绩效考核外文翻译参考文献

____________________________________________________________________________________________绩效考核外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)原文:Performancemanagement-howtoappraiseemployeeperformanceAbstractPerformanceappraisalisanimportantcontentofhumanresourcemanagementinmodernenterprises.AccordingtotheproblemsexistingatthepresentstageChineseenterpriseperformanceevaluation,putforwardtheimprovementmeasurestoimprovetheperformanceappraisal.Performancemanagementistheresponsibilitybetweenmanagersandemployeesandimprovethecommunicationperformanceoftheongoing.Thepartnersshouldunderstandwhytheybecomepartners,therebysupportingthework.Performanceevaluationisapartofperformancemanagement,donotconfusethetwoIntroductionChallengesofperformancemanagementReasonstoavoidperformancemanagement:Manager:reportsandprogramhasnomeaning;notime;afraidofconflict;feedbackandobservation.(performancemanagement,preventproblemsininvestmentintime,ensurethemanagershavethetimetodothethingyoushoulddostaff:badexperience;whatwasabouttohappennobottom;donotunderstandthesignificanceofperformancemanagement;don'tlikereceivedcriticism.Criteriontwo,performancemanagement,organizationalsuccess:1Factors:coordinationamongunitsmeans,towardsacommongoal;problem,findtheproblems,findproblemsorpreventproblems;obeythelaw,beprotectedbythelaw;makemajordecisions,awayofgettinginformation;improvethequalityofstaff,tomaketheorganizationmorecompetitive.,performancemanagementoforganization,mustbeusefultomanagers,theonlyreasonofperformancemanagementistohelpemployeestosuccess.tounderstandbetterhowtodesignandwhatmadehimact.,theperformancemanagementchallengeishowtofindpractical,meaningfulwaystofinishit,whichneedthoughtandwisdom.PerformancemanagementisasystemTheperformanceplan--startingpointofperformancemanagement:employeesandmanagerstoworktogether,asemployeesdowhat,dowhatdegreeofproblemidentification,understanding.Continuousperformancecommunication:bothtrackingprogress,findtheobstaclesthataffectperformanceandprocesssothatthetwosidessuccessrequiredinformation.Communicationmethods:(1)aroundwereobserved;(2)employees;(3)allowemployeestoworkreview;Performancediagnosis:toidentifyindividuals,departmentsandorganizationalperformancebytherealreasonfortheproblemofcommunicationandproblemsolvingprocess.Performancemanagementisasmallsysteminthelargesystem.Ifyouwanttogetthemaximumprofit,mustcompletetheperformancemanagementprocess,andnotapartof.Performancemanagementandstrategicplanning,budget,staff,employeesalaryincentivesystem,improvethequalityofplansarerelated.Dotheperformancemanagementprocesstodothepreparationof1,therearetwokeypoints:withthestafftocollectmeaningful,toestablishtheinformationneededtomeasurablegoals;todosomebasicwork,sothatinthewholeprocessofperformancemanagementandemployeecanfullycooperation.Inpart,accesstoinformationanddataofperformancemanagementeffectisitcanhelporganizations,unitsandemployeestowardsadirectionsome"target"informationeachemployee'sjobdescription;(2)employeelastperformancereviewdataandrelateddocuments.Theperformanceplanthreesteps:preparation,meeting,finalizeplans.yourjob,youshoulddowhat,howtomeasureyoursuccess,setsthreatmosphereandseizethekey;toreviewtherelevantinformation,askmore,talkless;thejobdutiesandspecificgoal;determinethesuccesscriteria;discusswhatarethedifficultiesandneedwhathelp;discusstheimportancelevelandauthorizedtoaskproblem;4,note:intheperformancemanagementprocess,shouldpayattentiontocommunicationwithstaffthoughtistheactionguide,tocarryouteffectiveperformancecommunication,wemustpayattentiontointhethought.Allaspectsoftheperformancecommunicationthroughouttheperformancecycle,playsanimportantroleinanyonelinkinthechain,leavingtheperformancecommunication,anyunilateraldecisionsmanagerswillaffecttheenthusiasmofthestaff,performancemanagement.Noperformancecommunicationthereisnoperformancemanagement.Inordertomaketheperformancemanagementontherighttrack,trulyplayitsrole,enterprisesmustputthesupervisorandemployeeperformancecommunicationasapriorityamongprioritiestoresearchanddevelopment,throughthesystemspecification,performancemanagementbecomecompetenthabit,thehabitofemployees,tosolvetheperformanceproblememployeesworkfordialogueandexchanges,theperformancemanagementintoeffect.Threemethodsofperformanceevaluation:Predicament1,individualperformanceevaluation--:thebestoperaactorandamateurorchestraconcert.Theoperaactorsplaytheextreme,buttheeffectisverybad.Nooneisisolated,onlyfocusontheindividual,cannotsolvetheproblem.Wecallonanindividualbasisonemployeeperformanceevaluation,butifweemphasizeindividualperformancebutnottheantecedentsandconsequencesandconditionsofperformance,wedonotprogress,becausewedidnotfindtherealreason--maybebecauseemployeescannotcontrolthingsandpunishemployees,mayalsobebecauseofthewrongreason2,regardlessofthewhatwaytoassessperformance,avoidtwotrapsareimportant:1)don'tdoperformanceproblemsor"alwaysthefaultofemployees"thishypothesis;2)withoutanyassessmentcangivethe"why"and"whatishappeninginthepicture".Evaluationisjustthebeginning,isafurtherdiscussionaswellasthestartingpointofdiagnosis.Threemethodsofperformanceevaluation:3,1)ratingmethod::features,toandbehaviorproject;identifyeachprojectperformancelevelgaugeandotherways.Advantages:easytofinishtheworkofassessment.Disadvantages:forgetwhydothiswork;toovague,intheperformanceplan,prevention,protectionanddevelopmentstaffandsodidnotwhatroleinimprovingmethods:withemployeesregularlywritebriefconversation;evaluation;interpretationandevaluationprojectmeaning;togetherwiththestaffrating2)rankingmethod:forcingstafftocompetewitheachother,havestimulationcanbeshortterm,longtermmaycauseinternalmaliciouscompetition.3)targetandstandardevaluationmethod:Standard:accordingtothepriorandemployeesaseriesofestablishedcriteriatomeasuretheperformanceofemployees.Advantages:thepersonalgoalsandworktogethertoreducethepossibilityoftarget;bothsidesdisagree;defect:needmoretime;textworkmore;moreenergy.CommunicationmethodandcommunicationtechnologyWayofthinking:theprocessofperformancemanagementistheprocessofcommunication.Relationshipwiththestaffisnotonlyreflectedinthebehavioronperformancemanagement,butalsoshouldreflectthedailyandhowsuccessfulwayofthinking:A,theprocessofperformancemanagementisacompleteprocesstogetherwiththestaff,notaforstaffB,exceptforsomeunilateraldisciplinaryaction,performanceplan,communicationandassessmentshouldadoptacooperativemode;C,mostofthestaff,onceyouunderstandwhattheyareaskedtodothings,willtrythemethodcanmeettherequirementsD,performancemanagementisnotthepurposeofstaringpastmistakes,clearposibility,butintheproblemsolvingproblemsandpossiblee,performancedeficittobeclear,thecauseofthedeficit,whetherforpersonalreasonsorthesystemreason;F,inmostcases,ifthemanagerwillsupportstaffastheirwork,sothateachemployee2,mustsetsomeskillscommunicationskills:Managerhereguideemployeestoparticipateinthediscussionprocessandunderstandtheprocessofresponsibility.Purpose:don'tmostprobablyitdidnotactuallyhappen.Bepreparedtoestablishacommonresponsibilityandeachstageallcontributetotherelationship,thetarget.Clearthecommonresponsibility:toimprovetheperformanceisnotonlytheresponsibilityofthestaff.Clearprocedures:preventconflictresolutionskills:clearindividualresponsibility,invitesemployeestotakeadvice.Forthepeopleofthecriticismandcomments:avoidifyoudon'tlisten,youdon'tknowwhatyoutalkingabout,couldyoubequietforawhile,youreadthereportinthepastdidnotremarks:avoidsuchashowmanyyears,youalwayscan'tfinishthejobontime,wehaveriedthat,thereisnowiththeneedneedmakingguideguiltyintent:toavoidifyoureallycareabouttheteam,youshouldworkharder;Iguessyoudon'tcareaboutthisprojectnotappropriateadviceandsure:avoidasIknowtheprojectislate,butI'msureyou'llcatchup;youwilldowell.Youwillunderstandtheneed,needtounsolicitedadviceandsure:avoidyoumustdoit;thisistheonlyway;tofinishthistoday,andputitonmydesk.Aprovocativequestion:Whydidyousaythosewhoavoid.Whatyouthink;istheneedtoneed;whatisyougetthisconclusion?Don'ttrusttoavoidlanguage:areyousureyoucanfinishontime?I'veheardyouneedtoexaggeratetheseneed:avoidyouneverfinishtheworkontime;youalwaystrytorejectmyproposal.Thecoolingtechniqueoffiercedebate.Theperformanceofa,discusstheprocessofdispute,weshouldpayattentiontotwogoals:mustmakesuggestionsonconflict;avoiddamagerelations,causenewproblemsinthefutureperformance.B,giveemployeesaventfrustrationandangerforfeeling,notveryfastcounterattack.C,rememberthepeoplewhentheydoappearconflict.D,thewayofhandlingconflicts:conflictsthroughpersuasion,wontherighttotrytounderstandthemeans;staffpositions,findasolution.E,conflictisthemosteffectivetreatmenttechnologyisactivelistening.F,andbeconfusedinmindorangryemployeesdealing,thebasicprincipleisthefirstconcernofhisemotional.G,disputesarise,requestthedisputesettlementmeasures,butneverfromthesubject.H,tooexcited,communicationshouldbesuspended.Theperformanceofcommunicationisthecoreofperformancemanagement,isreferstobetweentheemployersandemployeesperformanceevaluationreflectstheproblemsandevaluationmechanismitselftoconductsubstantiveinterviews,andtriestoseekcountermeasures,amanagementmethodforserviceinthelaterstageofenterpriseandemployeeperformance,improveandenhancethe.Aprocessofperformancemanagementisonthelowerlevelontheperformancetargetsettingandimplementationandongoingtwo-waycommunication.译文:绩效管理——如何考评员工表现摘要绩效考核是现代企业人力资源管理的重要内容。通过对中国企业现阶段绩效考核中存在问题的探讨，提出了完善绩效考核的改进对策。绩效管理是经理与员工之间工作职责和提高工作绩效问题持续进行的沟通过程。合作各方应明白他们为什么会成为合作伙伴，从而支持这项工作。绩效评价只是绩效管理的一个环节，不要将两者混淆。介绍绩效管理的挑战性：回避绩效管理工作的原因：经理：报表和程序没有意义；没有时间；害怕冲突；反馈和观察问题。（绩效管理--防止问题发生的时间投资，保证管理者有时间做自己应该做的事情）

员工：槽糕经历；对即将发生的事情没底；不懂绩效管理的意义；不喜欢收到批评。二、绩效管理的判断标准：1.组织成功的因素：①协调内部各单位的手段，向着共同目标努力；②问题出现时，有找到问题的方法，发现问题或者阻止问题；③遵守法律规定，得到法律保护；④做重大决策时，有获得信息的途径；⑤不断提高员工的素质，以使组织更有竞争力。2.绩效管理方法必须对组织、对管理者有用，实现绩效管理的唯一原因就是帮助员工去的成功。3.要明白好的方法是如何设计的以及是什么因素使他发生作用。4.绩效管理的挑战是如何找到实用、有意义的方法去完成它，这点需要思想和智慧。绩效管理是一个系统：1.绩效计划--启动绩效管理的关键点：员工和管理者一同合作，就员工做什么，做到什么程度等问题进行识别、理解。2.持续的绩效沟通：双方追踪进展情况、找到影响绩效的障碍以及得到使双方成功所需信息的过程。

沟通方法：①四处走动进行观察；②会见员工；③让员工进行工作回顾；3.绩效诊断：用以识别引起个人、部门甚至组织绩效问题的真实原因的沟通和解决问题的过程。4.绩效管理是大系统中的一个小系统。要想得到最大的收益，必须完成绩效管理的全部环节，而不是其中的一部分。5.绩效管理同战略计划、预算、员工发展、员工工资奖励制度、质量提高计划等都是相关的。做好进行绩效管理过程要做的准备工作。1.关键的两点：①同员工一起收集对建立有意义、可度量的目标所需要的信息；②做一些基础工作，以便在整个绩效管理过程中能与员工充分协作。2.获取信息和数据绩效管理有效果的部分原因就是它能帮助组织、单位和全体员工朝着一个方向努力。3.某些“小目标”信息：①每个员工的工作描述；②员工上次绩效回顾资料以及相关文档绩效计划：1.三个步骤：准备、会见、敲定计划。2.你的工作职责、你应该做什么、如何衡量你的成功？3.①设置气氛和抓住重点；②回顾相关信息--多问、少讲；③使工作职责和目标具体化；④确定成功的标准；⑤讨论有哪些困难以及需要什么帮助；⑥讨论重要性级别和授权问题；4.注意：在整个绩效管理过程当中，应注重与员工沟通思想是行动的先导，要进行有效的绩效沟通，首先在思想上一定要重视。绩效沟通贯穿于绩效循环的各个环节，在任何一个环节都发挥着重要作用，离开了绩效沟通，主管人员的任何单方面的决定都将影响员工的工作热情、影响绩效管理。没有绩效沟通就没有绩效管理。为了使绩效管理在正常的轨道上运行，真正发挥其作用，企业必须把主管与员工的绩效沟通作为重中之重加以研究和发展，通过制度的规范，让绩效管理成为主管的习惯，员工的习惯，用对话和交流解决员工工作中的绩效问题，使绩效管理落到实处。绩效评价的三种方法：1.个人绩效评价的困境：最好的歌剧演员与业余管弦乐队同台演出。歌剧演员发挥极至，但是效果还是很糟糕。没有人是孤立存在的，仅关注个人，就不能解决问题。我们要求在个人的基础上对员工的绩效进行评价，但如果我们强调个人绩效而不看前因后果以及限制绩效的条件，我们没有进步，因为我们没有找到真正的原因--可能会因为员工不能控制的事情而惩罚员工，也可能因为错误的理2.不管采用什么办法评估绩效，避免两个陷阱很重要：①不要做绩效问题出现或“总是员工的错”这样的假设；②没有任何评估能给出“为什么发生”和“发生了什么的全貌”。评价只是开始，是做进一步讨论以及诊断的起始点。3.绩效评价的三种方法：①评级方法：组成：待评价的特征、区