【正文】 這種 “ 雙循環(huán)審查 ” ，以確?？?jī)效管理系統(tǒng)的效率和效益，不應(yīng)只有當(dāng)公司改變其組織和運(yùn)作結(jié)構(gòu)時(shí)才進(jìn)行。 這導(dǎo)致我們意識(shí)到另一點(diǎn)，要是想完成績(jī)效管理只能通過(guò)理解各種真正影響績(jī)效管理系統(tǒng)的因素以及后續(xù)影響等方面。然而，這將是重要的工作以來(lái)了解其績(jī)效管理系統(tǒng)長(zhǎng)期的生命周期。 我們的結(jié)論是，績(jī)效管理系統(tǒng)的實(shí)施并不是一件容易的途徑來(lái)取得成功（最有價(jià)值的東西不屬于這一范疇）。業(yè)務(wù)部門(mén)有更多的經(jīng)驗(yàn)在績(jī)效管理系統(tǒng)中使用記分卡以支持新技術(shù)的發(fā)展。 我們發(fā)現(xiàn)，一個(gè)特定的業(yè)務(wù)單位擅長(zhǎng)于的提高生產(chǎn)力，完善行動(dòng)計(jì)劃和改進(jìn)運(yùn)營(yíng)發(fā)展。下圖突出顯示這些因素，（圖 3）。因此，地方主管領(lǐng)導(dǎo)角色的扮演，在績(jī)效管理系統(tǒng)成功的起關(guān)鍵作用，而且，他們對(duì)緩和績(jī)效管理系統(tǒng)實(shí)施成果是至關(guān)重要來(lái)的。這些使員工失去對(duì)他們的關(guān)注和興趣。特別是市議會(huì)和承包商更加關(guān)心 法國(guó)電力能源公司 合同和績(jī)效溝通。例如，來(lái)自一位英國(guó)貿(mào)工部的經(jīng)理評(píng)論說(shuō)： “ 英國(guó)貿(mào)工部認(rèn)為 法國(guó)電力能源公司 是一個(gè)已經(jīng)從傳統(tǒng)的方式對(duì)公司的能源運(yùn)作轉(zhuǎn)變?yōu)橐苑?wù)為重點(diǎn)業(yè)務(wù)的公司。s culture. The resource analysis also shows that, in future it is likely that the growth of the pany39。live line technique39。, since this is a dependency of these firms39。. In this way, resources and attention can easily be diverted away from potentially more vital measures. At the strategic level, some of EDF Energy39。s staff also thought that 39。中文 3988 字 本科畢業(yè)論文（設(shè)計(jì)） 外文翻譯 外文出處 Management Services 外文作者 Veronica Martinez, Mike Kennerley, Richard Harpley Richard Wakelen,Kathy Hart, James Webb 原文 ： Impact of Performance Measurement and Management Systems Veronica Martinez,Mike Kennerley,Richard Harpley,Richard Wakelen,Kathy Hart,James Webb The external effects of PMS – really, downstream impacts – are reflected in customers? satisfaction, pany reputation, plus regulators? and local councils? satisfaction. EDF Energy?s External effects of PMS Our analysis shows that PMS improved EDF Energy customers? perception. Months after the PMS implementation, service trends show that customers notice the difference in service delivery. In some areas, plaint letters decreased and mendatory letters increased. Consequently, PMS has improved EDF Energy?s reputation and image among institutions and petitors. For example, take the ment from a DTI manager that: “the DTI regards EDF Energy as a pany which has moved on from the traditional way energy panies operate to a business focused on service performance.” Despite some other researchers? findingsj, our research shows that it is extremely difficult to isolate the financial impact of PMS from other concurrent management initiatives. Our analysis of the effect of PMS on EDF Energy?s profitability did not show any clear pattern so far. The logic might suggest that EDF Energy should have improved its profitability by enhancing productivity, customers? satisfaction and corporate reputation as a result of the use of PMS。misleading prioritisation39。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 monotonous. This means that managers have to continuously refresh the way in which performance is reviewed to keep it interesting and attractive. Hence the leadership role of local managers plays a key role in the success of the performance management systems。 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 ?libe