如anupriya（2013）认为，绩效管理是绩效促进的过程中，测量和改进个人多层次、团队和组织。对绩效管理过程的范围包括绩效计划、绩效反馈、员工参与，或三个维度提出的永进（2013）作为绩效晋升或奖励，公平的绩效考核和绩效改进管理工作的准确性。然而，它的最终目标是使员工的业绩与组织的战略目标相一致。最近的研究绩效管理中心对绩效管理影响组织输出的解释，或在绩效管理的不同元素的分析，如性能测量，高级管理人员，以及有助于促进有效的绩效管理、人才管理。实证结果表明，大多数企业都运用了绩效管理理论，但很少有人能实施有效的流程。因此，本文着重对系统性能的改善管理的要素，为绩效测量和信号传递理论，可以使成功和不成功的系统之间一个关键的区别（Michal，伊莲和保维，2011）。
无论所涉及的复杂的变量，首先，绩效测量作为绩效管理的一个重要元素经常被发现很难量化和无法实现的，特别是在以知识为基础的产业。例如，软件服务涉及理解和翻译商业知识到软件服务中，需要协作分析、实验、创新和适应性（莫兰，2010）。然而，这些因素与产品制造企业的销售目标和产品数量相比难以计量。不过，三的性能测量系统被提出，如平衡计分卡、营销仪表板和Tableau de Bord。尽管它们都是全面的度量，但仅仅显示出好处。正如基督教，马丁和简（2012），绩效评估系统的效益发生应用高效营销策略，营销的复杂性和市场的活力，可以积极联系两介导的营销定位和市场知识与市场绩效管理与组织绩效。这些营销理论对组织绩效管理实践提供了重要的启示，也引出了另一个相关的议题：信号理论。
信号理论提出，员工、顾客和股东需要有形信息，以更好地了解组织利益和未来前景。适当的信息传递，员工能感受到组织对他们的期望，并优化其性能，有助于组织的结果（Michal，伊莲和保维，2011）。对组织内部的信令流程，Michal、伊莲和保维（2011）提出了四的绩效管理体系，促进。正如他们在研究中所说的，第一个推动者指的是在公司绩效管理的观点中同时使用战术工具和战略要素。
澳洲Essay代写:人力资源管理的战略和方法
Recent year has witnessed increasingly difficulty and quick changing global marketing challenges. Companies, multinational and national, therefore have to seek strategies and methods for business operation and human resource management. Since human resource has been perceived as first and foremost important, corporate leaders are addressed in creating high-performance organization, and researches about approaches and methods for effective performance management as well as performance management enhancement have emerged nowadays. Before further exploring, several basic theories are introduced, while performance measurements and the signaling theory which help to improve effectiveness of performance management system are given further discussion. Subsequently, by comparing the most frequently stated methods and approaches from literature, their characteristics and functions in performance management and enhancement are discussed in this essay. The next important topic of this essay is to suggest some prevailing performance standards and explain their interaction with performance management. As regards to some common concerns of the performance problems, strategies are suggested for effectively resolving these problems. Furthermore, for a better understand of this essay’s topics, a hypothetical organization is introduced, and some of the mentioned concepts and approaches are implemented in this organization.
As indicated by Anupriya (2013) that, performance management is a process for performance facilitating, measuring and improving at multiple levels of individual, team and organization. And the range of the performance management process covers performance planning, feedback and employee participation, or the three dimensions presented by Yongjin (2013) as performance-based promotions or rewards, fairness and accuracy of performance appraisal plus managerial effort for performance improvement. Its ultimate aim however, is to align employee’s performance with the strategic goals of the organization. Recent study about performance management centrals on the explanation of how performance management impacts organizational outputs, or the analysis of different elements in performance management, such as performance measuring, senior managers, as well as talents management in helping to facilitate effective performance management. Empirical evidences show that most of the companies have applied the theory of performance management, however few can execute effective process. Hence, this essay focuses on elements of the system to improve the performance management, as performance measuring and signaling theory which may make a crucial difference between successful and unsuccessful systems (Michal, Elaine and Paauwe, 2011).
Regardless of the complex variables involved, firstly, the measuring of performance as a critical element in performance management has often been found hardly quantitative and unrealizable, particularly in knowledge-based industries. The software services, for example, relate to understanding and translating business knowledge into software services, requiring collaborative effort in analysis, experimentation, innovation and adaptability (Moran, 2010). These factors however, are difficult to be measured comparing to sales targets and products volume in products manufacturing enterprises. Still, three performance measurement systems have been proposed, as the balanced scorecard, marketing dashboards and the Tableau de Bord. Despite they are all comprehensiveness measurements, yet merely show the benefits. As stated by Christian, Martin and Jan (2012), the benefits of the performance measurement system happen by applying high effective marking strategy, marketing complexity and market dynamism which may positively associate with two mediates as marketing alignment and market knowledge between market performance management and organization performance. These theories in marketing provide important implications for practices of performance management in organizations, and it also draw forth another related topic as signaling theory.
Signaling theory proposes that, employees, customers and shareholders need tangible information to better understand the organizational interests and future prospects. With proper information transfer, employees can sense what the organization expects of them, and optimize their performances which contribute to organizational outcomes (Michal, Elaine and Paauwe, 2011). For examining internal organizational signaling processes, Michal, Elaine and Paauwe (2011) propose four performance management system facilitators. As stated in their research, the first facilitator refers to taking both tactical tool and strategic element in companies’ view of performance management.
