【正文】 Schuster, New York, NY, 1985. 2. Edward E. Lawler III, Pay amp。s mission and have all opportunity to participate in providing clear direction to all who participate in delivering the desired results. This model treats human resource (performance) management as open system, interactive with and sensitive to the environment. What is available from suppliers (at what cost and under what terms) and what constraints are imposed by the external environment and/or anizational context will affect the way the performance unit must operate in order to be effective. To operate in real time does not equate with anarchy, however. Though longrange, rigid plans may be inappropriate, effective contingency planning, team building and investment in human capital will help the anization manage performance effectively. What needs to be done An anization must make the mitment to opening up its human resource systems, making them interactive with the environment. After setting the stage for effective performance management by having each performance unit develop a charter, it is imperative that these performance charters be integrated across units, identifying what is needed from other units that may function as customers, suppliers and/or sources of contextual constraints. It is also necessary for the anization to ensure unit objectives are not in conflict. Finally, the anization must develop a horizontal and strategy, to ensure that unit tactical plans do not work at crosspurposes with each other[3] Reward strategies and programs must be fitted to the performance model and performance charters, so that stated objectives and financially rewarded results are consistent. (Gee Odiorne has wisely counseled, If your people are headed in the wrong direction, don39。s actual sales ability through the examination and critique and utilize the short effect. If discovered they lack some on the one hand the ability, may carry on training to it to supplement and the strengthening aspect ability。 Individual characteristic (including work manner, individuality, ability and soon). The examination and critique is achieves the sales goal the guard. The sale goal is sells the management process the beginning. It sells the anization, sells the region design and the sales fixed quantity formulation instruction function. After these pletions of work, the sales economy starts to advertise for disposition, training and the drive sale personnel, urges them to face the sales goal diligently. At the same time, sells manager also to have the regular collection with the reanization related plan execution situation information. Does this on the one hand is advantageous to not reasonably eliminates to the plan carries on there vision, on the other hand is advantageous to the discovery actual situation and the plan difference, in order to discovers the reason and seeks the countermeasure. The examination and critique gives the fair return the basis the science inspection, gives the fair reward, to drive the sales personnel has the vital role. The effective examination and critique plan through carries on the appraisal to the sales personnel39。 the unusual economic phenomena. How maintains the sales personnel39。 pay for results) can also be evaluated. Finally, the staffing, rewards and development strategies can be integrated with each other to ensure that they fit with and support the overall human resource strategy. It should be emphasized that the performance model of an anization may look very much like the anizational chart or may bear little resemblance to it, depending on the formal structure. If business units have been created, with selfcontained staff functions, the similarity may be great. If, on the other hand, the structure is based on centralized corporate management, performance units may have entirely different boundaries than units in the formal structure. The performance model will also be changeable. Task forces will be formed and dismantled, staff functions will be shifted around to better serve customers, business units will be reshaped to fit the markets served and to better provide products/services. If these changes are ignored for the sake of administrative convenience, it will diminish clarity of purpose and reduce the benefits derived from having articulated objectives. Regrettably, this reality brings to mind the sign in Gold39。 train for the job。s resources are expended. These programs are administered within an anizational framework and in accordance with administrative policies. Stability and consistency are sought and decisions flow vertically through the chain of mand. This type of approach is often supported by considerable research. Unfortunately, the research assumes a deterministic, Newtonian world, thereby suggesting that results can be used to establish causation linkages, which enable the anization to plan rigid, longterm courses of action. Regrettably, research results from a deterministic system cannot be assumed to be applicable to an open system. Many anizations continue to use directpay programs which purport to pay level and pay increases to individual performance, even though they have shifted to production teams which require cooperative, often selfeffacing behaviors. Assume you are on one of those teams, behaving in a cooperative manner to support team goals. At the end of the year, you receive a small pay increase because the budget is limited and your supervisor feels several others performed better as individuals. How will you be motivated to behave during the next performance period? Look out for 1 and upstage others whenever possible? Isn39。s human resource function is critical to the performance of the anization. It must take the lead in a