績(jī)效管理外文翻譯--績(jī)效管理——如何考評(píng)員工表現(xiàn)

1、<p><b>　　中文3018字</b></p><p><b>　　外文文獻(xiàn)原稿和譯文</b></p><p><b>　　原 稿</b></p><p>　　Performance management - how to appraise employee performance

2、</p><p><b>　　Abstract</b></p><p>　　Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present

3、 stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the com

4、munication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performa</p><p>　　Introduction</p><p>　　Challenges of performance man

5、agement</p><p>　　Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in inve

6、stment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like rece

7、ived criticism. Criterion two, performance management, organizational success: 1 Factors: coor</p><p>　　Performance management is a system</p><p>　　The performance plan -- starting point of perf

8、ormance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both tracking progress, find the obstacles t

9、hat affect performance and process so that the two sides success required information. Communication methods: (1) around were observed; (2)employees; (3) allow employees to work review;</p><p>　　Performance

10、diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process.</p><p>　　Performance management is a small syst

11、em in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.</p><p>　　Performance management and strategic planning, budget, staff ,emplo

12、yee salary incentive system, improve the quality of plans are related. Do the performance management process to do the preparation of 1, there are two key points: with the staff to collect meaningful, to establish the in

13、formation needed to measurable goals; to do some basic work, so that in the whole process of performance management and employee can fully cooperation. In part, access to information and data of performance manage</p&

14、gt;<p>　　The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant informa

15、tion, ask more,talk less; the job duties and specific goal; determine the success criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in t

16、he performance management process, should pay attention to communication wit</p><p>　　Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and am

17、ateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance ev

18、aluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did</p><p>　　Communication method and communication

19、 technology</p><p>　　Way of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but al

20、so should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, p

21、erformance plan, communication and assessment should adopt a cooperative mode; C, most of the </p><p>　　The performance of a, discuss the process of dispute, we should pay attention to two goals: must make s

22、uggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, remember the people when they do

23、appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is t</p><p>　　The performance of c

24、ommunication is the core of performance management, is refers to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and trie

25、s to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance the.A process of performance management is on the lower level on the performance t

26、arget setting and implementation and ong</p><p><b>　　譯 文</b></p><p>　　績(jī)效管理——如何考評(píng)員工表現(xiàn)</p><p><b>　　摘要</b></p><p>　　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)

27、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。</p><p><b>　　介紹</b></p><p><b>　　績(jī)效管理的挑戰(zhàn)性：</b></p

28、><p>　　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

29、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。</p><p>　　績(jī)效管理是一個(gè)系統(tǒng)：</p><p>　　1.績(jī)效計(jì)劃--啟動(dòng)績(jī)

30、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。</p><p>　　2.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)行觀察；②會(huì)見(jiàn)員工；③讓員工進(jìn)行工作回顧；</p><p>　　3.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。</

31、p><p>　　4.績(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。</p><p>　　5.績(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

32、.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</p><p>　　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

33、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

34、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。</p><p>　　績(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)

35、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)目績(jī)效水平的標(biāo)尺和其他方式。優(yōu)點(diǎn)：輕松完成評(píng)價(jià)工作。缺點(diǎn)：忘記為什么要做這項(xiàng)

36、工作；過(guò)于模糊，在績(jī)效計(jì)劃、預(yù)防問(wèn)題、保護(hù)組織和發(fā)展員工等方面沒(méi)有什么作用提高方法：與員工定期談話；寫(xiě)簡(jiǎn)短評(píng)價(jià)；解釋評(píng)價(jià)項(xiàng)目的意思；與員工一起評(píng)級(jí)等；②排名方法：迫使員工相互競(jìng)爭(zhēng)，短期內(nèi)可以有刺激作用，長(zhǎng)遠(yuǎn)而言可能會(huì)引起內(nèi)部惡意競(jìng)爭(zhēng)；③目標(biāo)和標(biāo)準(zhǔn)評(píng)價(jià)法：標(biāo)準(zhǔn)：根據(jù)一系</p><p>　　溝通方法和溝通技術(shù)：</p><p>　　思想方式：績(jī)效管理過(guò)程是溝通的過(guò)程與員工的關(guān)系不僅僅體現(xiàn)在討

37、論績(jī)效管理的行為上，還應(yīng)體現(xiàn)每日怎樣與成功的思想方式：績(jī)效管理過(guò)程是一個(gè)與員工一起完成的過(guò)程，而不是一個(gè)針對(duì)員工的過(guò)程；除了某些單方面的紀(jì)律行動(dòng)，績(jī)效計(jì)劃、溝通和評(píng)估都應(yīng)該采取合作的方式；大多數(shù)員工，一旦明白他們被要求做什么事情，都會(huì)想盡方法的達(dá)到要求；績(jī)效管理的目的不是盯著過(guò)去，搞清錯(cuò)誤的責(zé)任，而是為了在問(wèn)題出現(xiàn)時(shí)解決問(wèn)題和盡可能；發(fā)生績(jī)效赤字時(shí)，要搞清楚赤字的原因，不論是個(gè)人原因還是系統(tǒng)原因；大多數(shù)情況下，如果經(jīng)理將支持員工的工作作

38、為自己的工作，那么每位員工都必須有的交際技能氣氛設(shè)置技巧：經(jīng)理負(fù)有引導(dǎo)員工參與討論過(guò)程并了解過(guò)程的責(zé)任。明確目的：不要想當(dāng)然。要有充足的準(zhǔn)備以建立共同責(zé)任感并且每階段都有助于搞好關(guān)系的目標(biāo)。明確共同責(zé)任：提高績(jī)效不僅僅是員工的責(zé)任。明確程序：防止沖突的技巧：明確個(gè)人責(zé)任，邀請(qǐng)員工參與建議。針對(duì)人的批評(píng)和評(píng)論：避免如你不在聽(tīng)，你根本就不知道你自己在講什么，你能不能安靜一會(huì)，你讀過(guò)那個(gè)報(bào)告沒(méi)針對(duì)過(guò)去的言論：避免如多少年來(lái)，你總是不能按時(shí)完成