绩效管理外文翻译--绩效管理——如何考评员工表现.doc

_中文3018字外文文献原稿和译文原 稿Performance management - how to appraise employee performanceAbstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement 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; dont 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 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 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 targetinformation each employees job description; (2) employee last performance review data and related documents.The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize 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 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) dont do performance problems oralways the fault of employees this hypothesis; 2) without any assessment can give the why and what is happening in the picture. Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis. 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: dont most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you dont listen, you dont know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always cant finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you dont care about this project not appropriate advice and sure: avoid as I know the project is late, but Im sure youll catch up; you will do well. You will understand the need,need to unsolicited advice and 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? Dont trust to avoid language: are you sure you can finish on time?Ive heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of 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。通过对中国企业现阶段绩效考核中存在问题的探讨，提出了完善绩效考核的改进对策。绩效管理是经理与员工之间工作职责和提高工作绩效问题持续进行的沟通过程。合作各方应明白他们为什么会成为合作伙伴，从而支持这项工作。绩效评价只是绩效管理的一个环节，不要将两者混淆。介绍绩效管理的挑战性：回避绩效管理工作的原因：经理：报表和程序没有意义；没有时间；害怕冲突；反馈和观察问题。（绩效管理-防止问题发生的时间投资，保证管理者有时间做自己应该做的事情）员工：槽糕经历；对即将发生的事情没底；不懂绩效管理的意义；不喜欢收到批评。二、绩效管理的判断标准：1.组织成功的因素：协调内部各单位的手段，向着共同目标努力；问题出现时，有找到问题的方法，发现问题或者阻止问题；遵守法律规定，得到法律保护；做重大决策时，有获得信息的途径；不断提高员工的素质，以使组织更有竞争力。2.绩效管理方法必须对组织、对管理者有用，实现绩效管理的唯一原因就是帮助员工去的成功。3.要明白好的方法是如何设计的以及是什么因素使他发生作用。4.绩效管理的挑战是如何找到实用、有意义的方法去完成它，这点需要思想和智慧。绩效管理是一个系统：1.绩效计划-启动绩效管理的关键点：员工和管理者一同合作，就员工做什么，做到什么程度等问题进行识别、理解。2.持续的绩效沟通：双方追踪进展情况、找到影响绩效的障碍以及得到使双方成功所需信息的过程。沟通方法：四处走动进行观察；会见员工；让员工进行工作回顾；3.绩效诊断：用以识别引起个人、部门甚至组织绩效问题的真实原因的沟通和解决问题的过程。4.绩效管理是大系统中的一个小系统。要想得到最大的收益，必须完成绩效管理的全部环节，而不是其中的一部分。5.绩效管理同战略计划、预算、员工发展、员工工资奖励制度、质量提高计划等都是相关的。做好进行绩效管理过程要做的准备工作。1.关键的两点：同员工一起收集对建立有意义、可度量的目标所需要的信息；做一些基础工作，以便在整个绩效管理过程中能与员工充分协作。2.获取信息和数据绩效管理有效果的部分原因就是它能帮助组织、单位和全体员工朝着一个方向努力。3.某些“小目标”信息：每个员工的工作描述；员工上次绩效回顾资料以及相关文档绩效计划：1.三个步骤：准备、会见、敲定计划。2.你的工作职责、你应该做什么、如何衡量你的成功？3.设置气氛和抓住重点；回顾相关信息-多问、少讲；使工作职责和目标具体化；确定成功的标准；讨论有哪些困难以及需要什么帮助；讨论重要性级别和授权问题；4.注意：在整个绩效管理过程当中，应注重与员工沟通思想是行动的先导，要进行有效的绩效沟通，首先在思想上一定要重视。绩效沟通贯穿于绩效循环的各个环节，在任何一个环节都发挥着重要作用，离开了绩效沟通，主管人员的任何单方面的决定都将影响员工的工作热情、影响绩效管理。没有绩效沟通就没有绩效管理。为了使绩效管理在正常的轨道上运行，真正发挥其作用，企业必须把主管与员工的绩效沟通作为重中之重加以研究和发展，通过制度的规范，让绩效管理成为主管的习惯，员工的习惯，用对话和交流解决员工工作中的绩效问题，使绩效管理落到实处。绩效评价的三种方法：1.个人绩效评价的困境：最好的歌剧演员与业余管弦乐队同台演出。歌剧演员发挥极至，但是效果还是很糟糕。没有人是孤立存在的，仅关注个人，就不能解决问题。我们要求在个人的基础上对员工的绩效进行评价，但如果我们强调个人绩效而不看前因后果以及限制绩效的条件，我们没有进步，因为我们没有找到真正的原因-可能会因为员工不能控制的事情而惩罚员工，也可能因为错误的理2.不管采用什么办法评估绩效，避免两个陷阱很重要：不要做绩效问题出现或“总是员工的错”这样的假设；没有任何评估能给出“为什么发生”和“发生了什么的全貌”。评价只是开始，是做进一步讨论以及诊断的起始点。3.绩效评价的三种方法：评级方法：组成：待评价的特征、区域和行为项目；标明每个项目绩