【正文】 對經(jīng)營者的激勵雖然很重要，但遠(yuǎn)遠(yuǎn)不能解決企業(yè)的全部問題，萊賓斯坦等提出的 X效率理論認(rèn)為，組織內(nèi)部的效率取決于全體員工的努力水平，只有根據(jù)不同類型的員工不同的需要進(jìn)行不同的激勵制度安排，才能達(dá)到不同的激勵效用，最終實現(xiàn)“組織與個人利益的一致性。原因一方面是因 為部分企業(yè)的領(lǐng)導(dǎo)者和管理者認(rèn)識上的錯誤，僅僅把人力作為一種資源，使員工的積極性的發(fā)揮受到抑制。其基本特點可以概 括為：側(cè)重“制度激勵”，注重利用市場競爭機(jī)制，在企業(yè)內(nèi)部專業(yè)化分工的基礎(chǔ)上，主要通過外部市場競爭壓力，對在職員工進(jìn)行契約化制度管理。東方文化背景下人力資源激勵管理的典型形態(tài)是日本模式。并在整個企業(yè)范圍內(nèi)貫徹實施，而在所有的企業(yè)制度安排中，最根本、最核心的是產(chǎn)權(quán)制度。它是企業(yè)的一種非對稱人際關(guān)系，強(qiáng)調(diào)管理者的“領(lǐng)袖權(quán)威”知人善任、“體察民情”、“為民做主”等等。因此，人力資源管理工作能否“以人為本”，有效激發(fā)員工的積極性，最大限度地發(fā)揮員工的主觀能動性和創(chuàng)造性，就成為決定企業(yè)生產(chǎn)經(jīng)營績效優(yōu)劣的關(guān)鍵因素和企業(yè)人力資源管理成功與否的核心問題。與非人力資源管理相比較，人力資源管理是通過“激勵”來實現(xiàn)的，它是人力資源管理的核心。 在企業(yè)生產(chǎn)經(jīng)營管理中，人力資源是企業(yè)各種經(jīng)濟(jì)資源中具有思想、感情、最求和能動性的亦喜愛那個經(jīng)濟(jì)資源，也是企業(yè)這一有機(jī)體的靈魂，因此，人力資源是比其它生產(chǎn)經(jīng)營資源更為重要的一項資源，它不僅影響和決定了企業(yè)其他生產(chǎn)經(jīng)營經(jīng)濟(jì)資源的價值和使用狀況，而且其本省就是企業(yè)實力幾家質(zhì)量的重要組成部分之一，由于人力資源在企業(yè)生產(chǎn)經(jīng)營經(jīng)濟(jì) 資源中的地位和作用，所以企業(yè)管理工作成效的極致或者說要達(dá)到的理想境界的目標(biāo)應(yīng)該是：企業(yè)內(nèi)的每一個員工都能將企業(yè)的整體利益放在首位，并為企業(yè)的目標(biāo)、利益甘愿貢獻(xiàn)自己的一切。 it is all to easy amidst the pressing, daytoday concerns of administrative firefighting to let training and development activities slide off the edge. Second, supervisors may choose to promote employee development. They may either pickup on some strength an individual already possesses or for which he may have an aptitude and attempt to polish, refine, or enhance those skills. While this is not an automatic relationship, not all strengths would require additional or followup training, it is important for both anizational and individual wellbeing. Obviously, such activities benefit the anization by increasing its administrative or technical capacity. One can also expect that the individual employee benefits through material rewards and/or enhanced selfesteem. As such, this represents one of the positive uses to which performance appraisal can be , it has an added importance. Finally, training plans should be specified in those instances in which a supervisor notes that an employee needs improvement. As such remarks may bee the basis for an adverse personnel action (reassignment, reduction in grade, removal, etc.) it is legally incumbent that the state demonstrate that it has made a good faith effort to correct such deficienties. Due process demands that public employees not be dealt with a star chamber employee cannot be expected to correct inadequate work behaviors if he is neither told that they are inadequate nor, it told, not instructed or assisted in how to correct them. In monitoring Iowa39。s areas of strength and those areas needing improvement. In the latter instances training and developmental plans for correcting these are supposed to be filed. DATA COLLECTION In conjunction with its implementation efforts the Iowa Merit Employment Department engaged in a twoyear monitoring of its appraisalbyobjectives evaluation system. The results of this monitoring project, involving the sampling of performance appraisals submitted in between July 1978 and December 1979, were reported to state officials in January first monitoring project led to a number of minor changes in the performance evaluation system. For most part these modifications represented word changes。s file) and informal munications between employees and supervisors are encouraged. For negative incidents it is important that a record of corrective action be documented。 Nalbandian,1981), they have tended to demonstrate a more favorable attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978。 Levinson, 1976。s use of appraisalbyobjectives is designed as a participatory system. Employee participation is a hallmark found among most modern management approaches and has been linked to successful public sector performance appraisal systems (Lovrich, et al， 1981). The Iowa performance evaluation process is initiated with joint pletion of Section A:Responsibilities and Standards/Results Expected (also referred to as the job description)by the supervisor and employee. This is the first of three sections included in the performante appraisal form/process. Section A is pleted at the beginning of the annual appraisal period while sections B and C are written up at it