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翻訳と辞書　辞書検索 [ 開発暫定版 ] スポンサード リンク Performance paradox ： ウィキペディア英語版 Performance paradox The performance paradox is a theory set forth by Marshall W. Meyer and Vipin Gupta in 1994, which posits that organizations are able to maintain control by not knowing what exactly performance is.〔Meyer, Marshall W. and Vipin Gupta. 1994. “The Performance Paradox.” Research in Organizational Behavior(16): 309-69.〕 This theory is based on several facts of performance, namely that the number and type of performance measurements that exist are increasing at a rapid rate and that these new metrics tend to be weakly correlated with old ones.〔 ==Performance appraisals== (詳細はproductivity, ability and talent in their respective job positions.〔 The goal of these appraisals is not only to measure each person’s performance, but also to align all of the employee’s values, goals and motivations and become a better performing organization as a whole. While the implementation of performance evaluations has been characterized as beneficial and even essential for organizational success, many of these performance evaluations have also become more ineffective over time due to both the excessive number of evaluation measures and employee reactivity to these evaluations. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Performance paradox」の詳細全文を読む スポンサード リンク 翻訳と辞書 : 翻訳のためのインターネットリソース Copyright(C) kotoba.ne.jp 1997-2016. All Rights Reserved.