ew Fam Prtaz Shee Crna tab ae 0 Tl met O & i nee fg) ame. Samm TT OM Pf) ama f eyes * gt ESA gy Sa tomar voi ge OR = D * Douglas Cederblom, “The Performance Appraisal Interviews A Review, Implications, and r Suggestions,” Academy of Management Review 7, no. 2 (1982): 219-227. ‘© Paul E. Levy and Jane R. Williams, “The Social Context of Performance Appraisal: A Review and Framework for the Future,” Journal of Management 30, no. 6 (2004): 881-908. ‘* Edward M. Mone and Manuel London, Employee Engagement through Effective Performance # Management: A Practical Guide for Managers (New York, NY: Routledge, 2014), 1-29. ™ © Xin Wu, Human Resource Management: The Integration of Management and Psychology (Bei China Light Industry Press, 2014), 179-220 fin Chinese}. g ~ ASSIGNMENT QUESTIONS 3 1. Why did Ameco introduce the DCPC monthly performance appraisal program? What does performance & management mean to the development of a company? 2. What are the contents and steps of performance management? What are the differences between performance management and performance appraisal? How did the company implement the DCPC ‘monthly performance appraisal program? Was itn accordance with the performance management cycle? 3. Compared with the yearly assessments, what are the advantages and disadvantages of the monthly performance appraisal program promoted by Ameco? What problems should be noted in the process of designing a performance appraisal period? 4. Are the appraisal indicators of Ameco reasonable? Why’? 5. In the place of Ma, the CEO of the company, how would you further improve the performance ‘management program? aa — nar 1