完全消除，但修改是必要的，能使之更加有效。2.2非捆綁式功能從這項(xiàng)研究中，建議以下8職能管理作為單獨(dú)的進(jìn)程，非捆綁式的考績制度：（1）優(yōu)點(diǎn)補(bǔ)償;（2）宣傳;（3）獎(jiǎng)勵(lì)和表彰;;（4）特別的機(jī)會(huì);（5）職業(yè)發(fā)展;（6）排名;（7）民意調(diào)查（8）終止。2.36改進(jìn)后的系統(tǒng)要素的考績制度的建議（1）管理的選擇，如果管理人員選擇是考績制度的關(guān)鍵，選擇管理者的權(quán)利是第一步的成功。這些管理人員必須有正確的態(tài)度，和遠(yuǎn)見的永無止境的追求目前最重要的，還要有良好的人事管理。（2）在管理方面，培訓(xùn)管理人員極為重要。保持必要的管理方面的培訓(xùn)獲得了高質(zhì)量的管理人員。此外，良好的溝通和性能標(biāo)準(zhǔn)的明確列為最重要的實(shí)現(xiàn)考績系統(tǒng)公平的條件，提供員工所需的培訓(xùn)，以確保良好的管理。所有的培訓(xùn)內(nèi)容應(yīng)該有一個(gè)管理的重點(diǎn)，包括理論與應(yīng)用的考績制度。（3）評定數(shù)量水平對績效測量評定的影響是一個(gè)重大的問題。然而，根據(jù)考績研究大多數(shù)人一致認(rèn)為，3組的員工可以有區(qū)別的：真正的常使用考績系統(tǒng)，沒有使用，大多員工對該系統(tǒng)感覺好。因此，擬議的考績制度有3個(gè)等級：（1）一般的效果（2）良好的效果（3）還有待改進(jìn)。（4）評價(jià)期間，考績制度應(yīng)要求管理人員有績效計(jì)劃，每年管理人員需要至少一次的正式評估。3-6個(gè)月的文件顯著的問題或?qū)崿F(xiàn)，加上預(yù)期的評價(jià)，應(yīng)傳達(dá)給員工。日常溝通的基礎(chǔ)上提供建議的論壇，審查結(jié)果應(yīng)會(huì)公平。（5）職位描述的人事職能應(yīng)制訂通用職務(wù)說明。這些職務(wù)說明應(yīng)闡明的普遍期望的責(zé)任和業(yè)績之間額的關(guān)系和標(biāo)準(zhǔn)。.這些職務(wù)說明應(yīng)當(dāng)審查包括全面質(zhì)量管理的做法和團(tuán)隊(duì)的概念。（6）績效評價(jià)的一些標(biāo)準(zhǔn)化和一致性。員工應(yīng)該有機(jī)會(huì)投入績效規(guī)劃進(jìn)程表決，使員期待的目標(biāo)和制度相符合。這樣的相互結(jié)合才能使之達(dá)到最佳效果。3三個(gè)關(guān)鍵元素的一種改進(jìn)的考績制度3.1業(yè)績規(guī)劃一個(gè)關(guān)鍵的管理要求是了解該部的目標(biāo)并納入總體任務(wù)，知識，經(jīng)驗(yàn)，是訓(xùn)練的需要，員工的利益和愿望要了解。管理人員還需要了解的性能水平，需要從該部門員工得知。管理人員應(yīng)該認(rèn)識到，個(gè)人的表現(xiàn)直接關(guān)系到整體性能，雇員是系統(tǒng)內(nèi)比較鑒別個(gè)人和團(tuán)隊(duì)的主要效率，計(jì)劃執(zhí)行率是評價(jià)過程和必須的一部分。全面質(zhì)量管理業(yè)績的計(jì)劃必須包括的因素為:可靠性，適應(yīng)穩(wěn)定性，人際交際能力和技巧，學(xué)習(xí)新技能或技術(shù)的能力，有效的溝通。必須清楚地向員工解釋將這些因素將會(huì)影響他們的業(yè)績評價(jià)業(yè)績飛機(jī)性能必須有一個(gè)最終的品質(zhì)：靈活性。管理人員必須盡一切努力來減少影響的變動(dòng)，與公司或工作環(huán)境可能對計(jì)劃的執(zhí)行情況，特別是對這些因素的控制范圍之外的雇員。員工還可以準(zhǔn)備業(yè)績規(guī)劃會(huì)議。提前通知應(yīng)當(dāng)考慮到他們，他們可以利用一個(gè)目標(biāo)-表格或空白副本評價(jià)形式記下想法，主要責(zé)任，需要系統(tǒng)的支持，優(yōu)先事項(xiàng)，將要取得的成果，關(guān)鍵日期。應(yīng)鼓勵(lì)他們思考任何責(zé)任之上的基本工作要求的關(guān)鍵，他們可能會(huì)感興趣的追求。3.2績效輔導(dǎo)第二階段的績效評估過程咨詢。在日期間業(yè)績規(guī)劃和評價(jià)，管理人員將進(jìn)行定期審查雇員的進(jìn)展完成業(yè)績目標(biāo)。除了教練，它幾乎每天都上，更正式的定期審查應(yīng)于通知的員工他們是如何做和如何將其性能可以得到改善。通常經(jīng)理應(yīng)進(jìn)行兩到三年的臨時(shí)評語文件計(jì)劃的變化和表現(xiàn)的日期。3.3性能評價(jià)隨著系統(tǒng)的變化討論的地方，工作的評價(jià)也將簡單和更積極的。這最后一步將衡量員工的貢獻(xiàn)，業(yè)務(wù)計(jì)劃期間的重點(diǎn)放在業(yè)績-沒有活動(dòng)。為了確保所有的觀點(diǎn)認(rèn)為，管理者應(yīng)該尋求其他的投入，其經(jīng)理人可能會(huì)影響個(gè)人的評價(jià)，并征求意見，該名雇員。小組的結(jié)果，整體提高的努力也是重要的因素。除了評估員工對他們的具體任務(wù)，整體評級將受到影響的因素，如可靠性，適應(yīng)穩(wěn)定性，在際技能，學(xué)習(xí)新的能力技能或技術(shù)，并有能力進(jìn)行有效溝通。管理應(yīng)該承認(rèn)的情況下，員工的業(yè)績是顯著影響的積極或消極的方式和教練這些因素的改善。同樣，一名雇員的影響可能對他人的表現(xiàn)應(yīng)該得到承認(rèn)，考慮到總體評價(jià)，并投入小組活動(dòng)應(yīng)作出重大貢獻(xiàn)的整體評價(jià)。4概要實(shí)施過程包括6步驟，這6個(gè)步驟必須集成，以提供一個(gè)全面的，整體的，積極的態(tài)度，用以高質(zhì)量的考績。一個(gè)一貫的程序想要成功，必須通過新的范例，6步驟是一個(gè)強(qiáng)有力的保證其成為一個(gè)成功的考績制度。5結(jié)論為了滿足日益增長的全球范圍的競爭，各種組織必須不斷改進(jìn)。如果一個(gè)組織的考績制度和進(jìn)程是一個(gè)障礙，那雇員就很難取得最大的生產(chǎn)率，也就不能進(jìn)行富有成效的管理。重要的是，在考績制度方面的職能，比如價(jià)值補(bǔ)償，晉升，獎(jiǎng)勵(lì)和表彰，如果管理層沒這個(gè)時(shí)間和精力，那么該組織必須認(rèn)真考慮改變他們的考績制度?，F(xiàn)在準(zhǔn)備的考績制度是根據(jù)客戶的要求和側(cè)重于一些重要的要求，來進(jìn)行改進(jìn)的考績制度：制定明確的業(yè)績考績;一致性執(zhí)行;不因?yàn)閭€(gè)人差異而有所區(qū)分，提供公平的個(gè)人和群體的考評系統(tǒng)。以特殊的行業(yè)，職業(yè)發(fā)展，與人員排名區(qū)分開來做考績制度，并作為單獨(dú)的進(jìn)程管理。最重要的因素為改善考績制度是管理培訓(xùn)和改變一些評級制度。改變評價(jià)制度，盡量減少類的數(shù)量增加難以準(zhǔn)確評級受雇人員的士氣和大大減少的因人員增加難以公平考評，非生產(chǎn)性工作（場）管理人員必須做的（發(fā)揮）不能用管理考核評價(jià)隨意評分，要公平。采用擬議的考績制度將對組織的發(fā)展起推進(jìn)作用，其集成了全面質(zhì)量管理哲學(xué)。如果人們?nèi)媸褂觅|(zhì)量管理組織，那么，這種尊重個(gè)人激勵(lì)員工的人事制度將反映這一哲學(xué)。ATOTALQUALITYPROCESSFORDESIGNOFAPERFORMANCEAPPRAISALSYSTEMΞABSTRACT：Thispaperproposesanimprovedperformanceappraisalsystem(PAS)thatisbasedonthephilosophyoftoqualitymanagement(TQM).Itfocusesonunderstandingthecustomers(bothgeminatedemployees)requirementsforthePASinordertoprioritizeandsimplifythebasicelementsoftheappraisalsystemandimplementationprocessTheimprovedprocessisdefinedbyperformanceplanningcounselingandevaluationwithassessmentsforindividualteamandmanagementcontributionsInadditionreducingtheratingscaletothreecategoriesshouldpositiveevaluationprocessformostemployeesandstillallowaconstfocusonthosethatmustbeimprovedFinallyifpeoplecomefirstintheTQMorganizationthenthepersonnelsystemsmustreflectthisphilosophyKeyWords:totalqualitymanagementperformanceappraisalsystemrecognitionVOICEOFTHECUSTOMER1.1FocusedinterviewsAnewapproachtoPASbeginswitchabetterunderstandingofcustomerrequirementsforaPAS.Thefirststepisvoiceofthecustomerinterviewswhichinvolvedinterviewingrepresentativeemployeesthatareaffectedbytheappraisalprocess.Theseemployeesdefinedascustomersoftheprocessarethemanagerswhoareresponsibleforperformanceappimplementationandemployees(includingmanagers)thatareevaluatedundertheperformanceappraisalprocess.Thiscustomerinterisusedasinputfordeterminingthedesignrequirementsfortheproposedappraisalsystem.Thevoiceofthecustomerinterviewsareconductedwith10peopleandtookapproximately1heach.Thisgroupconsistsof2currentmanagers4employeesthathadmanagementexperiencebutarenotcurrentlymanagersand4employeesthathaveneverbeeninmanagement.TheirexperiencewithPASrangedfrom5-26years.Theseinterviewsareoneononefacetofacethatprovidedforastructuredinterviewwhilestillallowingspontaneouscommentfromtheinterviewees.AfteranexplanationofthepurposeoftheinterviewtheinitialquestionsenabledanopenendedresponseaboutwhatthepersonlikedmostorleastaboutPASandwhatismostorleastvaluableaboutPASThisisfollowedbysomequestionsaboutthebackgroundofthepersonbeinginandforassessmentofsomespecificquestionsrelatedtosomebasicpurposesofperformanceappraisalsystems.Inadditiontheintervieweeisaskedtoassess6perceivedproblemswithPASasstatedbyRef.ThecommentsexpressaboutwhatpeoplelikedaboutPASfaroutweighedthecommentsaboutwhattheyliked.1.2MatrixanalysisEachrespondentisthenaskedtochoosebetweenStrongly(S)Moderately(M)ordonotagree(N);foreachof15specificStatementsabouttheperformanceappraisalsystembasedontheirownpersonalexperienceThisinformationisstructuredascustomerrequirementsintherelationshipmatrixshowninFig“WHAT”thecustomerwantsfromthePASOntheotheraxissomesystemorprocesselementsarelistedIEHOW”thePASshouldbestructuredtomeetTQMrequirementsTheinterviewswiththeemployeesareusedtotestifthereisacorrelationbetweentheandthestrengthoftherelationshipTherespondentsnotethestrengthofrelationship(strongmediumorweak)usingthevaluesasshowninFig.1andtheauthoraveragesoverthesenumericalvaluesoveralltheresponsesInadditiontherespondentsranktheimportanceofeachcustomerrequirementandthesearealsoaveragedThescoresareaggregatedforeachPASelementandthesegiveanabsoluteandrelativerankingshowninthelawrowofthematrix.1.3CustomerrequirementimportantForaqualityfocusthemostimportantrequirements(rated5)aretohavethePASprovideabasisforgoodcommunicationandprovideclearperformancestandardaThenextimportantrequirementsaretoprovideagoodjobdescriptionprovideforcoachingandcareerdevelopmentandstressbothindividualachievementwhileatthesametimeprovidingforcantemphasisonteamwork.Twoofthenextmostimportantfactors(rated3)arethattheperformanceratingofthePASmaybeusedaskeyinputindeterminingmeritsalaryincreasesandpromotionalopportunity.ItisalsoimportanttohavethePASprovideaqualityfocusencourageinitandrisktakingandcreateanenvironmentthatpromoteslong-termplanning.ThecustomersfeltthatawardsrecognitionspecialopportunityandrankingarenottheprimarypurposeofthePASandwhenrequiredarebetterdoneoutsidethePASprocess.1.4RelativerankingThemostimportantsystemandprocesselementsarethatthePASmustprovideforconsistency-whichiscloselyalignedwithDeming′spointNo1constancyofpurpose[1].Educationisalsoveryimportantforthecorporateculturetochangetobemorequalitydrivenandteamorientedanditscorrespondingqualitypoliciesandpracticesmustbecommunicatedandmanagedandmanagersmustbetrainedtoleadthisformation.InadditiontocontinuingthefocusonindividualachievementmajoremphasisongroupmeasuresmustbeincludedinthePAS.Managementmustalsolearntodistinguishtheinfromthesystemandmeasureappropriately.Thenextlevelofimportanceissettingclearperformanceexpectationsuppermanagementreviewandfeedbackensuringthatthegoalsoftheindividualthequalityofthedaytodaycommunicationandthefairnessoftheannualreviewareconsidered.2PROPOSEDPERFORMANCEAPPSYSTEM2.1AtotalqualityprocessInmanysituationscorporationshavegoodpersonnelsysteminplacebuttheexecutionbymanagementoftheirresponsibilityintheseareasislaxandcausespeopletolosefaithinthesystem.Thisproposalbuildsontheexistingsystemsbutaddqualitymanagementaddressestheproblemsthathavebeendescribed.Thereisalsoafirmbeliefbytheemployeesinthestudythattheperformanceappraisalsystemshouldnotbeeliminatedcompletelybutthatsignifcantmodificationsareneededtomakeitmoreeffective.2.2UnbundledfunctionsFromthestudyitisproposedthatthefollowing8functionsbemanagedasseparateprocessesunbundledfromthemainPAS:(1)meritcompensation;(2)promotion;(3)awardsandrecognitions;(4)specialopportunity;(5)careerdevelopment;(6)rankings;(7)opinionsurveyand(8)termination.2.3improvedsystemelementsforthePASrecommended(1)ManagementselectionIfmanagersarekeytothePASprocessthenselectionoftherightmanagersisthefirststeptowardssuccess.Thesemanagersmusthavetherightattitudeandthevisionthattheneverendingpursuitofqualityisforemosttobusinesssuccesswithacommitmenttogoodpeoplemanagement.ThemanagementselectionprocessshouldconsideronlythosecandidatesthathavedemonstratedthesequalitycharacteristicsandembraceTQM.(2)ManagementtrainingUponselectionofthesenewmanagerstheongoingeducationandtrainingofthemanagerisoftheutmostimportance.Theneedforconsistencyandmanagementtrainingreceivedthehighestratingsduringthestrengthofrelationshipdiscussionwiththeseniormanagers.Inadditiongoodcommunicationandclearperformancesstandardsareratedasthemostimportantrequirementstheseobjectivesisenhancedbyagoodselectionprocessandbyprovidingthetrainingrequiredtoensuregoodmanagementpractices.AllthetrainingelementsshouldhaveapeoplemanagementfocusincludingthetheoryandapplicationofPAS.(3)RatingscaleThenumberoflevelsontheperformancemeasurementratingscaleisamajorproblemwithmostPAS.HoweverbasedonthePASstudymostpeopleagreedthat3groupsofemployeescanbedifferentiatedthetrulyoutstandingcontributorsthegroupthathavedifficultyinconsistentlymeetingtherequirementsofthejobandthemajorityoftheemployeesthatproducegoodresultswithinthesystem.Thereforetheproposedappraisalsystemhas3ratings:(1)outstandingperformance(2)goodperformanceand(3)improvementrequiredThecriteriatoberatedoutstandingshouldbehighlyselectiveandshouldrequiresustainedexcellenceReducingthenumberofratingsmakestheappraisedprocesslesssubjective.(4)AppraisalperiodAPASshouldrequiremanagerstohaveaperformanceplanforeachemployeeinplacewithinashorttimesayonemonthandberequiredtoadministeraformalappraisalatleastonceperyearIntershouldoccurevery3-6monthsDocumentationofsignifcantissuesorachievementalongwithexpectedratingshouldbecommunicatedtotheemployee.Daytodaycommunicationshouldprovidethebasismoremeaningfulreviewsessionwithnosurprisesexpected.(5)Jobdescriptionthepersonnelfunctionshoulddevelopgenericjobdescriptionsbyskillandlevel.Thesejobdescriptionsshouldarticulatethegeneralexpectationsforthepositionintermsofresponsibilitiesandperformance.ThesejobdescriptionsshouldbereviewedandupdatedtoincludeTQMpracticesandteamconcepts.(6)FormsTheperformanceappraisalformsshouldhavesomestandardizationandconsistency.InadditiontheemployeeshouldhaveanopportunityforinputtotheperformanceplanningprocessThereforeaseparateformthatallowstheemployeetodocumenttheirgoalsandobjectivesshouldbefacilitatedandencouragedbythemanager.Theplanningprocessshouldbeatwopartyinteractiveactivityforbestresults.Adesigngoalfortheformsshouldbeincreasedsimplicityforcomplexitycanhideapoorappraisal.3THREEKEYPROCESSELEMENTSOFANimprovedPAS3.1PerformanceplanningAkeymanagementrequirementistounderstandhowthedepartment′sobjectivesfitintotheoverallmissionofthelargerorganizationandtoknowtheskillsknowledgeexperiencetrainingneedsinterestsandaspirationsofemployeesinthedepartment.Managersalsoneedtounderstandtheperformancelevelthatisneededfromthedepartmenttomeettheoverallrequirementsoftheorganization.Managersshouldbeawarethatanindividual′sperformanceisdirectlyrelatedtotheoverallperformanceoftheteamsthattheemployeeispartofandthesystemstheemployeeworkswithin.Fairlydifferentiatingtheindividualfromthesystemandtheteamisamajorobjectiveoftheappraisalprocessandmustbepartoftheplanforperformancerating.TheTQMperformanceplanmustincludefactorssuchasdependabilityinterpersonalskillsabilitytolearnnewskillsortechnologyandabilitytocommunicateeffectively.ItmustbecleartotheemployeehowthesefactorswillinfluencetheirperformanceratingPerformanceplanesneedtohave.Managersmustmakeeveryefforttoreducetheeffectthatchangesinthebusinessorworkenvironmentmayhaveontheperformanceplanparticularlyforthosefactorsoutsidethecontroloftheemployee.Employeescanalsopreparefortheperformanceplanningsession.Advancenoticeshouldbegiventothemandtheycoulduseagoalsblankcopyoftheappraisalformforjottingdownideasaboutkeyresponsibilitiessystemsupportneededprioritiesresultstobeachievedandkeydates.Theyshouldbeencouragedtothinkaboutanyresponsibilitiesoverandabovethebasicjobrequirementswhichkeytheymightbeinterestedinpursuing.3.2PerformancecounselingThesecondphaseoftheperformanceappraisalprocessiscounseling.Intheperiodbetweenperformanceplanningandevaluationmanagersareexpectedtoconductperiodicreviewsofanemployee′sprogresstowardtheaccomplishmentofperformanceobjectives.Inadditiontothecoachingthatgoesonalmostdailymoreformalperiodicreviewsshouldbeheldtoadviseemployeesonhowtheyaredoingandhowtheirperformancecanbeimproved.Usuallyamanagershouldconducttwotothreeinterdocumentplanchangesandperformancetodate.3.3PerformanceevaluationWiththesystemchangesdiscussedinplacethejobofevaluationwillbesimpleandmuchmorepositive.Thisfinalstepwillmeasureanemployee′scontributiontothebusinessfortheplanperiodbyfocusingonperformanceresults-notactivities.Toensurethatallpointsofviewareconsideredshouldseektheinputofothermanagerswhosepeoplemaybeimpactedbytheindividualbeingappraisedandsolicitinputfromtheemployee.Teamresultsandoverallimprovementeffortsarealsoimportantfactors.Inadditiontoevaluatingemployeesagainsttheirspecificassignmentsratingswillbeaffectedbyfactorssuchasdependabilityinterpersonalskillstolearnnewabilitytocommunicateeffectively.Managementshouldrecognizesituationswhereanemployee′sperformanceissignificantlyaffectedineitherapositiveornegativewaybythesefactorsandcoachforimprovement.Similarlytheeffectoneemployeemayhaveontheperformanceofothersshouldberecognizedwhenconsideringtheoverallratingandinputforteamactivitiesshouldcontributesignificantlytowardstheoverallrating.4SUMMARYTheimplementationprocessconsistsof6stepsasshowninFig2These6stepsmustbeintegratedtoprovideaproactiveapproachtoaqualityperformanceappraisal.Acons