【正文】 described at Return Path are sensible and interesting. I like the concept of horizontal mitments toward peers, instead of vertical mitments to higher management. At the same time, we need to broaden our definition of performance. In traditional performance, a mitment is too often about hitting the number. This is too narrow. We need to ask questions such as, how are we doing pared to peers? How are we using KPIs to reflect on performance, or using hindsight and management assessment to verify results? Did we really move toward our longerterm ambitions? How sustainable are the results? Last but not least, there has to be room for values if performance systems are to foster intelligent behavior。t manage you, there will be no performance.We need a new mindset, one that is less about managing performance and more about creating conditions for great performance to occur. We need selfregulating models, requiring less management, but more leadership from everyone. Think about traffic, where we want good performance and a safe good flow. Traffic authorities have different ways of making this happen. The traffic light is a popular choice, but those managing the process (programmers) are not in the situation。 本科畢業(yè)論文（設(shè)計(jì)） 外文翻譯 題 目 某企業(yè)績效管理問題研究 學(xué) 院 商學(xué)院 專 業(yè) 人力資源管理 班 級 外文題目 Can Performance Management Foster Intelligent Behavior? 外文出處 People amp。 Strategy 外文作者 Nagpal, Gyan 1 原文一： Can Performance Management Foster Intelligent Behavior? Bjarte Bogsnes The world has changed, not just in increasingly fastchanging and unpredictable ways, but also the petence and expectations of people in our anizations. Unfortunately, too few seem to understand or accept that these developments call for radically new and different ways of leading and managing. Traditional management practices do not make us the agile anizations we need to be. The problem starts with the label, Performance Management implying, If I don39。 information used in their process is not fresh, which is clear as you wait in front of that red light. The roundabout is a very different alternative. Those managing are the drivers themselves. The information used is real time, ing from own observations. While that information is also available in front of the traffic light, drivers do not have the authority to act on it. By the way, the zipper or every second car through is not a rule, but a guiding principle. The roundabout normally is more efficient than the traffic light, because of two significant differences in the decisionmaking process, information and authority. A third element is also required for the roundabout to be more efficient: while the traffic light is a simplerules based system, the roundabout is valuesbased. A valueset based on, Me first, I don39。 we need to ask, how where those results achieved? At Statoil our integrated performance management approach links ambitions to actions. Our targets reflect a broad set of ambitions, including people, health, safety, environment, operations and financial performance. Read more about our management model and how we apply a holistic and valuesbased approach to this broader performance agenda. The words of Dee Hock, former GEO of Visa, should guide the design of our management processes, including our performance reviews: Simple, clear purpose and principles give rise to plex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior. While researching my book. Talent Economics, I interviewed employees about what really motivates today39。s time to reboot our performance management operating system, installing two specific system updates: l. The Democracy update. As much as we try to make the performance appraisal a two way dialogue, we cannot run away from the fact that at its core, the conversation today is often a topdown review. My research shows that many 21st century employees are rejecting conversations that are oneway: in hot job markets today, managers must realize who is appraising whom. With other offers readily available, many employees enter a performance dialogue privately considering if their manager is worth another year of their career. The performance management conversation now reflects a pany39。s robes for the coach39。t succeed, managers are on the hook, too. This is particularly relevant when coaching a team to success. People bring different skills to a team and how well they work together rea