公共管理英语各单元全文翻译

other words, to individual performance organizational performance. This, of course, is a unitarist（一元论的） view which very often is at odds with organizational reality and which may be one of the reasons why performance management systems do not succeed as intended. It may be preferable to try to accommodate the plurality of interests that we are likely to find, at least to the extent of having different systems to suit the needs and requirements of different groups, whether they be departments, type of job or whatever. 虽然具有几种意思，但是绩效管理的最普通的理解是指导个人以使他或她的绩效支持组织的绩效的一系列行动那就是说，这些行动存在于一个某种更宽的框架内。许多文献鼓吹的对于绩效管理的综合整体分析把这个框架看作是包含把组织的任务说明，目标等和所有员工进行交流的框架。目的就是使员工的目标和组织的整体目标一致，换言之，就是使个人绩效于组织绩效一致。也许调和大多数人的利益是更可取的，至少在某种程度上会有不同的系统适应不同人群的不同需求，不管是部门不同还是工作不同。

Some accounts of employee performance management assume that the organizational framework already exists. For example, earlier I quoted Ainsworth and Smith (1993).

This assumes that the important corporate issues of 'mission' and the setting of

corporate goals have been addressed and resolved. It assumes that objectives for the sub-sections of the organization (the departments, divisions or business units) have been set within the key results ar

eas, and that the senior management group has identified just where the competitive advantage and value added dimensions of the business lie. It further assumes that all of this has been communicated to and understood by those involved. 一些对员工绩效管理的说明假定组织框架已经存在。比如，我在早先引用的安尼沃斯和史密斯的话已经提到（1993）。

这种假设为公司最为重要的“任务”并且公司的目标已经制定完好。而公司下属机构的任务目标也已制定在关键结果区域内。公司高级管理层已经发现公司的竞争力、价值所在。还进一步假设所以这一切已经于所有相关人员进行过交流过并被大家理解。

(Ainsworth and Smith 1993: 5-6)

In many organizations it is likely that all of this does exist and that it operates in the way advocated. But this should not be assumed; for example, the IMS survey of performance management practices (Institute of Personnel Management 1992) revealed that communication was one aspect of their policies which organizations found to be problematical. Furthermore, the survey evidence also revealed that the organizational framework is often deficient in various respects. So, not all organizations have mission statements and even if they do there may be a failure to communicate those statements, and other relevant information, to all employees. Hence, for many organizations the starting points for performance management will have to be at the corporate/organizational level-for example, with its systems for planning, manufacturing/service delivery, employee communication, etc. 很有可能