____________________________________________________________________________________________績效考核外文翻譯參考文獻(文檔含中英文對照即英文原文和中文翻譯)原文:Performancemanagement-howtoappraiseemployeeperformanceAbstractPerformanceappraisalisanimportantcontentofhumanresourcemanagementinmodernenterprises.AccordingtotheproblemsexistingatthepresentstageChineseenterpriseperformanceevaluation,putforwardtheimprovementmeasurestoimprovetheperformanceappraisal.Performancemanagementistheresponsibilitybetweenmanagersandemployeesandimprovethecommunicationperformanceoftheongoing.Thepartnersshouldunderstandwhytheybecomepartners,therebysupportingthework.Performanceevaluationisapartofperformancemanagement,donotconfusethetwoIntroductionChallengesofperformancemanagementReasonstoavoidperformancemanagement:Manager:reportsandprogramhasnomeaning;notime;afraidofconflict;feedbackandobservation.(performancemanagement,preventproblemsininvestmentintime,ensurethemanagershavethetimetodothethingyoushoulddostaff:badexperience;whatwasabouttohappennobottom;donotunderstandthesignificanceofperformancemanagement;don'tlikereceivedcriticism.Criteriontwo,performancemanagement,organizationalsuccess:1Factors:coordinationamongunitsmeans,towardsacommongoal;problem,findtheproblems,findproblemsorpreventproblems;obeythelaw,beprotectedbythelaw;makemajordecisions,awayofgettinginformation;improvethequalityofstaff,tomaketheorganizationmorecompetitive.,performancemanagementoforganization,mustbeusefultomanagers,theonlyreasonofperformancemanagementistohelpemployeestosuccess.tounderstandbetterhowtodesignandwhatmadehimact.,theperformancemanagementchallengeishowtofindpractical,meaningfulwaystofinishit,whichneedthoughtandwisdom.PerformancemanagementisasystemTheperformanceplan--startingpointofperformancemanagement:employeesandmanagerstoworktogether,asemployeesdowhat,dowhatdegreeofproblemidentification,understanding.Continuousperformancecommunication:bothtrackingprogress,findtheobstaclesthataffectperformanceandprocesssothatthetwosidessuccessrequiredinformation.Communicationmethods:(1)aroundwereobserved;(2)employees;(3)allowemployeestoworkreview;Performancediagnosis:toidentifyindividuals,departmentsandorganizationalperformancebytherealreasonfortheproblemofcommunicationandproblemsolvingprocess.Performancemanagementisasmallsysteminthelargesystem.Ifyouwanttogetthemaximumprofit,mustcompletetheperformancemanagementprocess,andnotapartof.Performancemanagementandstrategicplanning,budget,staff,employeesalaryincentivesystem,improvethequalityofplansarerelated.Dotheperformancemanagementprocesstodothepreparationof1,therearetwokeypoints:withthestafftocollectmeaningful,toestablishtheinformationneededtomeasurablegoals;todosomebasicwork,sothatinthewholeprocessofperformancemanagementandemployeecanfullycooperation.Inpart,accesstoinformationanddataofperformancemanagementeffectisitcanhelporganizations,unitsandemployeestowardsadirectionsome"target"informationeachemployee'sjobdescription;(2)employeelastperformancereviewdataandrelateddocuments.Theperformanceplanthreesteps:preparation,meeting,finalizeplans.yourjob,youshoulddowhat,howtomeasureyoursuccess,setsthreatmosphereandseizethekey;toreviewtherelevantinformation,askmore,talkless;thejobdutiesandspecificgoal;determinethesuccesscriteria;discusswhatarethedifficultiesandneedwhathelp;discusstheimportancelevelandauthorizedtoaskproblem;4,note:intheperformancemanagementprocess,shouldpayattentiontocommunicationwithstaffthoughtistheactionguide,tocarryouteffectiveperformancecommunication,wemustpayattentiontointhethought.Allaspectsoftheperformancecommunicationthroughouttheperformancecycle,playsanimportantroleinanyonelinkinthechain,leavingtheperformancecommunication,anyunilateraldecisionsmanagerswillaffecttheenthusiasmofthestaff,performancemanagement.Noperformancecommunicationthereisnoperformancemanagement.Inordertomaketheperformancemanagementontherighttrack,trulyplayitsrole,enterprisesmustputthesupervisorandemployeeperformancecommunicationasapriorityamongprioritiestoresearchanddevelopment,throughthesystemspecification,performancemanagementbecomecompetenthabit,thehabitofemployees,tosolvetheperformanceproblememployeesworkfordialogueandexchanges,theperformancemanagementintoeffect.Threemethodsofperformanceevaluation:Predicament1,individualperformanceevaluation--:thebestoperaactorandamateurorchestraconcert.Theoperaactorsplaytheextreme,buttheeffectisverybad.Nooneisisolated,onlyfocusontheindividual,cannotsolvetheproblem.Wecallonanindividualbasisonemployeeperformanceevaluation,butifweemphasizeindividualperformancebutnottheantecedentsandconsequencesandconditionsofperformance,wedonotprogress,becausewedidnotfindtherealreason--maybebecauseemployeescannotcontrolthingsandpunishemployees,mayalsobebecauseofthewrongreason2,regardlessofthewhatwaytoassessperformance,avoidtwotrapsareimportant:1)don'tdoperformanceproblemsor"alwaysthefaultofemployees"thishypothesis;2)withoutanyassessmentcangivethe"why"and"whatishappeninginthepicture".Evaluationisjustthebeginning,isafurtherdiscussionaswellasthestartingpointofdiagnosis.Threemethodsofperformanceevaluation:3,1)ratingmethod::features,toandbehaviorproject;identifyeachprojectperformancelevelgaugeandotherways.Advantages:easytofinishtheworkofassessment.Disadvantages:forgetwhydothiswork;toovague,intheperformanceplan,prevention,protectionanddevelopmentstaffandsodidnotwhatroleinimprovingmethods:withemployeesregularlywritebriefconversation;evaluation;interpretationandevaluationprojectmeaning;togetherwiththestaffrating2)rankingmethod:forcingstafftocompetewitheachother,havestimulationcanbeshortterm,longtermmaycauseinternalmaliciouscompetition.3)targetandstandardevaluationmethod:Standard:accordingtothepriorandemployeesaseriesofestablishedcriteriatomeasuretheperformanceofemployees.Advantages:thepersonalgoalsandworktogethertoreducethepossibilityoftarget;bothsidesdisagree;defect:needmoretime;textworkmore;moreenergy.CommunicationmethodandcommunicationtechnologyWayofthinking:theprocessofperformancemanagementistheprocessofcommunication.Relationshipwiththestaffisnotonlyreflectedinthebehavioronperformancemanagement,butalsoshouldreflectthedailyandhowsuccessfulwayofthinking:A,theprocessofperformancemanagementisacompleteprocesstogetherwiththestaff,notaforstaffB,exceptforsomeunilateraldisciplinaryaction,performanceplan,communicationandassessmentshouldadoptacooperativemode;C,mostofthestaff,onceyouunderstandwhattheyareaskedtodothings,willtrythemethodcanmeettherequirementsD,performancemanagementisnotthepurposeofstaringpastmistakes,clearposibility,butintheproblemsolvingproblemsandpossiblee,performancedeficittobeclear,thecauseofthedeficit,whetherforpersonalreasonsorthesystemreason;F,inmostcases,ifthemanagerwillsupportstaffastheirwork,sothateachemployee2,mustsetsomeskillscommunicationskills:Managerhereguideemployeestoparticipateinthediscussionprocessandunderstandtheprocessofresponsibility.Purpose:don'tmostprobablyitdidnotactuallyhappen.Bepreparedtoestablishacommonresponsibilityandeachstageallcontributetotherelationship,thetarget.Clearthecommonresponsibility:toimprovetheperformanceisnotonlytheresponsibilityofthestaff.Clearprocedures:preventconflictresolutionskills:clearindividualresponsibility,invitesemployeestotakeadvice.Forthepeopleofthecriticismandcomments:avoidifyoudon'tlisten,youdon'tknowwhatyoutalkingabout,couldyoubequietforawhile,youreadthereportinthepastdidnotremarks:avoidsuchashowmanyyears,youalwayscan'tfinishthejobontime,wehaveriedthat,thereisnowiththeneedneedmakingguideguiltyintent:toavoidifyoureallycareabouttheteam,youshouldworkharder;Iguessyoudon'tcareaboutthisprojectnotappropriateadviceandsure:avoidasIknowtheprojectislate,butI'msureyou'llcatchup;youwilldowell.Youwillunderstandtheneed,needtounsolicitedadviceandsure:avoidyoumustdoit;thisistheonlyway;tofinishthistoday,andputitonmydesk.Aprovocativequestion:Whydidyousaythosewhoavoid.Whatyouthink;istheneedtoneed;whatisyougetthisconclusion?Don'ttrusttoavoidlanguage:areyousureyoucanfinishontime?I'veheardyouneedtoexaggeratetheseneed:avoidyouneverfinishtheworkontime;youalwaystrytorejectmyproposal.Thecoolingtechniqueoffiercedebate.Theperformanceofa,discusstheprocessofdispute,weshouldpayattentiontotwogoals:mustmakesuggestionsonconflict;avoiddamagerelations,causenewproblemsinthefutureperformance.B,giveemployeesaventfrustrationandangerforfeeling,notveryfastcounterattack.C,rememberthepeoplewhentheydoappearconflict.D,thewayofhandlingconflicts:conflictsthroughpersuasion,wontherighttotrytounderstandthemeans;staffpositions,findasolution.E,conflictisthemosteffectivetreatmenttechnologyisactivelistening.F,andbeconfusedinmindorangryemployeesdealing,thebasicprincipleisthefirstconcernofhisemotional.G,disputesarise,requestthedisputesettlementmeasures,butneverfromthesubject.H,tooexcited,communicationshouldbesuspended.Theperformanceofcommunicationisthecoreofperformancemanagement,isreferstobetweentheemployersandemployeesperformanceevaluationreflectstheproblemsandevaluationmechanismitselftoconductsubstantiveinterviews,andtriestoseekcountermeasures,amanagementmethodforserviceinthelaterstageofenterpriseandemployeeperformance,improveandenhancethe.Aprocessofperformancemanagementisonthelowerlevelontheperformancetargetsettingandimplementationandongoingtwo-waycommunication.譯文:績效管理——如何考評員工表現摘要績效考核是現代企業人力資源管理的重要內容。通過對中國企業現階段績效考核中存在問題的探討，提出了完善績效考核的改進對策。績效管理是經理與員工之間工作職責和提高工作績效問題持續進行的溝通過程。合作各方應明白他們為什么會成為合作伙伴，從而支持這項工作。績效評價只是績效管理的一個環節，不要將兩者混淆。介紹績效管理的挑戰性：回避績效管理工作的原因：經理：報表和程序沒有意義；沒有時間；害怕沖突；反饋和觀察問題。（績效管理--防止問題發生的時間投資，保證管理者有時間做自己應該做的事情）

員工：槽糕經歷；對即將發生的事情沒底；不懂績效管理的意義；不喜歡收到批評。二、績效管理的判斷標準：1.組織成功的因素：①協調內部各單位的手段，向著共同目標努力；②問題出現時，有找到問題的方法，發現問題或者阻止問題；③遵守法律規定，得到法律保護；④做重大決策時，有獲得信息的途徑；⑤不斷提高員工的素質，以使組織更有競爭力。2.績效管理方法必須對組織、對管理者有用，實現績效管理的唯一原因就是幫助員工去的成功。3.要明白好的方法是如何設計的以及是什么因素使他發生作用。4.績效管理的挑戰是如何找到實用、有意義的方法去完成它，這點需要思想和智慧。績效管理是一個系統：1.績效計劃--啟動績效管理的關鍵點：員工和管理者一同合作，就員工做什么，做到什么程度等問題進行識別、理解。2.持續的績效溝通：雙方追蹤進展情況、找到影響績效的障礙以及得到使雙方成功所需信息的過程。

溝通方法：①四處走動進行觀察；②會見員工；③讓員工進行工作回顧；3.績效診斷：用以識別引起個人、部門甚至組織績效問題的真實原因的溝通和解決問題的過程。4.績效管理是大系統中的一個小系統。要想得到最大的收益，必須完成績效管理的全部環節，而不是其中的一部分。5.績效管理同戰略計劃、預算、員工發展、員工工資獎勵制度、質量提高計劃等都是相關的。做好進行績效管理過程要做的準備工作。1.關鍵的兩點：①同員工一起收集對建立有意義、可度量的目標所需要的信息；②做一些基礎工作，以便在整個績效管理過程中能與員工充分協作。2.獲取信息和數據績效管理有效果的部分原因就是它能幫助組織、單位和全體員工朝著一個方向努力。3.某些“小目標”信息：①每個員工的工作描述；②員工上次績效回顧資料以及相關文檔績效計劃：1.三個步驟：準備、會見、敲定計劃。2.你的工作職責、你應該做什么、如何衡量你的成功？3.①設置氣氛和抓住重點；②回顧相關信息--多問、少講；③使工作職責和目標具體化；④確定成功的標準；⑤討論有哪些困難以及需要什么幫助；⑥討論重要性級別和授權問題；4.注意：在整個績效管理過程當中，應注重與員工溝通思想是行動的先導，要進行有效的績效溝通，首先在思想上一定要重視。績效溝通貫穿于績效循環的各個環節，在任何一個環節都發揮著重要作用，離開了績效溝通，主管人員的任何單方面的決定都將影響員工的工作熱情、影響績效管理。沒有績效溝通就沒有績效管理。為了使績效管理在正常的軌道上運行，真正發揮其作用，企業必須把主管與員工的績效溝通作為重中之重加以研究和發展，通過制度的規范，讓績效管理成為主管的習慣，員工的習慣，用對話和交流解決員工工作中的績效問題，使績效管理落到實處。績效評價的三種方法：1.個人績效評價的困境：最好的歌劇演員與業余管弦樂隊同臺演出。歌劇演員發揮極至，但是效果還是很糟糕。沒有人是孤立存在的，僅關注個人，就不能解決問題。我們要求在個人的基礎上對員工的績效進行評價，但如果我們強調個人績效而不看前因后果以及限制績效的條件，我們沒有進步，因為我們沒有找到真正的原因--可能會因為員工不能控制的事情而懲罰員工，也可能因為錯誤的理2.不管采用什么辦法評估績效，避免兩個陷阱很重要：①不要做績效問題出現或“總是員工的錯”這樣的假設；②沒有任何評估能給出“為什么發生”和“發生了什么的全貌”。評價只是開始，是做進一步討論以及診斷的起始點。3.績效評價的三種方法：①評級方法：組成：待評價的特征、區