绩效管理-外文翻译-外文文献-中英翻译.doc

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1、_Performance management-how to appraise employee performanceAbstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measur

2、es 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 understand why they become partners, thereby supporting the work. Performance evaluation is a part of per

3、formance management, do not confuse the twoIntroductionChallenges of performance managementReasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ens

4、ure 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 received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination a

5、mong 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; improve the quality of staff, to make the organization more competitive., performance management of organ

6、ization,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 management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.Perform

7、ance management is a systemThe performance plan - starting point of performance 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 that affe

8、ct 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 diagnosis: to identify individuals, departments and organizational performance by the real reason for the probl

9、em 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 management process,and not a part of.Performance management and strategic planning, budget, staff ,employee salary incent

10、ive 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 information needed to measurable goals; to do some basic work, so that in the whole process of perf

11、ormance 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 towards a direction some targetinformation each employees job description; (2) employee last performance review data and r

12、elated 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 the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success

13、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, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication,

14、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, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance

15、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 must put the supervisor and employee performance communication as a priority among priorities to research and development, thro

16、ugh the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.Three methods of performance evaluation: Predicament 1, individual performance evalu

17、ation -: 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, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual per

18、formance 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 not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess perform

19、ance, avoid two traps are important: 1) dont do performance problems oralways the fault of employees this hypothesis; 2) without any assessment can give the why and what is happening in the picture. Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis.

20、 Three methods of performance evaluation: 3, 1) rating method: features, to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,pro

21、tection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be

22、 short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibili

23、ty of target; both sides disagree;defect: need more time; text work more; more energy.Communication method and communication technologyWay of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performan

24、ce management, but also 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, performance plan, communication and assessment should adopt

25、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 management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance defici

26、t 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 that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and

27、understand the process of responsibility. Purpose: dont most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility

28、 of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism 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

29、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 guilty intent: to avoid if you really care about the team, you should work harder; I guess you dont care about this project not appropriate ad

30、vice 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 sure: 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 w

31、ho 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 need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierc

32、e 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, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, r

33、emember 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; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or an

34、gry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.The performance of communication is the core of performance management, is refe

35、rs to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and tries to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance t

36、he.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.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

37、，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：协调内部各单位的手段，向着共同目标努力；问题出现时，有找到问题的方法，发现问题或者阻止问题；遵守法律规定，得到法律保护；做重大决策时，有获得信息的途径；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

38、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：四处走动进行观察；会见员工；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

39、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：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；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：每个员工的工作描述；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.设置气氛和抓住重点；回顾相关信息-多问、少讲；使工作职责和目标具体化；确定成功的标准；讨论有

40、哪些困难以及需要什么帮助；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

41、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：不要做绩效问题出现或“总是员工的错”这样的假设；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：评级方法：组成：待评价的特征、区域和行为项目；标

42、明每个项目绩效水平的标尺和其他方式。优点：轻松完成评价工作。缺点：忘记为什么要做这项工作；过于模糊，在绩效计划、预防问题、保护组织和发展员工等方面没有什么作用提高方法：与员工定期谈话；写简短评价；解释评价项目的意思；与员工一起评级等；排名方法：迫使员工相互竞争，短期内可以有刺激作用，长远而言可能会引起内部恶意竞争；目标和标准评价法：标准：根据一系列的事先和员工协商制定好的标准来度量员工的绩效。优点：将个人目标与工作单位目标结合起来；减少双方意见不一致的可能性；缺陷：需要更多的时间；更多的文字性工作；更多的精力。沟通方法和沟通技术：思想方式：绩效管理过程是沟通的过程与员工的关系不仅仅体现在讨论绩

43、效管理的行为上，还应体现每日怎样与成功的思想方式：绩效管理过程是一个与员工一起完成的过程，而不是一个针对员工的过程；除了某些单方面的纪律行动，绩效计划、沟通和评估都应该采取合作的方式；大多数员工，一旦明白他们被要求做什么事情，都会想尽方法的达到要求；绩效管理的目的不是盯着过去，搞清错误的责任，而是为了在问题出现时解决问题和尽可能；发生绩效赤字时，要搞清楚赤字的原因，不论是个人原因还是系统原因；大多数情况下，如果经理将支持员工的工作作为自己的工作，那么每位员工都必须有的交际技能气氛设置技巧：经理负有引导员工参与讨论过程并了解过程的责任。明确目的：不要想当然。要有充足的准备以建立共同责任感并且每阶

44、段都有助于搞好关系的目标。明确共同责任：提高绩效不仅仅是员工的责任。明确程序：防止冲突的技巧：明确个人责任，邀请员工参与建议。针对人的批评和评论：避免如你不在听，你根本就不知道你自己在讲什么，你能不能安静一会，你读过那个报告没针对过去的言论：避免如多少年来，你总是不能按时完成工作，我们过去试过那些，也是没有用引导内疚的企图：避免如如果你真关心这个团队，你就应该努力些；我猜想你不怎么关心这个项目不适当的劝告和肯定：避免如我知道项目是迟了，但是我确信你还会赶上来；你将会做好的，你会明白的主动提供建议和肯定：避免你必须这样做；这是唯一的方法；今天把这个做完，然后把它放在我的桌子上。挑衅性提问：避免你

45、到底为什么要说哪些？是什么是你想到了到底是什么是你得到这个结论的？不信任的语言：避免你确信你能准时完成吗？我以前也听你说过这些言过其实：避免你从来都不按时完成工作；你总是设法拒绝我的建议。争论激烈时的降温技巧：绩效讨论过程发生争论时，要注意两个目标：必须就冲突的问题达成建议；尽量避免伤害双方关系，在将来引起新的绩效问题。给员工一定的发泄受挫感受和愤怒余地，不要很快反击。记住人们是关系他们所做的事情的时候才会出现冲突。两者方式处理冲突：通过说服、权利等手段赢得冲突；努力理解员工的立场，找到解决方法。处理冲突的最有效一项技术就是积极倾听。与心烦意乱或者愤怒员工打交道，基本原则就是首先关注他的情感。争执出现时，要求提出解决争执的措施，但是永远不要脱离主题。过于激动时，沟通应暂停。绩效沟通是绩效管理的核心，是指考核者与被考核者就绩效考评反映出的问题以及考核机制本身存在的问题展开实质性的面谈,并着力于寻求应对之策,服务于后一阶段企业与员工绩效改善和提高的一种管理方法。绩效管理就是上下级间就绩效目标的设定及实现而进行的持续不断双向沟通的一个过程。