英语论文网

摘要：社区发展部门、文化部门和性别部门是人力资源部门的基本部门，负责员工的绩效管理、培训和其他功能，保证部门遵守各种规章制度。本文作为一篇英国留学生论文，通过国家社区发展的特点，探索其发展的前景和社会中的作用。 1.2.1人力资源的使命声明 “社区发展、文化和性别事务的人力资源部门关注人力资源与战略目标、经营计划，目的是为了提高企业绩效，发展促进创新和灵活性的组织文化。”

lign performance to organisational objectives.

This says a lot about the PMS in terms of its effectiveness, since respondents seem to be clue less as to what the PMS really is, however the term Performance management on the whole is usually difficult to define as there is no commonplace definition accepted (Hartle, 1995). Hypothesis #18: The PMS focuses more on organisational performances and less on employee objectives.

A total of 73 % of the respondents supported this view, based on Armstrong, (1998), however, the focus now is on people. It's about how individuals work together to achieve shared aims. Hypothesis 21 shows 56% of the respondents have no idea about what their performance standards are, their were also significant percentages revealing that the PMS does not give the employee the opportunity to discuss their performance with their supervisors, thus, based on the responses, the PM system is showing signs of inefficiency.

4.6 ASSESSMENT OF THE PERFORMANCE APPRAISAL

The Performance Appraisal/ review are a key component of an effective Performance management framework. These hypothesis statements were developed to get an understanding of how efficient the performance management system is by evaluating the performance appraisal.

Hypothesis #23: 87% of the respondents felt that Performance Management is usually only made mention of at the end of the year during the processing of staff reports.

Hypothesis #24: 63% of respondents agreed that the performance appraisal assists in improving their performance.

Hypothesis # 25: 83 % of respondent agreed that the performance appraisal provides feedback on their performance)

In most ministries within the Government services, performance appraisal is conducted once for the year – at the end of each year. Torrington and Hall (1998) found that an effective PMS is one where there is continuous assessment. Performance Appraisals should not rely on once every year, or twice every year, it should be continuous (Armstrong, 2000). Performance appraisals focus on developing and realising competencies, thereby focusing on improving performance, recognising training and feedback.

4.7 SECONDARY DATA: INTERVIEWS

Based on the data collected from the questionnaires the following observations were made.

There is no formal structure for the PMS. Performance management is seen as appraising employees, although there are clear distinctions between performance appraisal and performance management (Armstrong, 1996)

Measuring performance is difficult in terms of productivity and efficiency, because of the nature of the organisation and the industry to which it belong. Performance is measured by punctuality and absenteeism.

The present performance management system neglects the supporting activities needed to develop and improve the employees.

The ministry seems to progressing well without a formal PMS structure.

The appraisal system is highly subjective and does not provide any feedback.