績效管理 外文翻譯 外文文獻 中英翻譯

《績效管理 外文翻譯 外文文獻 中英翻譯》由會員分享，可在線閱讀，更多相關(guān)《績效管理 外文翻譯 外文文獻 中英翻譯（9頁珍藏版）》請在裝配圖網(wǎng)上搜索。

1、____________________________________________________________________________________________ Performance management-how to appraise employee performance Abstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing a

2、t the present 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 communication performance of the ongoing. The partners should understa

3、nd why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two Introduction Challenges of performance management Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of c

4、onflict; feedback and observation. (performance management, prevent problems in investment 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; dont like recei

5、ved criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; make major decisions, a way of getting information; i

6、mprove the quality of staff, to make the organization more competitive., performance management of organization,must be useful to managers, the only reason of performance management is to help employees to success. to understand better how to design and what made him act. , the performance manageme

7、nt challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom. Performance management is a system The performance plan -- starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identifica

8、tion, understanding.Continuous performance communication: both tracking progress, find the obstacles that 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; Performance

9、 diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process. Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance managem

10、ent process,and not a part of. Performance management and strategic planning, budget, staff ,employee 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,

11、to establish the information 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 management effect is it can help organizations, units and employees toward

12、s a direction some "target"information each employees job description; (2) employee last performance review data and related documents. 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

13、 the key; to review the relevant information, 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 the performance management process, shou

14、ld pay attention to communication with staff thought is the action guide, to carry out effective performance communication, we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, le

15、aving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performance management. In order to make the performance management on the right track, truly play its role,enterprises mus

16、t put the supervisor and employee performance communication as a priority among priorities to research and development, through the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges

17、, the performance management into effect. Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual,

18、can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason -- may be because employees can

19、 not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess performance, avoid two traps are important: 1) dont do performance problems or"always the fault of employees" this hypothesis; 2) without any assessment can give the "why" and "w

20、hat is happening in the picture". Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis. Three methods of performance evaluation: 3, 1) rating method:: features, to and behavior project; identify each project performance level gauge and other ways. Adva

21、ntages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,protection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evalua

22、tion project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series o

23、f established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibility of target; both sides disagree;defect: need more time; text work more; more energy. Communication method and communication technology Way of thinking: the proc

24、ess of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together wit

25、h the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt a cooperative mode; C, most of the staff, once you understand what they are asked to do things, will try the method can meet the requirements D,performance mana

26、gement is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance deficit to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so

27、 that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and understand the process of responsibility. Purpose: dont most probably it did not actually happen. Be prepared to establish a common responsibility and each stag

28、e all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the cr

29、iticism and comments: avoid if you dont listen, you dont know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always cant finish the job on time, we have ried that, there is no with the need need making guide gu

30、ilty intent: to avoid if you really care about the team, you should work harder; I guess you dont care about this project not appropriate advice and sure: avoid as I know the project is late, but Im sure youll catch up; you will do well. You will understand the need,need to unsolicited advice and su

31、re: avoid you must do it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those who avoid. What you think; is the need to need; what is you get this conclusion? Dont trust to avoid language: are you sure you can finish on time?Ive heard you

32、need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierce debate. The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations

33、, 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 appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means;

34、 staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or angry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from

35、the subject. H, too excited, communication should be suspended. The performance of communication 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

36、 tries 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 target setting and implementation and ongoing two-way communication. 績效管

37、理——如何考評員工表現(xiàn) 摘要 績效考核是現(xiàn)代企業(yè)人力資源管理的重要內(nèi)容。通過對中國企業(yè)現(xiàn)階段績效考核中存在問題的探討，提出了完善績效考核的改進對策。績效管理是經(jīng)理與員工之間工作職責(zé)和提高工作績效問題持續(xù)進行的溝通過程。合作各方應(yīng)明白他們?yōu)槭裁磿蔀楹献骰锇椋瑥亩С诌@項工作。績效評價只是績效管理的一個環(huán)節(jié)，不要將兩者混淆。 介紹 績效管理的挑戰(zhàn)性： 回避績效管理工作的原因：經(jīng)理：報表和程序沒有意義；沒有時間；害怕沖突；反饋和觀察問題。（績效管理--防止問題發(fā)生的時間投資，保證管理者有時間做自己應(yīng)該做的事情）員工：槽糕經(jīng)歷；對即將發(fā)生的事情沒底；不懂績效管理的意義；不喜歡收到批評。二、

38、績效管理的判斷標(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問題出現(xiàn)時，有找到問題的方法，發(fā)現(xiàn)問題或者阻止問題；③遵守法律規(guī)定，得到法律保護；④做重大決策時，有獲得信息的途徑；⑤不斷提高員工的素質(zhì)，以使組織更有競爭力。2.績效管理方法必須對組織、對管理者有用，實現(xiàn)績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)計的以及是什么因素使他發(fā)生作用。4.績效管理的挑戰(zhàn)是如何找到實用、有意義的方法去完成它，這點需要思想和智慧。 績效管理是一個系統(tǒng)： 1.績效計劃--啟動績效管理的關(guān)鍵點：員工和管理者一同合作，就員工做什么，做到什么程度等問題進行識別、理解。

39、 2.持續(xù)的績效溝通：雙方追蹤進展情況、找到影響績效的障礙以及得到使雙方成功所需信息的過程。溝通方法：①四處走動進行觀察；②會見員工；③讓員工進行工作回顧； 3.績效診斷：用以識別引起個人、部門甚至組織績效問題的真實原因的溝通和解決問題的過程。 4.績效管理是大系統(tǒng)中的一個小系統(tǒng)。要想得到最大的收益，必須完成績效管理的全部環(huán)節(jié)，而不是其中的一部分。 5.績效管理同戰(zhàn)略計劃、預(yù)算、員工發(fā)展、員工工資獎勵制度、質(zhì)量提高計劃等都是相關(guān)的。做好進行績效管理過程要做的準(zhǔn)備工作。1.關(guān)鍵的兩點：①同員工一起收集對建立有意義、可度量的目標(biāo)所需要的信息；②做一些基礎(chǔ)工作，以便在整個績效管理過程中能與員工

40、充分協(xié)作。2.獲取信息和數(shù)據(jù)績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方向努力。3.某些“小目標(biāo)”信息：①每個員工的工作描述；②員工上次績效回顧資料以及相關(guān)文檔 績效計劃：1.三個步驟：準(zhǔn)備、會見、敲定計劃。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；②回顧相關(guān)信息--多問、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討論重要性級別和授權(quán)問題；4.注意：在整個績效管理過程當(dāng)中，應(yīng)注重與員工溝通思想是行動的先導(dǎo)，要進行有效的績效溝通，首先在思想上一定要重視?？冃贤ㄘ灤┯诳冃аh(huán)的各個環(huán)節(jié)，在任何一

41、個環(huán)節(jié)都發(fā)揮著重要作用，離開了績效溝通，主管人員的任何單方面的決定都將影響員工的工作熱情、影響績效管理。沒有績效溝通就沒有績效管理。為了使績效管理在正常的軌道上運行，真正發(fā)揮其作用，企業(yè)必須把主管與員工的績效溝通作為重中之重加以研究和發(fā)展，通過制度的規(guī)范，讓績效管理成為主管的習(xí)慣，員工的習(xí)慣，用對話和交流解決員工工作中的績效問題，使績效管理落到實處。 績效評價的三種方法：1.個人績效評價的困境：最好的歌劇演員與業(yè)余管弦樂隊同臺演出。歌劇演員發(fā)揮極至，但是效果還是很糟糕。沒有人是孤立存在的，僅關(guān)注個人，就不能解決問題。我們要求在個人的基礎(chǔ)上對員工的績效進行評價，但如果我們強調(diào)個人績效而不看前因

42、后果以及限制績效的條件，我們沒有進步，因為我們沒有找到真正的原因--可能會因為員工不能控制的事情而懲罰員工，也可能因為錯誤的理2.不管采用什么辦法評估績效，避免兩個陷阱很重要：①不要做績效問題出現(xiàn)或“總是員工的錯”這樣的假設(shè)；②沒有任何評估能給出“為什么發(fā)生”和“發(fā)生了什么的全貌”。評價只是開始，是做進一步討論以及診斷的起始點。3.績效評價的三種方法：①評級方法：組成：待評價的特征、區(qū)域和行為項目；標(biāo)明每個項目績效水平的標(biāo)尺和其他方式。優(yōu)點：輕松完成評價工作。缺點：忘記為什么要做這項工作；過于模糊，在績效計劃、預(yù)防問題、保護組織和發(fā)展員工等方面沒有什么作用提高方法：與員工定期談話；寫簡短評價；

43、解釋評價項目的意思；與員工一起評級等；②排名方法：迫使員工相互競爭，短期內(nèi)可以有刺激作用，長遠而言可能會引起內(nèi)部惡意競爭；③目標(biāo)和標(biāo)準(zhǔn)評價法：標(biāo)準(zhǔn)：根據(jù)一系列的事先和員工協(xié)商制定好的標(biāo)準(zhǔn)來度量員工的績效。優(yōu)點：將個人目標(biāo)與工作單位目標(biāo)結(jié)合起來；減少雙方意見不一致的可能性；缺陷：需要更多的時間；更多的文字性工作；更多的精力。 溝通方法和溝通技術(shù)： 思想方式：績效管理過程是溝通的過程與員工的關(guān)系不僅僅體現(xiàn)在討論績效管理的行為上，還應(yīng)體現(xiàn)每日怎樣與成功的思想方式：績效管理過程是一個與員工一起完成的過程，而不是一個針對員工的過程；除了某些單方面的紀(jì)律行動，績效計劃、溝通和評估都應(yīng)該采取合作的方式；

44、大多數(shù)員工，一旦明白他們被要求做什么事情，都會想盡方法的達到要求；績效管理的目的不是盯著過去，搞清錯誤的責(zé)任，而是為了在問題出現(xiàn)時解決問題和盡可能；發(fā)生績效赤字時，要搞清楚赤字的原因，不論是個人原因還是系統(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)理負有引導(dǎo)員工參與討論過程并了解過程的責(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：明確個人責(zé)任，邀請員工參與建議。針對人的批評和評論：避免如你不在聽，你根本就不知道你自己在

45、講什么，你能不能安靜一會，你讀過那個報告沒針對過去的言論：避免如多少年來，你總是不能按時完成工作，我們過去試過那些，也是沒有用引導(dǎo)內(nèi)疚的企圖：避免如如果你真關(guān)心這個團隊，你就應(yīng)該努力些；我猜想你不怎么關(guān)心這個項目不適當(dāng)?shù)膭窀婧涂隙ǎ罕苊馊缥抑理椖渴沁t了，但是我確信你還會趕上來；你將會做好的，你會明白的主動提供建議和肯定：避免你必須這樣做；這是唯一的方法；今天把這個做完，然后把它放在我的桌子上。挑釁性提問：避免你到底為什么要說哪些？是什么是你想到了到底是什么是你得到這個結(jié)論的？不信任的語言：避免你確信你能準(zhǔn)時完成嗎？我以前也聽你說過這些言過其實：避免你從來都不按時完成工作；你總是設(shè)法拒絕我的建

46、議。爭論激烈時的降溫技巧：績效討論過程發(fā)生爭論時，要注意兩個目標(biāo)：必須就沖突的問題達成建議；盡量避免傷害雙方關(guān)系，在將來引起新的績效問題。給員工一定的發(fā)泄受挫感受和憤怒余地，不要很快反擊。記住人們是關(guān)系他們所做的事情的時候才會出現(xiàn)沖突。兩者方式處理沖突：通過說服、權(quán)利等手段贏得沖突；努力理解員工的立場，找到解決方法。處理沖突的最有效一項技術(shù)就是積極傾聽。與心煩意亂或者憤怒員工打交道，基本原則就是首先關(guān)注他的情感。爭執(zhí)出現(xiàn)時，要求提出解決爭執(zhí)的措施，但是永遠不要脫離主題。過于激動時，溝通應(yīng)暫停。 績效溝通是績效管理的核心，是指考核者與被考核者就績效考評反映出的問題以及考核機制本身存在的問題展開實質(zhì)性的面談,并著力于尋求應(yīng)對之策,服務(wù)于后一階段企業(yè)與員工績效改善和提高的一種管理方法。績效管理就是上下級間就績效目標(biāo)的設(shè)定及實現(xiàn)而進行的持續(xù)不斷雙向溝通的一個過程。