绩效管理外文翻译绩效管理如何考评员工表现.docx
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绩效管理外文翻译绩效管理如何考评员工表现.docx
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绩效管理外文翻译绩效管理如何考评员工表现
中文3018字
外文文献原稿和译文
原稿
Performancemanagement-howtoappraiseemployeeperformance
Abstract
Performanceappraisalisanimportantcontentofhumanresourcemanagementinmodernenterprises.AccordingtotheproblemsexistingatthepresentstageChineseenterpriseperformanceevaluation,putforwardtheimprovementmeasurestoimprovetheperformanceappraisal.Performancemanagementistheresponsibilitybetweenmanagersandemployeesandimprovethecommunicationperformanceoftheongoing.Thepartnersshouldunderstandwhytheybecomepartners,therebysupportingthework.Performanceevaluationisapartofperformancemanagement,donotconfusethetwo
Introduction
Challengesofperformancemanagement
Reasonstoavoidperformancemanagement:
Manager:
reportsandprogramhasnomeaning;notime;afraidofconflict;feedbackandobservation.(performancemanagement,preventproblemsininvestmentintime,ensurethemanagershavethetimetodothethingyoushoulddostaff:
badexperience;whatwasabouttohappennobottom;donotunderstandthesignificanceofperformancemanagement;don'tlikereceivedcriticism.Criteriontwo,performancemanagement,organizationalsuccess:
1Factors:
coordinationamongunits
means,towardsacommongoal;problem,findtheproblems,findproblemsorpreventproblems;obeythelaw,beprotectedbythelaw;makemajordecisions,awayofgettinginformation;improvethequalityofstaff,tomaketheorganizationmorecompetitive.,performancemanagementoforganization,mustbeusefultomanagers,theonlyreasonofperformancemanagementistohelpemployeestosuccess.tounderstandbetterhowtodesignandwhatmadehimact.,theperformancemanagementchallengeishowtofindpractical,meaningfulwaystofinishit,whichneedthoughtandwisdom.
Performancemanagementisasystem
Theperformanceplan--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,to
andbehaviorproject;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.
Communicationmethodandcommunicationtechnology
Wayofthinking:
theprocessofperformancemanagementistheprocessofcommunication.Relationshipwiththestaffisnotonlyreflectedinthebehavioronperformancemanagement,butalsoshouldreflectthedailyandhowsuccessfulwayofthinking:
A,theprocessofperformancemanagementisacompleteprocesstogetherwiththestaff,notaforstaffB,exceptforsomeunilateraldisciplinaryaction,performanceplan,communicationandassessmentshouldadoptacooperativemode;C,mostofthestaff,onceyouunderstandwhattheyareaskedtodothings,willtrythemethodcanmeettherequirementsD,performancemanagementisnotthepurposeofstaringpastmistakes,clearposibility,butintheproblemsolvingproblemsandpossiblee,performance
deficittobeclear,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,cause
newproblemsinthefutureperformance.B,giveemployeesaventfrustration
andangerforfeeling,notveryfastcounterattack.C,rememberthepeoplewhentheydoappearconflict.D,thewayofhandlingconflicts:
conflictsthroughpersuasion,wontherighttotrytounderstandthemeans;staffpositions,findasolution.E,conflictisthemosteffectivetreatmenttechnologyisactivelistening.F,andbeconfused
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