绩效管理 外文翻译 外文文献 中英翻译
绩效评估中英文资料外文翻译文献
绩效评估中英文资料外文翻译文献绩效评估在组织管理中起着重要的作用，它帮助机构确定员工的工作绩效，以便提供具体的反馈和制定相应的奖励和激励措施。
为了进一步深入了解绩效评估的相关内容，本文提供了一些中英文资料的外文翻译文献。
1. 文献标题：《绩效评估：理论与实践》英文标题："Performance Evaluation: Theory and Practice"摘要：该文献探讨了绩效评估的理论基础和实际应用，介绍了不同的绩效评估方法和工具，并探讨了评估结果对员工激励和组织发展的影响。
2. 文献标题：《绩效评估的关键成功因素》英文标题："Key Success Factors in Performance Evaluation"摘要：该文献分析了绩效评估的关键成功因素，包括目标设定、反馈机制、评估标准和评估者的素质等。
研究结果可以帮助机构提高绩效评估的有效性和准确性。
3. 文献标题：《绩效评估的最佳实践》英文标题："Best Practices in Performance Evaluation"摘要：该文献介绍了绩效评估的最佳实践，包括定期评估、360度评估、绩效目标的设定和沟通等方面。
这些实践可以帮助机构建立有效的绩效评估制度，以实现组织发展的目标。
4. 文献标题：《绩效评估的技术支持》英文标题："Technological Support for Performance Evaluation"摘要：该文献介绍了利用技术手段支持绩效评估的方法和工具，包括绩效管理软件、在线评估平台和数据分析工具等。
这些技术支持可以提高绩效评估的效率和准确性。
这些外文文献提供了关于绩效评估的理论基础、实践经验和最佳实践，可以为机构设计和实施绩效评估方案提供有益的参考。
绩效评价绩效考核工具外文文献翻译(节选)
中文3100字，2000单词，1.1万英文字符出处：Kipchumba T B, Yano K L. Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya[J]. Journal of Emerging Trends in Economics & Management Sciences, 2014, 5.原文Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, KenyaKipchumba, Tarus Benjamin; Yano, Kuto LukaAbstractThe study examined the perceived usefulness of the 360 degrees appraisal tool and the extent of its usage in performance in Municipal Council of Nakuru, Kenya. A survey research design was applied because it was an intensive descriptive and holistic analysis of Municipal Council of Nakuru as a single entity. The study targeted employees from 8 departments with a total population of 1062 employees but it targeted 282 respondents which was 26.6% of the total population. Stratified sampling technique was used in arriving at strata on the basis of departments for employees. To arrive at specific respondents among employees, purposive sampling technique was used. The data obtained was coded and analysis was done using central tendency, bar graphs, percentages and Chi-square. It was revealed that 360 degrees as an appraisal tool is adopted by the Council and it has improved its performance. The Chi-square tests carried out revealed that there is a significant relationship between use of 360 degrees and organization performance and perceived usefulness. The study recommended the need to educate employees more on the importance of 360 degrees appraisal tool and encourage them to participate fully in development and implementation process. The findings and recommendations of the study are also important to the management when planning for performance appraisal sessions as well as in reviewing individual performance.Keywords: perceived usefulness, 360-degrees appraisal tool, usage, performance, nakuru, KenyaINTRODUCTIONThe 360°review, also referred to as 360°performance assessments or multi-rater feedback, is a method and a tool that provides employees feedback from their peers, co-workers, clients, those who are direct reports, and direct supervisors, thereby offering multiple perspectives of the employee's overall job performance. Most 360°feedback tools include the employee's self-review; hence the "full-circle" meaning behind the name. The results are tabulated and shared with the employee. Ideally, this type of assessment helps the employee gain a better understanding of her/his skills and behaviours as they relate to the organization's mission, values, goals and vision. Additionally, this feedback is geared towards assisting each employee understand her or his strengths and weaknesses, and can contribute insights into areas of work that may need professional development. The feedback is viewed as useful in defining the skills and behaviours needed to exceed client/customer expectations. The results from 360°review are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations when making promotional or pay decisions. The 360- degree feedback process offers a unique opportunity for employees at all levels to discover how their work colleagues perceive and are impacted by their behaviour. As one commentator describes the 360- degree feedback, "It is like having a full length portrait, a profile, a close up shot in the face and a view from the back all in one!" (Heather, 2012).IMPORTANCE OF 360-DEGREES PERFORMANCE TOOLWhereas there might be some negative feelings associated with traditional top-down performance appraisal, there can be numerous benefits stemming from a 360-degree performance appraisal system. "The 360-degree feedback serves as a key relationship building tool that organizations can use to enhance team processes and work interrelationships" (Tornow et al., 1998, p. 85). When co-workers are open with each other and hold each other accountable for performance and productivity then the working relationships improve and the productivity will thus improve. Not only will the relationships between the workers and managers improve but as they improve and get stronger, but the employees morale will also improve. "When implemented properly, subordinate appraisal systems enhance worker job satisfaction and morale" (Benardin, 1986, p. 421).The 360-degree appraisal also can help the employee or manager discovers their own strengths and weaknesses. Through feedback employees are able to see where a co-worker excels. They can also see where the person needs to improve. "The 360 degreefeedback can have enormous power perhaps more than any other technique to bring an individual's shortcomings to his attentions and confirm that areas of perceived strengths are actual and recognized strengths" (Grote, 1996, p. 292). The depth of the 360-degree process gives it greater validity and reliability. The objectivity and the anonymity of the raters will help to defend the organization. "Numerous advantages of using multiple raters have been cited ... improved defensibility of the performance appraisal program from a legal standpoint" (Harris &Schaubroek, 1988, p. 43).Another benefit of 360-degree appraisal is the relative low cost of implementation. Compared to bringing in an appraisal company from the outside or developing an assessment centre approach, the cost is really quite minimum. "The costs of installing, maintaining, and monitoring a subordinate appraisal system for managers is minimal relative to the costs incurred in with developing an in house assessment centre or contracting out for the service" (Bernardin, 1986, p. 433). So there are numerous reasons an organization should think about employing a 360-degree appraisal programme. In addition to having an effect on employee performance and productivity, the process can improve managerial performance as well.The 360-degree performance appraisal system has the potential to positively effect on the performance and productivity of managers and supervisors. Managers need sources of appraisal additional to their superiors. "The 360-degree approach recognizes that little change can be expected without feedback and that different constituencies are a source of rich and useful information to help managers guide behaviour" (London &Beatty, 1993, p. 354). With this type of appraisal, the managers will have better morale themselves and will develop better communication skills with their subordinates as well as with their superiors. Just like the development of the employees, managers can also take advantage of the differing sources of feedback about their productivity and make positive changes. The 360-degree appraisal can help assess the strengths and weakness of the manager. If a manger has been made aware of some of his own managerial shortcomings ... his ability to communicate should be improved and his faith in his own managerial abilities should be strengthened (Rowland, 1970, p. 303).The employees can also benefit when a manager has undergone a 360-degree appraisal. Organizational commitment and productivity may increase when the employees feel the 360-degree appraisal taken is seriously. Ideally, subordinates will start noticing the manager's behaviour more as a result of the 360- degree appraisal. "Upward feedback leads to subordinates perceiving positive changes in the boss's subsequentbehaviour" (Reilly et al., 1996, p. 600). A possible result of the manager's changed behaviour is a stronger working relationship between the manager and the subordinates. Just as the validity of 360- degree appraisals is higher than traditional top-down appraisal concerning subordinates, the validity is higher with managers as well. "Subordinate appraisals have shown a higher validity for predicting managerial success than assessment centre performance" (Schultz &Schultz, 1994, p. 170). Atwater et al. (1995, p.36) have found that "input from subordinates was effective in eliciting modest changes in managerial behaviour."London and Beatty (1993), while agreeing that mixing development and appraisal purposes is problematic, conclude "using feedback for development only can impede the effective use of the results unless there is a requirement for the manager to be responsible to the feedback" (p. 367). Despite the relatively simple technology in using the 360- degree, its costs for the company are potentially much higher than expected. First, there seems to be some agreement that 360s are not a one-shot deal, but must be used consistently over several years (DeNisi &Kluger,2000; Snader, 1997). Second, using the simpler structured instruments that Centre for Creative Leadership puts out ($195 per assessee) can defeat the developmental purposes because the feedback and interpretation is too difficult (i.e., comparative results are complicated by a variety of situation-specific factors (Ghorpade, 2000). On the other hand, constructing a custom instrument that is specific to the performance requirements for the company demands significantly more time and money to develop. Finally, the best way to overcome the interpretation of results problem is to invest in consultants or at least invest time from support people to deliver and consult with target managers.Purposes of 360-Degrees Performance ToolThe tool is expected to serve a number of purposes simultaneously. Noe et al. (1997, p. 198-199) and Swanepoel (2003, p. 372-373) and Schofield (1996) agree on the following purposes of the 360-degrees appraisal tool:Strategic PurposesNoe et al. (1997, p. 198) and De Cenzo et al. (1996, p. 322) concur that a performance appraisal system should link employee activities with the organization's goals. This calls for flexibility in the system in order for it to be adjusted to the changing goals and strategies of an organization. Many companies do not use performanceappraisal to communicate its objectives. This is supported by Noe et al. (1997, p. 198-199) regarding the purposes of performance appraisal where nothing was included about the extent to which it is tied to the company's strategic objectives. This is also in support of what Schofield (1996) lists establishing and monitoring objectives and targets, maintaining equity in treatment of staff, facilitating succession planning and monitoring the effectiveness of personnel policies as strategic.Administrative PurposesAdministrative purposes, according to Swanepoel (2003, p. 372), and supported by Noe et al. (1997, p. 199), concern the use of performance data to make reward decisions, placement decisions, promotion and retrenchment and for validating selection procedures. Schofield (1996) lists examples of this as providing feedback on individual performance, reviewing salary, conditions of service and other rewards, providing a basis for promotion, dismissal, probation, and avoiding trouble through meeting legal or political needs.Developmental PurposesThis third purpose is utilized to develop employees who are both effective and ineffective at their jobs. It provides individual employees feedback on their strengths and weaknesses and how to improve future performance (Noe et al., 1997, p. 199; Swanepoel, 2003, p. 373). Swanepoel (ibid.) adds that it can focus on the organizational level as well by: "facilitating organizational diagnosis and development by specifying performance levels and suggesting overall training needs; providing essential information for affirmative action programmes; promoting effective communication within the organization through ongoing interaction between superiors and subordinates." This is supported by Schofield (1996) who lists the purposes as: providing a basis for self-evaluation; diagnosing of training and career development needs, and discovering individual and department potential as some of the developmental purposes of performance appraisal.Documentary PurposesDe Cenzo et al. (1996, p. 322) suggest that the final purpose of performance appraisal is the issue of documentation. They also suggest that the evaluation system support the legal needs of the organization. It is important to have documentation to support that any personnel action taken was appropriate.Critical Issues on the Usefulness of the 360- Degrees AppraisalMany organizations are faced with various challenges as they endeavour to achieve their mission and vision. Human Resource provides the much needed skills and expertise to accomplish various tasks. It is important for management to ensure that they have motivated workforce who enjoy job satisfaction thus gain maximum quality productivity. The human inclination to judge the appraisal process can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. There is a basic human tendency to make judgments about colleagues at work as well as about an appraisal, which seems, is inevitable and universal. In the absence of a carefully structured system of appraisal, people tend to judge the work performance of others, including subordinates, naturally, normally and arbitrarily. The Human Resource department designs a performance appraisal method in order to check what the competencies are and how they are displayed by the employee during his/her job. Then a comparison is made between the competencies that the direct boss of the employee was looking for and the competencies being displayed by the employee in his/her job. This provides the gaps and missing links which should be addressed by training. The degrees to which these competencies are required in performing a job also matter a lot.译文360度绩效评价工具的感知有用性，及其在肯尼亚的纳库鲁地区绩效考核方面的应用摘要这项研究调查了360度评价工具的感知有用性，及其在纳库鲁的市政委员会绩效考核方面的使用程度。
企业绩效管理外文翻译文献
企业绩效管理外文翻译文献译文：3900多字(含：英文原文及中文译文)文献出处：Oliveira P G M D. Corporate Performance Management[J]. Ssrn Electronic Journal, 2009, 7(3):págs. 23-31.英文原文Corporate Performance ManagementPedro OliveiraAbstractTwo 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 modelsand budgeting tools’ structures, and also used to shape information contained in the system’s products, besides being th e 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.Keywords: corporate performance, planning, control, budgeting, modeling, management1. IntroductionTwo of the most important corporate tasks for which a chief executive officer is primarily 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 corporate performance should be modeled and managed.To perform is to accomplish, to achieve (desired) results or outcomes. So, when talking about corporate performance, we are referring to the degree by which desired results or outcomes are achieved by a company. Managing corporate performance involves planning, controlling,analyzing and evaluating, not only the results achieved by the company, but also the means by which these results are reached. Among the results, or goals, pursued by most companies we can mention growth, market share, profitability and value creation; and the means to achieve these results include productivity, effectiveness, innovation and competitiveness. Those are the type of things we should have in mind when specifying a corporate performance management system.Before discussing how to model corporate performance, it is convenient to consider the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies. The main aspects of an industry to be looked at when considering its influence on corporate performance are structure and regulation, the main competitors, entry barriers, substitute products and supplier’s negotiating power. Associated questions are: How production is organized, vertically or horizontally? How much competitive is the industry and who are the main competitors, those that capture the largest part of the market share? Is it unregulated, self-regulated or regulated by a government agency? How strong are barriers to the entry of new competitors? Can products from other industries function as substitutes for the ones produced in the industry? What about the power industry suppliers have when negotiating prices and trade conditions? At the opposite side of the industry in the corporateenvironment we have the market where the company trades its products, its main attributes being size, growth rate, segmentation, exit barriers and consumers’ negotiating power. Typical questions that should be asked when assessing its effect on corporate performance are: What is t he market size, in dollars, for each o f the company’s products? What are the short-term and long-term market growth rates? Is it a wholesale or a retail market? Are the sales cyclical? How can the market be segmented (by geography, purchasing power, customer age, etc.)? Which barriers does a client run into when changing suppliers? Do clients have the power to impose prices and trade conditions?We call the people who have interest in or are affected by a company’s performance its “stakeholders”, and group them in the categories of “insiders” and “outsiders”. The insiders are thecompany’s entrepreneurs or controlling shareholders and its managers and employees. The outsiders include customers, suppliers, minority shareholders, debt holders, the government in its roles of public goods supplier, regulator and tax collector, and also the communities where the company does business. It is important to note that stakeholders, besides being affected by, also influence corporate performance and it is often necessary to search for the effects of this influence when appraising performance.That is meant to increase the depth of this brief analysis of corporate structureand external relations.Microeconomic theory considers thecompany as a social production unit that uses a certain technology to produce a set of outputs from a set of inputs. The function that maps input quantities into maximum output quantities obtainable from the inputs is called the “production function” or “production frontier”. Knowledge of this function is important for measuring the technical efficiency of a production unit, a very significant performance metric. Several techniques exist for the specification of production functions or frontiers, grouped under the names of “Data Envelopment Analysis” and “Stochastic Frontier Analysis”.Companies are created by entrepreneurs, the agents that organize and coordinate production with the help of professional managers. Entrepreneurs play a crucial role in shaping corporate performance. On o ne side, recognized entrepreneurial capacity ─ and also large contact networks ─ are vital for raising the financial capital necessary to build structural or physical capital. On another side, the entrepreneurs’ reputation and contacts are essential to attract the intellectual capital that, together with the structural capital, is the foundation of innovation capacity .A business model is a conceptual representation of the way a company does business. Its main components, are: the company’s value proposition; the targeted market segments; the distribution, marketing communications, and customer relationship channels; the corecompetencies needed; operating and management technologies; the partners’ network; and the revenue, cost and value creation models. Understanding the business model is the first step to implement a corporate performance management system. The model should indicate whether the company has a broad customer base or targets specific market segments, and in the second case, identify these segments. The goods and services provided by the company and the commercial conditions under which they are sold (including such things as guarantees, technical assistance, etc.), comprise the value proposition. The channel used for product distribution can be a direct-tocustomer sales channel through the Internet, or be comprised of bricks and mortar companyowned stores, wholesale agents, retail companies, etc. The company can use several marketing channels to get messages through to its customers, such as TV and printed media, and employ a call center to give support and receive complaints and suggestions from them. Core competencies are the ones the company needs to master in order to gain a competitive advantage in relation to other companies in the same marketplace. These competencies should rest on proper operational and management technologies, and be supplemented by a network of partners, if necessary. As a final point, a business model must include a revenue, a cost and a value creation model in order to be profitable to the company’s shareholders.We can think of the operational model of a company as encompassing an organizational model, a functional model and a corporate data model . The organizational model depicts, in an inverted hierarchical tree, the roles of the agents involved in the company’s operation. The functional model portrays all the activities that together form the whole to which we refer by the expression “company’s operations”, structured in logical, sequential steps forming operation al processes. At last, the corporate data model is an entity-relationship diagram that shows the main entities about which the company collects data with its attributes and the relationships between them.The last model we need to examine in order to understand the functioning of a corporation is the performance management model it uses, which is, in general, composed of four building blocks. The corporate governance system, the corporate performance planning, control and evaluation system, the individual managers performance planning, control and evaluation system and the management variable compensation system (or bonus system). The corporate governance system comprises three well known actors, the chief executive officer, the directors and the shareholders, and is designed to mediate the relations between them. Under the governance system, we find two planning and control systems, having as its targets the performance of the company (as a whole and of its divisions) and the performance of its individualmanagers, respectively. Linking these two systems we find a compensation system that assigns fractions of a bonus pool, which is a function of the aggregate company performance, to its managers on the basis of their individual performances. An effective management model should be forward-looking, that is, centered on the improvement of future performance, and focused on value creation.A thorough understanding of all the models described above is a necessary prerequisite for one to be able to plan, monitor, analyze, evaluate and control corporate performance. In the next section we will examine in more detail a crucial component of the management model previously described: the corporate performance planning, control and evaluation system.2. The Corporate Performance Planning, Control and Evaluation System.That shows 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, as can be deduced from its central position in the mentioned figure, is the performance evaluation model. The structure of this model is mapped into the system’s database, simulation models and budgeting tools’ structures, and also used to shape information contained in the system’s p roducts, besides being the nucleus of the language used by the system’s agents to talk aboutcorporate performance. The corporate planning and control process is formed by the coordinated actions of the planning and control agents, whose aim is the generation of the system’s outputs, which include assumptions, goals, forecasts, plans, budgets, investment projects, performance valuations, variance analysis, etc. These products take the form of paper and electronic documents and spreadsheets, and of PowerPoint presentations. The agents follow an agreed upon time schedule and rely on a business intelligence (BI) software to support their actions. The BI software implements the performance evaluation model for the purposes of representing and simulating corporate performance and provides the necessary tools for the system’s agents to produce the system’s outputs. Data used by the system comes from the accounting and other corporate databases. In the following sections of this article we will examine in detail each of the aforementioned planning system components.Before proceeding, however, we will make a pause to discuss the ontology of planning. One can readily identify in this figure three major structures: the strategic, the motivation and the action frameworks. In the strategic framework, which is chiefly related to the risk versus return dialectics, we can identify the external influences to corporate performance, comprising both opportunities and threats, and the internal ones, materialized by strengths and weaknesses. Suppliers and consumersnegotiating power, entry and exit barriers, competitors and substitute products are the main determinants of external influences. Technological change has also a pervasive influence on corporate performance. Comparing the motivation (ends) and action (means) frameworks, we can associate various levels or layers in which corporate aims are defined to the corresponding action classes, that is, vision to mission, long term goals to strategy, short term goals to tactics and actual results to actual actions. Policy and business rules are restrictions under which strategy and tactics, respectively, must be formulated, and actual action carried out.It may be convenient, at this point, to give a general definition of the terms “planning” and “control”. Corporate planning is a process by which management define the desired future performance of a corporation, and identify and decide on the actions that need to be taken in order to achieve that performance. The main steps comprising a planning cycle are exposed . Corporate control, on the other hand, is an operational process which aims to check whether the actual performance is in accordance with the planned one, and, eventually, to modify the planned actions in order to guarantee that the final desired performance will be met. The corporate budget is one of the most important outputs of the corporate planning and control process. It is the prime management tool used to improve corporate performance and to align management interests withthose of the shareholders. We can conclude this section by stating the nine guiding principles of corporate planning and control:i. Planning is concerned in first place with results and in second place with the means to achieve these results.ii. Planning is concerned with the present value of costs and benefits to be incurred in the future as a consequence of decisions undertaken in the present.iii. The main objective of planning is to create value for the corporation’s shareholders.iv. For the above goal to be met, it is necessary to fulfill customers’ expectations concerning quantity, price and quality of marketed products at the least possible cost, and to maintain a skilled and fully motivated workforce.v. Planning and control activities should be organized through a system whose components are the planning and control agents, process, time schedule, products, models & tools, and database.vi. The corporate budget should be the planning and control system’s product that consolidates the results which the company plans to achieve in the next period and the actions it should undertake in order to meet them.vii. The corporate budget must contain all the information necessary for the evaluation of the short term planned performance of the company,its marketing, operational, economic, patrimonial and financial aspects being dully considered. viii. The corporate budget should not be viewed exclusively as a means of cost reduction or control, but mainly as a tool to enhance performance and increase the company’s economic value.ix. The planning process in itself is as important as its outputs, and should contribute to leverage management’s knowledge about the company’s internal workings, and also to help fo cus its efforts on the critical areas of corporate performance.中文译文企业绩效管理作者：Pedro Oliveira摘要行政总裁的两个最重要职责是:制定战略和处理他的公司经营业绩。
绩效评价绩效考核工具外文文献翻译(节选)
中文3100字，2000单词，1.1万英文字符出处：Kipchumba T B, Yano K L. Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya[J]. Journal of Emerging Trends in Economics & Management Sciences, 2014, 5.原文Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, KenyaKipchumba, Tarus Benjamin; Yano, Kuto LukaAbstractThe study examined the perceived usefulness of the 360 degrees appraisal tool and the extent of its usage in performance in Municipal Council of Nakuru, Kenya. A survey research design was applied because it was an intensive descriptive and holistic analysis of Municipal Council of Nakuru as a single entity. The study targeted employees from 8 departments with a total population of 1062 employees but it targeted 282 respondents which was 26.6% of the total population. Stratified sampling technique was used in arriving at strata on the basis of departments for employees. To arrive at specific respondents among employees, purposive sampling technique was used. The data obtained was coded and analysis was done using central tendency, bar graphs, percentages and Chi-square. It was revealed that 360 degrees as an appraisal tool is adopted by the Council and it has improved its performance. The Chi-square tests carried out revealed that there is a significant relationship between use of 360 degrees and organization performance and perceived usefulness. The study recommended the need to educate employees more on the importance of 360 degrees appraisal tool and encourage them to participate fully in development and implementation process. The findings and recommendations of the study are also important to the management when planning for performance appraisal sessions as well as in reviewing individual performance.Keywords: perceived usefulness, 360-degrees appraisal tool, usage, performance, nakuru, KenyaINTRODUCTIONThe 360°review, also referred to as 360°performance assessments or multi-rater feedback, is a method and a tool that provides employees feedback from their peers, co-workers, clients, those who are direct reports, and direct supervisors, thereby offering multiple perspectives of the employee's overall job performance. Most 360°feedback tools include the employee's self-review; hence the "full-circle" meaning behind the name. The results are tabulated and shared with the employee. Ideally, this type of assessment helps the employee gain a better understanding of her/his skills and behaviours as they relate to the organization's mission, values, goals and vision. Additionally, this feedback is geared towards assisting each employee understand her or his strengths and weaknesses, and can contribute insights into areas of work that may need professional development. The feedback is viewed as useful in defining the skills and behaviours needed to exceed client/customer expectations. The results from 360°review are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations when making promotional or pay decisions. The 360- degree feedback process offers a unique opportunity for employees at all levels to discover how their work colleagues perceive and are impacted by their behaviour. As one commentator describes the 360- degree feedback, "It is like having a full length portrait, a profile, a close up shot in the face and a view from the back all in one!" (Heather, 2012).IMPORTANCE OF 360-DEGREES PERFORMANCE TOOLWhereas there might be some negative feelings associated with traditional top-down performance appraisal, there can be numerous benefits stemming from a 360-degree performance appraisal system. "The 360-degree feedback serves as a key relationship building tool that organizations can use to enhance team processes and work interrelationships" (Tornow et al., 1998, p. 85). When co-workers are open with each other and hold each other accountable for performance and productivity then the working relationships improve and the productivity will thus improve. Not only will the relationships between the workers and managers improve but as they improve and get stronger, but the employees morale will also improve. "When implemented properly, subordinate appraisal systems enhance worker job satisfaction and morale" (Benardin, 1986, p. 421).The 360-degree appraisal also can help the employee or manager discovers their own strengths and weaknesses. Through feedback employees are able to see where a co-worker excels. They can also see where the person needs to improve. "The 360 degreefeedback can have enormous power perhaps more than any other technique to bring an individual's shortcomings to his attentions and confirm that areas of perceived strengths are actual and recognized strengths" (Grote, 1996, p. 292). The depth of the 360-degree process gives it greater validity and reliability. The objectivity and the anonymity of the raters will help to defend the organization. "Numerous advantages of using multiple raters have been cited ... improved defensibility of the performance appraisal program from a legal standpoint" (Harris &Schaubroek, 1988, p. 43).Another benefit of 360-degree appraisal is the relative low cost of implementation. Compared to bringing in an appraisal company from the outside or developing an assessment centre approach, the cost is really quite minimum. "The costs of installing, maintaining, and monitoring a subordinate appraisal system for managers is minimal relative to the costs incurred in with developing an in house assessment centre or contracting out for the service" (Bernardin, 1986, p. 433). So there are numerous reasons an organization should think about employing a 360-degree appraisal programme. In addition to having an effect on employee performance and productivity, the process can improve managerial performance as well.The 360-degree performance appraisal system has the potential to positively effect on the performance and productivity of managers and supervisors. Managers need sources of appraisal additional to their superiors. "The 360-degree approach recognizes that little change can be expected without feedback and that different constituencies are a source of rich and useful information to help managers guide behaviour" (London &Beatty, 1993, p. 354). With this type of appraisal, the managers will have better morale themselves and will develop better communication skills with their subordinates as well as with their superiors. Just like the development of the employees, managers can also take advantage of the differing sources of feedback about their productivity and make positive changes. The 360-degree appraisal can help assess the strengths and weakness of the manager. If a manger has been made aware of some of his own managerial shortcomings ... his ability to communicate should be improved and his faith in his own managerial abilities should be strengthened (Rowland, 1970, p. 303).The employees can also benefit when a manager has undergone a 360-degree appraisal. Organizational commitment and productivity may increase when the employees feel the 360-degree appraisal taken is seriously. Ideally, subordinates will start noticing the manager's behaviour more as a result of the 360- degree appraisal. "Upward feedback leads to subordinates perceiving positive changes in the boss's subsequentbehaviour" (Reilly et al., 1996, p. 600). A possible result of the manager's changed behaviour is a stronger working relationship between the manager and the subordinates. Just as the validity of 360- degree appraisals is higher than traditional top-down appraisal concerning subordinates, the validity is higher with managers as well. "Subordinate appraisals have shown a higher validity for predicting managerial success than assessment centre performance" (Schultz &Schultz, 1994, p. 170). Atwater et al. (1995, p.36) have found that "input from subordinates was effective in eliciting modest changes in managerial behaviour."London and Beatty (1993), while agreeing that mixing development and appraisal purposes is problematic, conclude "using feedback for development only can impede the effective use of the results unless there is a requirement for the manager to be responsible to the feedback" (p. 367). Despite the relatively simple technology in using the 360- degree, its costs for the company are potentially much higher than expected. First, there seems to be some agreement that 360s are not a one-shot deal, but must be used consistently over several years (DeNisi &Kluger,2000; Snader, 1997). Second, using the simpler structured instruments that Centre for Creative Leadership puts out ($195 per assessee) can defeat the developmental purposes because the feedback and interpretation is too difficult (i.e., comparative results are complicated by a variety of situation-specific factors (Ghorpade, 2000). On the other hand, constructing a custom instrument that is specific to the performance requirements for the company demands significantly more time and money to develop. Finally, the best way to overcome the interpretation of results problem is to invest in consultants or at least invest time from support people to deliver and consult with target managers.Purposes of 360-Degrees Performance ToolThe tool is expected to serve a number of purposes simultaneously. Noe et al. (1997, p. 198-199) and Swanepoel (2003, p. 372-373) and Schofield (1996) agree on the following purposes of the 360-degrees appraisal tool:Strategic PurposesNoe et al. (1997, p. 198) and De Cenzo et al. (1996, p. 322) concur that a performance appraisal system should link employee activities with the organization's goals. This calls for flexibility in the system in order for it to be adjusted to the changing goals and strategies of an organization. Many companies do not use performanceappraisal to communicate its objectives. This is supported by Noe et al. (1997, p. 198-199) regarding the purposes of performance appraisal where nothing was included about the extent to which it is tied to the company's strategic objectives. This is also in support of what Schofield (1996) lists establishing and monitoring objectives and targets, maintaining equity in treatment of staff, facilitating succession planning and monitoring the effectiveness of personnel policies as strategic.Administrative PurposesAdministrative purposes, according to Swanepoel (2003, p. 372), and supported by Noe et al. (1997, p. 199), concern the use of performance data to make reward decisions, placement decisions, promotion and retrenchment and for validating selection procedures. Schofield (1996) lists examples of this as providing feedback on individual performance, reviewing salary, conditions of service and other rewards, providing a basis for promotion, dismissal, probation, and avoiding trouble through meeting legal or political needs.Developmental PurposesThis third purpose is utilized to develop employees who are both effective and ineffective at their jobs. It provides individual employees feedback on their strengths and weaknesses and how to improve future performance (Noe et al., 1997, p. 199; Swanepoel, 2003, p. 373). Swanepoel (ibid.) adds that it can focus on the organizational level as well by: "facilitating organizational diagnosis and development by specifying performance levels and suggesting overall training needs; providing essential information for affirmative action programmes; promoting effective communication within the organization through ongoing interaction between superiors and subordinates." This is supported by Schofield (1996) who lists the purposes as: providing a basis for self-evaluation; diagnosing of training and career development needs, and discovering individual and department potential as some of the developmental purposes of performance appraisal.Documentary PurposesDe Cenzo et al. (1996, p. 322) suggest that the final purpose of performance appraisal is the issue of documentation. They also suggest that the evaluation system support the legal needs of the organization. It is important to have documentation to support that any personnel action taken was appropriate.Critical Issues on the Usefulness of the 360- Degrees AppraisalMany organizations are faced with various challenges as they endeavour to achieve their mission and vision. Human Resource provides the much needed skills and expertise to accomplish various tasks. It is important for management to ensure that they have motivated workforce who enjoy job satisfaction thus gain maximum quality productivity. The human inclination to judge the appraisal process can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. There is a basic human tendency to make judgments about colleagues at work as well as about an appraisal, which seems, is inevitable and universal. In the absence of a carefully structured system of appraisal, people tend to judge the work performance of others, including subordinates, naturally, normally and arbitrarily. The Human Resource department designs a performance appraisal method in order to check what the competencies are and how they are displayed by the employee during his/her job. Then a comparison is made between the competencies that the direct boss of the employee was looking for and the competencies being displayed by the employee in his/her job. This provides the gaps and missing links which should be addressed by training. The degrees to which these competencies are required in performing a job also matter a lot.译文360度绩效评价工具的感知有用性，及其在肯尼亚的纳库鲁地区绩效考核方面的应用摘要这项研究调查了360度评价工具的感知有用性，及其在纳库鲁的市政委员会绩效考核方面的使用程度。
绩效考核外文翻译参考文献
绩效考核外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)原文:Performance management - how to appraise employeeperformanceAbstractPerformance appraisal is an important content of human resource management in modern enterprises. According to the problems existing atthe 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 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, 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 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 organization,must be useful to managers, the only reason of performancemanagement 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.Performance 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 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 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 management 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 of1, 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 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 towards a direction some "target"information each employee's 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 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, should 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, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performancemanagement. 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, through 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 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, 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 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) don't do performance problems or"always 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. 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,protection 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 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 possibility 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 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 with 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 management 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 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: don't 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 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 don't listen, you don't 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 can't 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 don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you mustdo 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? Don't trust to avoid language: are you sure you can finish on time?I've 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 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, 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; 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 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 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.译文: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。
人力资源专业绩效考核管理方面英文文献及中文翻译
人力资源专业绩效考核管理方面英文文献及中文翻译Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management results, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly andappropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and how to make it easierPerformance appraisals are essential for the effective managementand 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 establishindividual training needs and enable organizational training needs analysis and planning.Performance appraisals also typically feed into organizationalannual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso 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, andfostering positive relationships between management and staff.Performance appraisals provide a formal, recorded, regular review ofan individual's performance, and a plan for future development.Job performance appraisals - in whatever form they take - aretherefore 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-onediscussion. 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'twait 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 developmentThere is increasingly a need for performance appraisals of staff and especiallymanagers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate 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 naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section.Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person”development - not just job skills or the skills required for thenext promotion.Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing andmanaging people, unless proper 'objective justification' can be proven. See the Age Diversity information.When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively andeffectively in any sort of organization.Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in whichall employers compete to attract the best recruits, andto retain the best staff.Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago.If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exitinterview prior to joining a better employer who cares about the people, not just the work.Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.3 .Are performance appraisals still beneficial and appropriateIt is sometimes fashionable in the 'modern age' to dismisstraditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well.It's a common human response to want to jettison something that onefinds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:(1)performance measurement - transparent, short, medium and longterm(2)clarifying, defining, redefining priorities and objectives(3)motivation through agreeing helpful aims and targets(4)motivation though achievement and feedback(5)training needs and learning desires - assessment and agreement(6)identification of personal strengths and direction - including unused hidden strengths(7)career and succession planning - personal and organizational(8)team roles clarification and team building(9)organizational training needs assessment and analysis(10)appraise and manager mutual awareness, understanding and relationship(11)resolving confusions and misunderstandings(12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc(13)delegation, additional responsibilities, employee growth and development(14)counseling and feedback(15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process(16)the list goes onPeople have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and costeffective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.In fact performance appraisals of all types are effective if theyare conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because theyare uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy.All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time.Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work.Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.4. Effective performance appraisalsAside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year.Performance appraisals should be positive experiences. Theappraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.5. Types of performance and aptitude assessments(1)Formal annual performance appraisals(2)Probationary reviews(3)Informal one-to-one review discussions(4)Counseling meetings(5) Observation post(6) Skills or career-related tests(7) Assignment or task to follow the review, including the secondment(8)Assessment Centre, including the observation group exercises, presentations and other tests(9)Communicate with people who investigate the views of others(10) Acts of psychological tests and other assessment(11)Handwriting analysis绩效考核探究摘要在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。
企业绩效管理外文翻译文献综述
企业绩效管理外文翻译文献综述企业绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Can Performance Management Foster Intelligent Behavior?Bjarte BogsnesThe world has changed, not just in increasingly fast-changing and unpredictable ways, but also the competence and expectations of people in our organizations. Unfortunately, too few seem to understand or accept that these developments call for radically new and different ways of leading and managing. Traditional management practices do not make usthe agile organizations we need to be.The problem starts with the label, "Performance Management" implying, "If I don't manage you, there will be no performance."We need a new mindset, one that is less about managing performance and more about creating conditions for great performance to occur. We need self-regulating models, requiring less management, but more leadership from everyone.Think about traffic, where we want good performance and a safe good flow. Traffic authorities have different ways of making this happen. The traffic light is a popular choice, but those managing the process (programmers) are not in the situation; information used in their process is not fresh, which is clear as you wait in front of that red light.The roundabout is a very different alternative. Those managing are the drivers themselves. The information used isreal time, coming from own observations. While that information is also available in front of the traffic light, drivers do not have the authority to act on it. By the way, the "zipper" or "every second car through" is not a rule, but a guiding principle.The roundabout normally is more efficient than the traffic light, because of two significant differences in the decision-making process, information and authority. A third element is also required for the roundabout to be more efficient: while the traffic light is a simple-rulesbased system, the roundabout is values-based. A value-set based on, "Me first, I don't care about the rest," is not a big a problem in front of the red light, but is a serious problem in a roundabout. Here, a positive common purpose of wanting a safe and good flow is critical. Drivers must be more considerate, open about own intentions while trying to understand the intentions of peers. Instead of managing performance, traffic authorities have created conditions for self-managed performance to occur.What would the implications be for the loathed performance review? The principles and practices described at Return Path are sensible and interesting. I like the concept of horizontal commitments toward peers, instead of vertical commitments to higher management. At the same time, we need to broaden our definition of performance. In traditional performance, a commitment is too often about "hitting the number." This is too narrow. We need to ask questions such as, how are we doing compared to peers? How are we using KPIs to reflect on performance, or using hindsight and management assessment to verify results? Did we really move toward our longer-term ambitions? How sustainable are the results? Last but not least, there has to be room for values if performance systems are tofoster intelligent behavior; we need to ask, how where those results achieved?At Statoil our integrated performance management approach links ambitions to actions. Our targets reflect a broad set of ambitions,including people, health, safety, environment, operations and financial performance. Read more about our management model and how we apply a holistic and values-based approach to this broader performance agenda.The words of Dee Hock, former GEO of Visa, should guide the design of our management processes, including our performance reviews: "Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior."While researching my book. Talent Economics, I interviewed employees about what really motivates today's workforce. I discovered a disconnect between the performance support my interviewees wanted versus how managers recounted their contribution to these conversations.Over the last 20 years, the employee mindset has evolved faster than has the art and science of management. Nowhere is this starker than in the area of performance management practices, particularly the annual review. In both the developed and developing world, employees report that this end-of-year activity breeds stress, anxiety and mistrust. How ironic that a process aimed at improving organizational performance, is itself underperforming!It's time to "reboot" our performance management operating system, installing two specific system updates: l. The "Democracy" update. As much as we try to make theperformance appraisal a two way dialogue, we cannot run away from the fact that at its core, the conversation today is often a top-down review. My research shows that many 21st century employees are rejecting conversations that are one-way: in hot job markets today, managers must realize "who is appraising whom." With other offers readily available, many employees enter a performance dialogue privately considering if their manager is worth another year of their career. The performance management conversation now reflects a company's Employee Value Proposition, much as we learn in the lead Perspective.The Democracy update means that managers only gain the right to give feedback when they first genuinely seek the same on their own performance as leaders. Not just through 360-degree reviews, but also through authentic conversations asking, "How am I performing as your manager? " and "How can I help you succeed?" Only then can the conversation shift to, "How you can improve?"and "This is what you should focus on."2. The Success module. Greater employee autonomy and empowerment also changes the meaning of management. We have gone from a "supervisor of task and outcomes" to an "enabler of performance, innovative thinking and collective success." To make this shift, we must give up the judge's robes for the coach's uniform. If employees don't succeed, managers are on the hook, too.This is particularly relevant when coaching a team to success. People bring different skills to a team and how well they work together really matters. If team reviews work better to achieve a goal, so be it. The Return Path story illustrates how review processes can be designed and executed around what matters most, and where everyone dons the uniforms of player and coach.What if, instead of making the heart of a performance conversation the evaluation, it became a vehicle to improve success of the individual, the team and the business? What if performance feedback was paired with dialogue about transforming the business, the product or customer experience? This genuinely reboots and upgrades performance management to focus on individual and organizational success.It is indeed time to upgrade performance management practices: we can no longer manage a 21st century employee using 20th century mindsets.People & Strategy. 2013, V ol. 36 Issue 2, p12-13. 2p.译文：绩效管理能促进自我管理行为吗?Bjarte Bogsnes世界随着时间的推移而变化莫测，连那些与时变化而不可预测的通道也随之改变，与此同时组织人员的能力和期望也顺应时代潮流。
企业管理+人力资源+毕业论文+外文文献翻译+中英文：关键绩效指标
企业管理人力资源毕业论文外文文献翻译中英文：关键绩效指标单位代单学号分单号密单文单献翻院;系,名称单单名称生姓名学指单单教第 1 单Key Performance IndicatorsHow an organization defines and measures progress toward its goals.Key Performance Indicators, also known as KPI or Key SuccessIndicators (KSI), help an organization define and measure progresstoward organizational goals.Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements.What Are Key Performance Indicators (KPI)Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization.They will differ depending on the organization. A business may have as one of its Key Performance Indicators the percentage of its income that comes from return customers. A school may focus its Key Performance Indicators on graduation rates of its students. A Customer Service Department may have as one of its Key Performance Indicators, in line with overall company Kips, percentage of customer calls answered in the first minute. A Key Performance Indicator for a social service organization might be number of clients assisted during the year.Whatever Key Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success, and they must be quantifiable (measurable). Key Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal.Key Performance Indicators Reflect the Organizational GoalsAn organization that has as one of its goals "to be the most profitable company in our industry" will have Key Performance Indicators that measure profit and related fiscal measures. "Pre-tax Profit" and "Shareholder Equity" will be among them. However, "Percent of Profit Contributed to Community Causes" probably will not be one of its Key Performance第 2 单Indicators. On the other hand, a school is not concerned with making a profit, so its Key Performance Indicators will be different. Kips like "Graduation Rate" and "Success in Finding Employment after Graduation", though different, accurately reflect the schools mission and goals.Key Performance Indicators Must Be QuantifiableIf a Key Performance Indicator is going to be of any value, there must be a way to accurately define and measure it. "Generate More Repeat Customers" is useless as a KPI without some way to distinguish between new and repeat customers. "Be The Most Popular Company" won't work as a KPI because there is no way to measure the company's popularity or compare it to others.It is also important to define the Key Performance Indicators and stay with the same definition from year to year. For a KPI of "Increase Sales", you need to address considerations like whether to measure by units sold or by dollar value of sales. Will returns be deducted from sales in the month of the sale or the month of the return? Will sales be recorded for the KPI at list price or at the actual sales price?You also need to set targets for each Key Performance Indicator. A company goal to be the employer of choice might include a KPI of "Turnover Rate". After the Key Performance Indicator has been defined as "the number of voluntary resignations and terminations for performance, divided by the total number of employees at the beginning of the period" and a way to measure it has been set up by collecting the information in an HRIS, the target has to be established. "Reduce turnover by fivepercent per year" is a clear target that everyone will understand and be able to take specific action to accomplish.Key Performance Indicators Must be Key to Organizational SuccessMany things are measurable. That does not make them key to the organization's success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are essential to the organization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone's attention focused on achieving the same Kips.That is not to say, for instance, that a company will have onlythree or four total Kips in第 3 单total. Rather there will be three or four Key Performance Indicators for the company and all the units within it will have three, four, or five Kips that support the overall company goals and can be "rolled up" into them.If a company Key Performance Indicator is "Increased Customer Satisfaction", that KPI will be focused differently in different departments.The Manufacturing Department may have a KPI of "Number of Units Rejected by Quality Inspection", while the Sales Department has a KPI of "Minutes a Customer Is on Hold before a Sales Rep Answers". Success by the Sales and Manufacturing Departments in meeting their respectivedepartmental Key Performance Indicators will help the company meet its overall KPI.Good Key Performance Indicators vs. BadBad:Title of KPI: Increase SalesDefined: Change in Sales volume from month to monthMeasured: Total of Sales by Region for all regionTarget: Increase each monthWhat's missing? Does this measure increases in sales volume bydollars or units? If by dollars, does it measure list price or sales price? Are returns considered and if so do the appear as an adjustment to the KPI for the month of the sale or are they counted in the month the return happens? How do we make sure each sales office's volume numbers are counted in one region, i.e. that none are skipped or double counted? How much, by percentage or dollars or units, do we want to increase sales volumes each month? (Note: Some of these questions may be answered by standard company procedures.)Good:Title of KPI: Employee TurnoverDefined: The total of the number of employees who resign for whatever reason, plus the number of employees terminated for performance reasons, and that total divided by the number of employees at the beginning of the year. Employees lost due to Reductions in Force (RIF) will not be included in this calculation.第 4 单Measured: The HRIS contains records of each employee. The separation section lists reason and date of separation for each employee. Monthly or when requested by the SVP, the HRIS group will query the database and provide Department Heads with Turnover Reports. HRIS will post graphs of each report on the Intranet.Target: Reduce Employee Turnover by 5% per year.What Do I Do With Key Performance Indicators?Once you have good Key Performance Indicators defined, ones that reflect your organization's goals, one that you can measure, what do you do with them? You use Key Performance Indicators as a performance management tool, but also as a carrot. Kips give everyone in the organization a clear picture of what is important, of what they need to make happen. You use that to manage performance. You make sure that everything the people in your organization do is focused on meeting or exceeding those Key Performance Indicators. You also use the Kips as a carrot. Post the Kips everywhere: in the lunch room, on the walls of every conference room, on the company intranet, even on the company web site for some of them. Show what the target for each KPI is and show the progress toward that target for each of them. People will be motivated to reach those KPI targets.单单单效指单第 5 单单单如何单单其目单界定和衡量单单单单单效指单()～也作单单成功指单称()～可以助单单单单其目单界定和衡量单单。
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Performance management-how to appraise employee performance AbstractPerformance 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 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, 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 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 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 management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.Performance 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 trackingprogress, 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 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 management 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, 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 towards a direction some "target"information each employee's 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 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, should 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, leaving 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 mustput 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, 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, 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 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) don't do performance problems or"always 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. 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,protection 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 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 possibility 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 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 with 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 management 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 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: don't 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 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 don't listen, you don't 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 can't 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 don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll 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 who avoid. What you think; is the need to need; what is you get this conclusion? Don't trust to avoid language: are you sure you can finish on time?I've 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 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, 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; 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 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 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.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。