企业绩效管理外文翻译文献

外文文献-绩效考核管理系统

英文文献及翻译 文献题目An Overview of Servlet and JSP Technology 文献作者Nagle ,Wiegley 题目翻译Servlet和JSP技术简述 参考人 院 (系) 专业班级 学号

1 A Servlet's Job Servlets are Java programs that run on Web or application servers, acting as a middle layer between requests coming from Web browsers or other HTTP clients and databases or applications on the HTTP server. Their job is to perform the following tasks, as illustrated in Figure 1-1. Figure 1-1Web middleware role 1.1 Read the explicit data sent by the client. The end user normally enters this data in an HTML form on a Web page. However, the data could also come from an applet or a custom HTTP client program. 1.2 Read the implicit HTTP request data sent by the browser. Figure 1-1 shows a single arrow going from the client to the Web server (the layer where servlets and JSP execute), but there are really two varieties of data: the explicit data that the end user enters in a form and the behind-the-scenes HTTP information. Both varieties are critical. The HTTP information includes cookies, information about media types and compression schemes the browser understands, and so on. 1.3 Generate the results. This process may require talking to a database, executing an RMI or EJB call, invoking a Web service, or computing the response directly. Your real data may be in a relational database. Fine. But your database probably doesn't speak HTTP or return results in HTML, so the Web browser can't talk directly to the database. Even if it could, for security reasons, you probably would not want it to. The same argument applies to most other applications.You need the Web middle layer to extract the results inside a document.

零售企业营销策略中英文对照外文翻译文献

零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)

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绩效管理 外文翻译 外文文献 中英翻译

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企业绩效管理【外文翻译】

外文文献翻译译文 一、外文原文 Corporate Performance Management Abstract Two of the most important duties of a chief executive officer are (1) to formulate strategy and (2) to manage his company’s performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies, and then proceed to explain how the functioning of a company can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system is the corporate performance evaluation model, the structure of which is mapped into the planning system’s database, simulation models and budgeting tools’ structures, and also used to shape information contained in the system’s products, besides being the nucleus of the language used by the system’s agents to talk about corporate performance. The ontology of planning, the guiding principles of corporate planning and the history of ”MADE”, the corporate performance management system discussed in this article, are reviewed next, before we proceed to discuss in detail the structural components of the corporate planning and control system introduced before. We conclude the article by listing the main steps which should be followed when implementing a performance planning, control and evaluation system for a company. 1.Introduction Two of the most important corporate tasks for which a chief executive officer is p rimarily responsible are (1) to formulate strategy and (2) to manage the company’s performance. In this article we examine the second of these tasks and discuss how

市场营销_外文翻译_外文文献_英文文献_顾客满意策略与顾客满意

顾客满意策略与顾客满意营销 原文来源：《Marketing Customer Satisfaction 》自20世纪八十年代末以来, 顾客满意战略已日益成为各国企业占有更多的顾客份额, 获得竞争优势的整体经营手段。 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁, 社会物质财富的极大充裕, 顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代, 到了20世纪八十年代末进入了情感消费时代。在我国, 随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代, 到今天也逐步迈进情感消费时代。在情感消费时代, 各企业的同类产品早已达到同时、同质、同能、同价, 消费者追求的已不再是质量、功能和价格, 而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位, 以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说, 今天人们所追求的是具有“心的满足感和充实感”的商品, 是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。 与消费者价值追求变化相适应的企业间的竞争, 也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争, 即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力, 这就是CSft略所要解决的问题。CS寸代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号, 而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标, 自己满意为经营理念, 而是以顾客满意, 赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主, 而是以争取顾客满意为经营理念。因此, 营销策略的重心不再放在竞争对手身上而是放在顾客身上, 放在顾客现实的、潜在的需求上。当企业提供的产品和服务达到了顾客事先的期望值, 顾客就基本满意；如果远远超越顾客的期望值, 且远远高于其他同行, 顾客才真正满意；如果企业能不断地或长久地令顾客满意, 顾客就会忠诚。忠诚的顾客不仅会经常性地重复购买, 还会购买企业其它相关的产品或服务；忠诚的顾客不仅会积极向别人推荐他所买的产品, 而且对企业竞争者的促销活动具有免疫能力一个不满意的顾客会将不满意告诉16-20个人, 而每一个被告知者会再传播给12-15个人。这样, 一个不满意者会影响到二、三百人。在互联网普及的今天, 其影响则更大。据美国汽车业的调查, 一个满意者会引发8笔潜在的生意, 其中至少有一笔会成交。而另一项调查表明, 企业每增加5%的忠诚顾客, 利润就会增长25%-95%。一个企业的80%的利润来自20%的忠诚顾客；而获取一个新顾客的成本是维持一个老顾客成本的6倍。所以,美国著名学者唐?佩 珀斯指出: 决定一个企业成功与否的关键不是市场份额, 而是在于顾客份额。 于是, 企业纷纷通过广泛细致的市场调研、与消费者直接接触、顾客信息反馈等方式来了解顾客在各方面的现实需求和潜在需求。依靠对企业满意忠诚的销售、服务人员, 定期、定量地对顾客满意度进行综合测定, 以便准确地把握企业经营中与“顾客满意” 目标的差距及其重点领域, 从而进一步改善企业的经营活动。依靠高亲和力的企业文化、高效率的人文管理和全员共同努力, 不断地向顾客提供高附加值的产品, 高水准的亲情般的服

毕业论文绩效管理外文翻译

外文文献原稿和译文 原稿 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 at 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 understand 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 conflict; 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; don't like received 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

资本结构与企业绩效【外文翻译】

外文翻译 Capital Structure and Firm Performance Material Source: Board of Governors of the Federal Reserve System Author: Allen N. Berger Agency costs represent important problems in corporate governance in both financial and nonfinancial industries. The separation of ownership and control in a professionally managed firm may result in managers exerting insufficient work effort, indulging in perquisites, choosing inputs or outputs that suit their own preferences, or otherwise failing to maximize firm value. In effect, the agency costs of outside ownership equal the lost value from professional managers maximizing their own utility, rather than the value of the firm. Theory suggests that the choice of capital structure may help mitigate these agency costs. Under the agency costs hypothesis, high leverage or a low equity/asset ratio reduces the agency costs of outside equity and increases firm value by constraining or encouraging managers to act more in the interests of shareholders. Since the seminal paper by Jensen and Meckling (1976), a vast literature on such agency-theoretic explanations of capital structure has developed (see Harris and Raviv 1991 and Myers 2001 for reviews). Greater financial leverage may affect managers and reduce agency costs through the threat of liquidation, which causes personal losses to managers of salaries, reputation, perquisites, etc. (e.g., Grossman and Hart 1982, Williams 1987), and through pressure to generate cash flow to pay interest expenses (e.g., Jensen 1986). Higher leverage can mitigate conflicts between shareholders and managers concerning the choice of investment (e.g., Myers 1977), the amount of risk to undertake (e.g., Jensen and Meckling 1976, Williams 1987), the conditions under which the firm is liquidated (e.g., Harris and Raviv 1990), and dividend policy (e.g., Stulz 1990). A testable prediction of this class of models is that increasing the leverage ratio should result in lower agency costs of outside equity and improved firm performance, all else held equal. However, when leverage becomes relatively high, further increases generate significant agency costs of outside debt – including higher expected costs of bankruptcy or financial distress – arising from conflicts between bondholders and shareholders.1 Because it is difficult to distinguish empirically

差异化营销策略外文文献翻译

文献出处: Dalman, M. Deniz, and Junhong Min. "Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect." International Journal of Marketing Studies 6.5 (2014): 63-72. 原文 Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect Dalman, M. Deniz & Junhong Min Abstract This research investigates that brand differentiation creating superior values can be achieved not only by adding meaningful attributes but also meaningless attributes, which is called "trivial attribute effect." Two studies provided empirical evidences as following; first, trivial attribute effect creates a strong brand differentiation even after subjects realize that trivial attribute has no value. Second, trivial attribute effect is more pronounced in hedonic service category compared to the utilitarian category. Last, the amount of willingness to pay is higher when trivial attribute is presented and evaluated in joint evaluation mode than separate evaluation mode. Finally, we conclude with discussion and provide suggestions for further research. Keywords: brand differentiation, evaluation mode, service industry, trivial attribute Introduction Problem Definition Perhaps the most important factor for new product success is to create the meaningful brand differentiation that provides customers with superior values beyond what the competitors can offer in the same industry (Porter, 1985). Not surprisingly, more than 50 percent of annual sales in consumer product industries including automobiles, biotechnology, computer software, and pharmaceuticals are attributed to such meaningful brand differentiation by including new or noble attributes (Schilling &Hill, 1998). However, the brand differentiation that increases consumer preference is not only by introducing meaningful attributes but also meaningless attributes. For

绩效考核外文文献及翻译

绩效考核外文文献及翻译 外文文献 1.Performance appraisals - purpose and how to make it easier Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations. Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too. 2.Appraisals, social responsibility and whole-person development There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; c orporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then

管理层持股和公司绩效外文翻译文献

文献信息： 文献标题：Managerial ownership and firm performance: evidence of listed companies in the Baltics（管理层持股和公司绩效：波罗的海上市公司的证据） 国外作者：Berke-Berga A, Dovladbekova I, Abula M 文献出处：《Polish Journal of Management Studies》,2017,15 (2):273-283 字数统计：英文3709单词，20051字符；中文6331汉字 外文文献： Managerial ownership and firm performance: evidence of listed companies in the Baltics Abstract This paper focuses on the relationship between managerial ownership and firm performance, which appears to be an important issue in corporate governance literature.We conduct regression analysis employing a sample of listed companies in the stock exchanges of the Baltic States. We test whether increased managerial ownership has effect on firm performance measured by Tobin’s Q and return on assets (ROA). The results reveal that there is positive relationship between managerial ownership and internal performance measure (ROA) while it does not significantly affect the market performance measure (Tobin’s Q). We conclude that management mainly focuses on firm fundamental factors and ratios like profitability, sales growth, investment –they have positive relation with managerial ownership. Meanwhile, there is no significant difference in market-related factors for companies with or without managerial ownership, as these factors in the Baltics are more influenced by other considerations like economics, politics and high liquidity premium. Keywords:managerial ownership, firm performance, Tobin’s Q, ROA, Baltic States