績(jī)效管理外文翻譯外文文獻(xiàn)中英翻譯-績(jī)效管理外文文獻(xiàn)

Performancemanagement-howtoappraiseemployeeperformanceAbstractPerformaneeappraisalisanimportantcontentofhumanresourcemanagementinmodernenterprises.AccordingtotheproblemsexistingatthepresentstageChineseenterpriseperformaneeevaluation,putforwardtheimprovementmeasurestoimprovetheperformaneeappraisal.Performaneemanagementistheresponsibilitybetweenmanagersandemployeesandimprovethecommunicationperformaneeoftheongoing.Thepartnersshouldunderstandwhytheybecomepartners,therebysupportingthework.Performaneeevaluationisapartofperformaneemanagement,donoteonfusethetwoIntroductionChallengesofperformaneemanagementReasonstoavoidperformaneemanagement:Manager:reportsandprogramhasnomeaning;notime;afraidofeonfliet;feedbackandobservation.(performaneemanagement,preventproblemsininvestmentintime,ensurethemanagershavethetimetodothethingyoushoulddostaff:badexperienee;whatwasabouttohappennobottom;donotunderstandthesignificaneeofperformaneemanagement;don'tlikereceivedcriticism.Criteriontwo,performaneemanagement,organizationalsuccess:1Factors:coordinationamongunitsmeans,towardsacommongoal;problem,findtheproblems,findproblemsorpreventproblems;obeythelaw,beprotectedbythelaw;makemajordecisions,awayofgettinginformation;improvethequalityofstaff,tomaketheorganizationmorecompetitive.,performaneemanagementoforganization,mustbeusefultomanagers,theonlyreasonofperformaneemanagementistohelpemployeestosuccess.tounderstandbetterhowtodesignandwhatmadehimact.,theperformaneemanagementchallengeishowtofindpractical,meaningfulwaystofinishit,whichneedthoughtandwisdom.PerformaneemanagementisasystemTheperformaneeplan--startingpointofperformaneemanagement:employeesandmanagerstoworktogether,asemployeesdowhat,dowhatdegreeofproblemidentification,understanding.Continuousperformaneecommunication:bothtrackingprogress,findtheobstaclesthataffectperformaneeandprocesssothatthetwosidessuccessrequiredinformation.Communieationmethods:(1)aroundwereobserved;(2)employees;(3)allowemployeestoworkreview;Performaneediagnosis:toidentifyindividuals,departmentsandorganizationalperformaneebytherealreasonfortheproblemofcommunicationandproblemsolvingprocess.Performaneemanagementisasmallsysteminthelargesystem.Ifyouwanttogetthemaximumprofit,mustcompletetheperformaneemanagementprocess,andnotapartof.Performaneemanagementandstrategicplanning,budget,staff,employeesalaryincentivesystem,improvethequalityofplansarerelated.Dotheperformaneemanagementprocesstodothepreparationof1,therearetwokeypoints:withthestafftocollectmeaningful,toestablishtheinformationneededtomeasurablegoals;todosomebasicwork,sothatinthewholeprocessofperformaneemanagementandemployeecanfullycooperation.Inpart,accesstoinformationanddataofperformaneemanagementeffectisitcanhelporganizations,unitsandemployeestowardsadirectionsome"target"informationeachemployee'sjobdescription;(2)employeelastperformaneereviewdataandrelateddocuments.Theperformaneeplanthreesteps:preparation,meeting,finalizeplans.yourjob,youshoulddowhat,howtomeasureyoursuccess,setsthreatmosphereandseizethekey;toreviewtherelevantinformation,askmore,talkless;thejobdutiesandspecificgoal;determinethesuccesscriteria;discusswhatarethedifficultiesandneedwhathelp;discusstheimportaneelevelandauthorizedtoaskproblem;4,note:intheperformaneemanagementprocess,shouldpayattentiontocommunicationwithstaffthoughtistheactionguide,tocarryouteffectiveperformaneecommunication,wemustpayattentiontointhethought.Allaspectsoftheperformaneecommunicationthroughouttheperformaneecycle,playsanimportantroleinanyonelinkinthechain,leavingtheperformaneecommunication,anyunilateraldecisionsmanagerswillaffecttheenthusiasmofthestaff,performaneemanagement.Noperformaneecommunicationthereisnoperformaneemanagement.Inordertomaketheperformaneemanagementontherighttrack,trulyplayitsrole,enterprisesmustputthesupervisorandemployeeperformaneecommunicationasapriorityamongprioritiestoresearchanddevelopment,throughthesystemspecification,performaneemanagementbecomecompetenthabit,thehabitofemployees,tosolvetheperformaneeproblememployeesworkfordialogueandexchanges,theperformaneemanagementintoeffect.Threemethodsofperformaneeevaluation:Predicament1,individualperformaneeevaluation--:thebestoperaactorandamateurorchestraeoncert.Theoperaactorsplaytheextreme,buttheeffectisverybad.Nooneisisolated,onlyfocusontheindividual,cannotsolvetheproblem.Wecallonanindividualbasisonemployeeperformaneeevaluation,butifweemphasizeindividualperformaneebutnottheantecedentsandeonsequencesandeonditionsofperformanee,wedonotprogress,becausewedidnotfindtherealreason--maybebecauseemployeescannoteontrolthingsandpunishemployees,mayalsobebecauseofthewrongreason2,regardlessofthewhatwaytoassessperformanee,avoidtwotrapsareimportant:1)don'tdoperformaneeproblemsor"alwaysthefaultofemployees"thishypothesis;2)withoutanyassessmentcangivethe"why"and"whatishappeninginthepicture".Evaluationisjustthebeginning,isafurtherdiscussionaswellasthestartingpointofdiagnosis.Threemethodsofperformaneeevaluation:3,1)ratingmethod::features,toandbehaviorproject;identifyeachprojectperformaneelevelgaugeandotherways.Advantages:easytofinishtheworkofassessment.Disadvantages:forgetwhydothiswork;toovague,intheperformaneeplan,prevention,protectionanddevelopmentstaffandsodidnotwhatroleinimprovingmethods:withemployeesregularlywritebriefeonversation;evaluation;interpretationandevaluationprojectmeaning;togetherwiththestaffrating2)rankingmethod:forcingstafftocompetewitheachother,havestimulationcanbeshortterm,longtermmaycauseinternalmaliciouscompetition.3)targetandstandardevaluationmethod:Standard:accordingtothepriorandemployeesaseriesofestablishedcriteriatomeasuretheperformaneeofemployees.Advantages:thepersonalgoalsandworktogethertoreducethepossibilityoftarget;bothsidesdisagree;defect:needmoretime;textworkmore;moreenergy.CommunicationmethodandcommunicationtechnologyWayofthinking:theprocessofperformaneemanagementistheprocessofcommunication.Relationshipwiththestaffisnotonlyreflectedinthebehavioronperformaneemanagement,butalsoshouldreflectthedailyandhowsuccessfulwayofthinking:A,theprocessofperformaneemanagementisacompleteprocesstogetherwiththestaff,notaforstaffB,exceptforsomeunilateraldisciplinaryaction,performaneeplan,communicationandassessmentshouldadoptacooperativemode;C,mostofthestaff,onceyouunderstandwhattheyareaskedtodothings,willtrythemethodcanmeettherequirementsD,performaneemanagementisnotthepurposeofstaringpastmistakes,clearposibility,butintheproblemsolvingproblemsandpossiblee,performaneedeficittobeclear,thecauseofthedeficit,whetherforpersonalreasonsorthesystemreason;F,inmostcases,ifthemanagerwillsupportstaffastheirwork,sothateachemployee2,mustsetsomeskillscommunicationskills:Managerhereguideemployeestoparticipateinthediscussionprocessandunderstandtheprocessofresponsibility.Purpose:don'tmostprobablyitdidnotactuallyhappen.Bepreparedtoestablishacommonresponsibilityandeachstagealleontributetotherelationship,thetarget.Clearthecommonresponsibility:toimprovetheperformaneeisnotonlytheresponsibilityofthestaff.Clearprocedures:preventeonflictresolutionskills:clearindividualresponsibility,invitesemployeestotakeadvice.Forthepeopleofthecriticismandcomments:avoidifyoudon'tlisten,youdon'tknowwhatyoutalkingabout,couldyoubequietforawhile,youreadthereportinthepastdidnotremarks:avoidsuchashowmanyyears,youalwayscan'tfinishthejobontime,wehaveriedthat,thereisnowiththeneedneedmakingguideguiltyintent:toavoidifyoureallycareabouttheteam,youshouldworkharder;Iguessyoudon'tcareaboutthisprojectnotappropriateadviceandsure:avoidasIknowtheprojectislate,butrmsureyou'llcatchup;youwilldowell.Youwillunderstandtheneed,needtounsolicitedadviceandsure:avoidyoumustdoit;thisistheonlyway;tofinishthistoday,andputitonmydesk.Aprovocativequestion:Whydidyousaythosewhoavoid.Whatyouthink;istheneedtoneed;whatisyougetthiseonclusion?Don'ttrusttoavoidIanguage:areyousureyoucanfinishontime?I'veheardyouneedtoexaggeratetheseneed:avoidyouneverfinishtheworkontime;youalwaystrytorejectmyproposal.Thecoolingtechniqueoffiercedebate.Theperformaneeofa,discusstheprocessofdispute,weshouldpayattentiontotwogoals:mustmakesuggestionsonconfliet;avoiddamagerelations,causenewproblemsinthefutureperformanee.B,giveemployeesaventfrustrationandangerforfeeling,notveryfastcounterattack.C,rememberthepeoplewhentheydoappearconflict.D,thewayofhandlingconflicts:conflictsthroughpersuasion,wontherighttotrytounderstandthemeans;staffpositions,findasolution.E,conflictisthemosteffectivetreatmenttechnologyisactivelistening.F,andbeconfusedinmindorangryemployeesdealing,thebasicprincipleisthefirstconcernofhisemotional.@isputesarise,requestthedisputesettlementmeasures,butneverfromthesubject.H,tooexcited,communicationshouldbesuspended.Theperformaneeofcommunicationisthecoreofperformaneemanagement,isreferstobetweentheemployersandemployeesperformaneeevaluationreflectstheproblemsandevaluationmechanismitselftoeonductsubstantiveinterviews,andtriestoseekeountermeasures,amanagementmethodforserviceinthelaterstageofenterpriseandemployeeperformanee,improveandenhancethe.Aprocessofperformaneemanagementisonthelowerlevelontheperformaneetargetsettingandimplementationandongoingtwo-waycommunication.績(jī)效管理 如何考評(píng)員工表現(xiàn)摘要績(jī)效考核是現(xiàn)代企業(yè)人力資源管理的重要內(nèi)容。通過(guò)對(duì)中國(guó)企業(yè)現(xiàn)階段績(jī)效考核中存在問(wèn)題的探討，提出了完善績(jī)效考核的改進(jìn)對(duì)策?？?jī)效管理是經(jīng)理與員工之間工作職責(zé)和提高工作績(jī)效問(wèn)題持續(xù)進(jìn)行的溝通過(guò)程。 合作各方應(yīng)明白他們?yōu)槭裁磿?huì)成為合作伙伴，從而支持這項(xiàng)工作?？?jī)效評(píng)價(jià)只是績(jī)效管理的一個(gè)環(huán)節(jié)，不要將兩者混淆。介紹績(jī)效管理的挑戰(zhàn)性：回避績(jī)效管理工作的原因：經(jīng)理：報(bào)表和程序沒(méi)有意義；沒(méi)有時(shí)間；害怕沖突；反饋和觀(guān)察問(wèn)題。（績(jī)效管理--防止問(wèn)題發(fā)生的時(shí)間投資，保證管理者有時(shí)間做自己應(yīng)該做的事情） 員工：槽糕經(jīng)歷；對(duì)即將發(fā)生的事情沒(méi)底；不懂績(jī)效管理的意義；不喜歡收到批評(píng)。二、績(jī)效管理的判斷標(biāo)準(zhǔn)： 1.組織成功的因素：①協(xié)調(diào)內(nèi)部各單位的手段，向著共同目標(biāo)努力；②問(wèn)題出現(xiàn)時(shí)，有找到問(wèn)題的方法，發(fā)現(xiàn)問(wèn)題或者阻止問(wèn)題；③遵守法律規(guī)定，得到法律保護(hù)；④做重大決策時(shí)，有獲得信息的途徑；⑤不斷提高員工的素質(zhì)，以使組織更有競(jìng)爭(zhēng)力。2.績(jī)效管理方法必須對(duì)組織、對(duì)管理者有用，實(shí)現(xiàn)績(jī)效管理的唯一原因就是幫助員工去的成功。3.要明白好的方法是如何設(shè)計(jì)的以及是什么因素使他發(fā)生作用。 4.績(jī)效管理的挑戰(zhàn)是如何找到實(shí)用、有意義的方法去完成它，這點(diǎn)需要思想和智慧?？?jī)效管理是一個(gè)系統(tǒng)：績(jī)效計(jì)劃--啟動(dòng)績(jī)效管理的關(guān)鍵點(diǎn)：?jiǎn)T工和管理者一同合作，就員工做什么，做到什么程度等問(wèn)題進(jìn)行識(shí)別、理解。持續(xù)的績(jī)效溝通：雙方追蹤進(jìn)展情況、找到影響績(jī)效的障礙以及得到使雙方成功所需信息的過(guò)程。溝通方法：①四處走動(dòng)進(jìn)行觀(guān)察；②會(huì)見(jiàn)員工；③讓員工進(jìn)行工作回顧；績(jī)效診斷：用以識(shí)別引起個(gè)人、部門(mén)甚至組織績(jī)效問(wèn)題的真實(shí)原因的溝通和解決問(wèn)題的過(guò)程?？?jī)效管理是大系統(tǒng)中的一個(gè)小系統(tǒng)。要想得到最大的收益，必須完成績(jī)效管理的全部環(huán)節(jié)，而不是其中的一部分?？?jī)效管理同戰(zhàn)略計(jì)劃、預(yù)算、員工發(fā)展、員工工資獎(jiǎng)勵(lì)制度、質(zhì)量提高計(jì)劃等都是相關(guān)的。做好進(jìn)行績(jī)效管理過(guò)程要做的準(zhǔn)備工作。1.關(guān)鍵的兩點(diǎn)：①同員工一起收集對(duì)建立有意義、可度量的目標(biāo)所需要的信息；②做一些基礎(chǔ)工作，以便在整個(gè)績(jī)效管理過(guò)程中能與員工充分協(xié)作。2.獲取信息和數(shù)據(jù)績(jī)效管理有效果的部分原因就是它能幫助組織、單位和全體員工朝著一個(gè)方向努力。3.某些“小目標(biāo)”信息：①每個(gè)員工的工作描述；②員工上次績(jī)效回顧資料以及相關(guān)文檔績(jī)效計(jì)劃：1.三個(gè)步驟：準(zhǔn)備、會(huì)見(jiàn)、敲定計(jì)劃。2.你的工作職責(zé)、你應(yīng)該做什么、如何衡量你的成功？3.①設(shè)置氣氛和抓住重點(diǎn)；②回顧相關(guān)信息--多問(wèn)、少講；③使工作職責(zé)和目標(biāo)具體化；④確定成功的標(biāo)準(zhǔn)；⑤討論有哪些困難以及需要什么幫助；⑥討論重要性級(jí)別和授權(quán)問(wèn)題；4.注意：在整個(gè)績(jī)效管理過(guò)程當(dāng)中，應(yīng)注重與員工溝通思想是行動(dòng)的先導(dǎo)，要進(jìn)行有效的績(jī)效溝通，首先在思想上一定要重視?？?jī)效溝通貫穿于績(jī)效循環(huán)的各個(gè)環(huán)節(jié)，在任何一個(gè)環(huán)節(jié)都發(fā)揮著重要作用，離開(kāi)了績(jī)效溝通，主管人員的任何單方面的決定都將影響員工的工作熱情、影響績(jī)效管理。沒(méi)有績(jī)效溝通就沒(méi)有績(jī)效管理。為了使績(jī)效管理在正常的軌道上運(yùn)行，真正發(fā)揮其作用，企業(yè)必須把主管與員工的績(jī)效溝通作為重中之重加以研究和發(fā)展，通過(guò)制度的規(guī)范，讓績(jī)效管理成為主管的習(xí)慣，員工的習(xí)慣，用對(duì)話(huà)和交流解決員工工作中的績(jī)效問(wèn)題，使績(jī)效管理落到實(shí)處?？?jī)效評(píng)價(jià)的三種方法：1.個(gè)人績(jī)效評(píng)價(jià)的困境：最好的歌劇演員與業(yè)余管弦樂(lè)隊(duì)同臺(tái)演出。歌劇演員發(fā)揮極至，但是效果還是很糟糕。沒(méi)有人是孤立存在的，僅關(guān)注個(gè)人，就不能解決問(wèn)題。我們要求在個(gè)人的基礎(chǔ)上對(duì)員工的績(jī)效進(jìn)行評(píng)價(jià)，但如果我們強(qiáng)調(diào)個(gè)人績(jī)效而不看前因后果以及限制績(jī)效的條件，我們沒(méi)有進(jìn)步，因?yàn)槲覀儧](méi)有找到真正的原因--可能會(huì)因?yàn)閱T工不能控制的事情而懲罰員工，也可能因?yàn)殄e(cuò)誤的理2.不管采用什么辦法評(píng)估績(jī)效，避免兩個(gè)陷阱很重要：①不要做績(jī)效問(wèn)題出現(xiàn)或“總是員工的錯(cuò)”這樣的假設(shè)；②沒(méi)有任何評(píng)估能給出“為什么發(fā)生”和“發(fā)生了什么的全貌”。評(píng)價(jià)只是開(kāi)始，是做進(jìn)一步討論以及診斷的起始點(diǎn)。3.績(jī)效評(píng)價(jià)的三種方法：①評(píng)級(jí)方法：組成：待評(píng)價(jià)的特征、區(qū)域和行為項(xiàng)目；標(biāo)明每個(gè)項(xiàng)目