管理人员表现与发展分析报告之经理评估表

1、Management Performance & Development Report治理人员表现与进展报告Name姓名：Position职位：Date in position在职日期：Date of appraisal评估日期：Last appraisal上次评估日期：Appraisers position评估人职位:General Instructions 总述This appraisal should be completed between 1 December and 31 January each year of when the employees promoted or tra

2、nsferred if more than 6 months has elapsed the last appraisal.治理人员应在每年的12月1日至次年元月31日完成此评估表；新晋升者或调动后六个月未评估者也应填写此表。Prior to their joint appraisal meeting, the supervisor and employee (independently of one another) should complete section A&B, section C should be completed by the employee only the rema

3、ining portion of the form will be completed during the appraisal meeting.在评估会之前，评估人与被评估人应分不独立完成A和B部分，被评估人应独立完成C部分，其它部分将在评估会上共同填定。After the appraisal meeting, the MPDR representing the agreement between the supervisor and the employee should be finalized and submitted to the next higher level of mana

4、gement. If agreement is not reached, the supervisors rating prevails with an explanation as appropriate.在评估后结束后，如双方达成共识，应将评估报告呈送给上一级治理层。如未达成共识，主管应将评分结果和解释呈上。If an item does not apply to the position or employee being rated, indicate N/A (not applicable).若有的选项无法评估，请填写N/A（不适于）Rating key 评估标准1、Exceptio

5、n优秀Consistently exceeds the requirements/standards of the job.一贯超出工作标准/要求2、Effective有效Meets and occasionally exceeds the requirements/standards of the job.达到和间或超出工作标准/要求3、needs improvement需要改进On occasionally fails to meet the requirements/standards of the job.有时未达到工作标准/要求Section ASpecific Position A

6、ppraisal职位评估Using the appropriate position guideline, rate effectiveness in carrying out duties and responsibilities. Using the scale below (attach a copy of the position guideline to this form, identify each duty and responsibility by a few key words).请填写你现任职位的工作职责，并打分（可另附工作职责表，或用关键的几个词语概括）Rating k

7、ey评分标准Exceptional优秀Effective有效Needs improvement需要改进No.序号Duties and Responsibilities工作职责123Comments备注12345678910Section BManagement Performance治理人员评估表Add comments and examples to explain rating， where appropriate.请举例讲明评分缘故。Leadership skills领导技能123Leadership style and influence领导风格和阻碍口口口Motivating oth

8、ers激励他人口口口Delegating and controlling分配工作和操纵口口口Staffing，coaching and developing people人员安排，指导和关心职员进展口口口Administrative skills行政技能Panning打算口口口Organizing组织口口口Personal organization and time management个人工作安排和时刻安排口口口Interpersonal skills人际关系技能Human relations skills人际关系技能口口口Conflict management and negotiatin

9、g冲突治理和谈判技能口口口Communications skills沟通技能Informing信息处理口口口Listen倾听口口口Oral communication口头沟通能力口口口Written communication书面沟通能力口口口Personal adaptability适应能力Stress management压力治理口口口Self-confidence and self-acceptance自信和自我认同口口口Independence独立口口口Flexibility应变口口口Personal motivation自我激励Accomplishment成绩口口口Personal

10、growth自我成长口口口Progress进步口口口Personal goal-setting自我目标设定口口口Occupational/technical knowledge职位/技术知识Job and functional area knowledge职位和职务知识口口口Organizational and industry practices knowledge组织和业务实践知识口口口Cognitive skills认知技能Problem analysis and decision-making分析问题和决策能力口口口Financial and quantitative skills财务

11、和质量治理能力口口口Innovation and resourcefulness革新和应变能力口口口Handling detail细节治理口口口Section CSelf Appraisal-current and Future自我评估（现状和展望）During the appraisal period，what do you consider your major：在所评估期间，请你认真考虑：Achievements取得的成绩Difficulties遇到的困难What areas in your job performance do you could be improved by you，

12、or with the help of your manager？在你现在的工作中，哪些地点是能够通过自己或你上司的关心获得改进的？How would you asses your contribution to the performance of the hotel/department？从哪些方面能够看出你对酒店/部门所做的贡献？Future以后What are your career objectives within 2 years and beyond？请问你在以后的两年之内或更长的时刻，你是职业目标是什么？What training and job experience are

13、required for your career development？对你是职业进展来讲，你还需要哪些培训和工作经验？Section DCareer Development职业进展Next position下一个职位：Comments意见：Promotion/Transfer time frame：晋升/调动时刻：Within next 6 months六个月之内口Within 6-12 months六个月至十二个月内口Within 2 years两年之内口Too soon to tell尚待观看口Section EEducation and Training Required所需教育及培

14、训Refer both to specific needs， how and why they have arisen， then formulate a proposed action plan which may include a course or workshop（either from the hotel training plan or other sources），cross exposure or a job move，copy to Human Resources Director.针对具体的培训需求，并讲明理由，然后制订针对性的培训打算（包括具体的培训课程），并抄送给人力

15、资源总监。Necessary to fulfill requirements of present position现职位培训需求Need/Outcome needs需求Actions recommended建议Necessary for personal development个人进展需求Need/Outcome needs需求Actions recommended建议Time frame所需时刻Responsibility责任Necessary for next career move下一个职位所需培训Need/Outcome needs需求Actions recommended建议Time frame所需时刻Responsibility责任Section FGeneral Comments总结This section may be used by the employee or manager for stating any significant information not covered elsewhere in the report， for example， any unusual or sensitive areas pertinent to the employee career development. Use a