績效考核與員工激勵外文翻譯文獻績效考核與員工激勵外文翻譯文獻(文檔含中英文對照即英文原文和中文翻譯)原文：TheperformanceinspectionanddrivemechanismHumanresourcesasthemodernenterpriseofakindofstrategicresources,hasbecomethemostimportantfactorforenterprisedevelopment.Inthehumanresourcesmanagementofnumerouscontent,incentivequestionisoneimportantcontentof.Incentivescientificornot,relatesdirectlytothestandorfallofhumanresourceuse.Manyenterpriseshaveabraindrainphenomenon,cannotkeeptalentsrestrictsenterprisedevelopmenthasbecomeoneoftheimportantfactors.Effectiveincentiveisthekeytothisquestion.Anyenterpriseisbythepeopletomanage,andbeinenterprisemiddleman'senthusiasmheight,iscrucialtothesuccessoftheenterprisedecisionfactors.So,forcompaniesto,itsvigorousvitalityfromtheemployee'sinfinitevigor,howtomotivateemployeesofenergy?Mustonemployeeseffectiveincentive.Therefore,theenterprisehumanresourcesmanagementcoreistoincentivemechanismaslever,arousingtheenthusiasmoftheemployees,initiative.Managersdealwithemployeesatissue,musthaveafairmind,shouldnothaveanyprejudicesandpreferences.Althoughsomestaffmayallowyoutoenjoy,someyoudonotenjoy,butatwork,mustbetreatedequallyandshouldnothaveanyofthewordsandactsofinjustice.1Stimulatethetransferofstafffromtheresultsofequaltoequalopportunitiesandstrivetocreatealevelplayingfield.Forexample,WuShihongatIBMfromacleanstartwiththepeople,stepbysteptothesalesclerktothedistrictpersonincharge,GeneralManagerofChina,whatarethereasonsforthis?Inadditiontoindividualefforts,butalsosaidthatIBMshouldbeagoodcorporateculturetoastageofdevelopment,thatis,everyonehasunlimitedopportunitiesfordevelopment,aslongasthereiscapacitytherewillbespaceforthedevelopmentofself-implementation,whichistodoalotofcompaniesarenot,thissystemwillundoubtedlyinspireagreatroleofthestaff.2Inspirethebesttimetograsp.-Takesaimatpre-orderincentivethemissiontoadvanceincentives.-HaveDifficultiesemployees,desiretohavestrongdemand,togivethecareandtimelyencouragement.3Wantafairandaccurateincentive,reward-Sound,perfectperformanceappraisalsystemtoensureappropriateassessmentscale,fairandreasonable.-Havetoovercomethereisthinningofthehumanpro-wind.-Inreferencesalary,promotions,awards,etc.involvethevitalinterestsofemployeesonhotissuesinordertobefair.4TheimplementationofEmployeeStockOwnershipPlan.Workersandemployeesinordertodoublethecapacityofinvestors,moreconcernedabouttheoutcomeofbusinessoperationsandimprovetheinitiative.Modernhumanresourcesmanagementexperienceandresearchshowsthatemployeesareinvolvedinmodernmanagementrequirementsandaspirations,andcreateandprovideopportunitiesforallemployeesistomobilizethemtoparticipateinthemanagementofaneffectivewaytoenthusiasm.Thereisnodoubtthatveryfewpeopleparticipatedinthediscussionsoftheactanditsownwithoutincentives.Therefore,toallowtradeunionstoparticipateinthemanagementofproperly,canmotivateworkers,butalsothesuccessoftheenterprisetoobtainvaluableknowledge.Throughparticipation,theformationoftradeunionsontheenterpriseasenseofbelonging,identity,self-esteemandcanfurthermeettheneedsofself-realization.Setupandimproveemployeeparticipationinmanagement,therationalizationoftheproposedsystemandtheEmployeeStockOwnershipandstrengtheningleadershipatalllevelsandtheexchangeofcommunicationandenhancetheawarenessofstafftoparticipateinownership.5HonorincentiveStaffattitudeandcontributionoflabortohonorrewards,suchasrecognitionofthemeeting,issuedcertificate,honorroll,inthecompany'sinternalandexternalpublicityonthemediareports,homevisitscondolences,visitsightseeing,convalescence,trainingoutoftraining,accesstorecommendhonorsociety,selectedstarsmodel,suchasclass.6ConcernedabouttheincentivesThestaffconcernedaboutworkandlife,suchasthestaffsetupthebirthdaytable,birthdaycards,generalmanageroftheissueofstaff,carestaffordifficultandpresentedasmallgiftsympathy.7CompetitiveThepromotionofenterpriseamongemployees,departmentscompeteonanequalfootingbetweentheorderlyandthesurvivalofthefittest.8ThematerialincentivesIncreasetheirwages,welfare,insurance,bonuses,incentivehouses,dailynecessities,wagespromotion.9InformationincentivesEnterprisestocommunicateoften,informationamongemployees,theideaofcommunication,informationsuchasconferences,fieldrelease,enterprisesreportedthatthereportingsystem,theassociationmanagertoreceivethesystemdate.譯文：績效考核與員工激勵人力資源作為現代企業的一種戰略性資源，已經成為企業發展的最關鍵因素。在人力資源管理的眾多內容中，激勵問題是重要內容之一。激勵的科學與否，直接關系到人力資源運用的好壞。很多企業都有人才外流現象，留不住人才已經成為制約企業發展的重要因素之一。有效的激勵正是解決這個問題的關鍵。任何企業都是由人來管理,而處于企業中人的積極性高低,是決定企業成敗的關鍵因素。所以,對于企業來說,它的蓬勃生機來自于員工的無限活力,如何激發員工的活力?必須對員工進行有效的激勵。因此,企業人力資源管理的核心就是以激勵機制為杠桿,調動全體員工的積極性、主動性。管理者在處理員工問題時，一定要有一種公平的心態，不應有任何的偏見和喜好。雖然某些員工可能讓你喜歡，有些你不太喜歡，但在工作中，一定要一視同仁，不能有任何不公的言語和行為。1激勵員工從結果均等轉移到機會均等，并努力創造公平競爭環境。舉例來說，吳士宏在IBM從一個打掃衛生的人做起，一步一步到銷售業務員，到地區負責人，到中國區總經理，是什么原因呢？除了個人努力，還應該說IBM良好的企業文化給了一個發展的舞臺，那就是每一個人都有無限的發展機會，只要有能力就會有發展的空間，實現自我，這在很多企業是做不到的，這種體制無疑會給員工莫大的激勵作用。2激勵要把握最佳時機。——需在目標任務下達前激勵的，要提前激勵。——員工遇到困難，有強烈要求愿望時，給予關懷，及時激勵。3激勵要公平準確、獎罰分明——健全、完善績效考核制度，做到考核尺