外文翻譯--影響績效評(píng)估及系統(tǒng)管理因素-全文預(yù)覽
【正文】 ill require an indepth analysis of current and expected demands, benefits and costs. The pany has initiated the review or assessment of its performance management reviews. This 39。s future success. It is important also for the pany to understand the PMS effects both positive and negative so that they can be conscious of their management39。 that improves service delivery during maintenance or faults and reduces penalty costs. In summary, we identified a preliminary pattern: the higher the PMS maturity and so confidence in applying data to help achieve better performance solutions and operational improvement the more successful these business units are likely to be. This factor definitely warrants further study. A retrospective view of the PMS implementation at EDF Energy Lastly, EDF Energy39。 is a key factor that affects the success of PMS, for example, employees feel less and are more open to talking about aspects of performance. This creates a different working environment where people are prepared to take some risks, create new approaches to improve performance, challenge their targets, and so on. It is impossible to fully quantify the full impact of this significant difference in attitudes, other than to acknowledge that it exists and that it is perceived as a positive force. Local leadership We refer here to local leadership as the leadership executed by business unit managers, functional managers and team leaders. We found that local leadership has great influence on the PMS success. We analysed three EDF Energy business units with similar operations, scorecards, measures, targets, etc. We identified that one particular business unit excels in productivity, development of action plans and operational improvements. After paring these three business units, our analysis concluded that the local leadership was the factor that differentiates this one39。 productivity, profitability and reputation. Our findings at EDF Energy show that:Performance reviews at operational levels have the power to: Drive new routines and practices, and eventually drive cultural changes Change people?s behaviours Develop key petencies Make operational improvements Improve business results Refresh the whole organisation bottomup Create hardtoreplicate skills Drive organisational learning Performance reviews at executive level have the power to: Improve management capabilities Improve people management skills The implications for practice are: Performance reviews have a direct effect on the ?internal way organisations perform, which influences firms? sustainable petitive advantage Managers should consider the deployment of performance reviews to operational levels to ?liberate the full potential? of their PMS. Organisations that identify and understand the factors that positively affect performance reviews have ?more opportunities to maximisetheir results?. Organisations implementing performance reviews only at managerial levels are potentially missing more than 50% of their benefits. Factors Moderating the Benefits of PMS in EDF Energy Our analysis identified seven factors that influence the PMS effects on EDF Energy?s performance. They are: 1. Corporate principles and values 2. Local leadership 3. Top management mitment 4. Maturity of PMS 5. Underpinning performance management reviews 6. Accuracy of measures 7. Involvement of employees in the solutions of operational problems. The first three factors are related to EDF Energy39。 performance, and so the firm39。s senior managers found that PMS can be somewhat mechanistic thereby limiting the freedom for intuitive management. At the tactical level too, the performance review process of PMS can be quite m
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