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 inquiry

Abstract

In 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 and

appropriately assess the performance, and do a good job in management.

1.Performance appraisals - purpose and how to make it easier

Performance appraisals are essential for the effective management

and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.

Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish

individual training needs and enable organizational training needs analysis and planning.

Performance appraisals also typically feed into organizational

annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year.

Performance appraisals generally review each individual's

performance against objectives and standards for the trading year,

agreed at the previous appraisal meeting. Performance appraisals are

also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.

Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and

fostering positive relationships between management and staff.

Performance appraisals provide a formal, recorded, regular review of

an individual's performance, and a plan for future development.

Job performance appraisals - in whatever form they take - are

therefore vital for managing the performance of people and organizations.

Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one

discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.

Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.

Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.

Put off discussions and of course they loom very large. So don't

wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this.

If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.

So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.

2.Appraisals, social responsibility and whole-person development

There is increasingly a need for performance appraisals of staff and especially

managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; 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 the

next 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 and

managing 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 and

effectively 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 which

all employers compete to attract the best recruits, and

to 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 exit

interview 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 appropriate

It is sometimes fashionable in the 'modern age' to dismiss

traditional 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 one

finds 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 long

term

(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 on

People 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 cost

effective 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 they

are 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 they

are 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 appraisals

Aside 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. The

appraisals 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。本文将重点探讨关于绩效考核的类型及其效

果问题，分析目前绩效考核的种类，并探究如何正确适当地进行绩效考核，做好管理工作。

1、考绩考核的用途和如何使其易于实现

绩效考核根本上是对职员有效的管理和评估。评估帮助开发个体, 改进组织表现, 并投入业务规划。正式的绩效考核,一般每年组织一次全体工作人员的考核。他们的直线经理估价各个职员。董事考核首席执行官,鉴定委员会主席或公司所有人,根据公司的规模和组织结构。

年度绩效考核,能规定管理和监测标准,同意期望和目标,代表团的职责和任务。人员的业绩考核,建立个人培训需求,并对组织的培训需求进行分析及规划。

绩效考核也典型地对组织每年薪水和分级的回顾，通常也刚好与下一年的贸易计划一致。

绩效考核一般审查在营运一年里，每一个人在上年定下的业绩目标和标准。绩效考核也是十分必要的关系到个人的职业生涯规划,更重要的工作,和整个组织。绩效考核的重要性是为员工的激励、态度和行为的发展,沟通和协调了个人和组织的目标,培养积极的关系管理和工作人员。

绩效考核提供了正式的记录,定期检验个人的业绩,以及未来发展的规划。

工作绩效考核，无论其采取何种形式，因此,关键是管理业绩的人组织。

经理和评估者普遍厌恶评估,尽量避免评估。对这些人来讲评价是一项艰巨而费时。评估过程被他们看成是一项困难的行政工作和情绪的挑战。年度考核也许是唯一的一次,去年以来,两个人坐在一起一对一地对一个有意义的评估进行讨论。难怪评比是有压力的,这便违背了考核的目的。

如果老板满足每个员工单独和定期作一对一的讨论,贯穿全年，评比则容易得多,尤其是较为宽松。

有意义的定期讨论工作、职业目标、进步、发展的希望和梦想、生命和宇宙、电视台、共同利益等等。不管什么，考核变得容易了,因为人们相互了解和信任,这样可以减少全部的压力和不确定性。

暂缓讨论的话，问题当然也就显得非常大。所以不要等到年度考核才坐下来谈，老板或评估者可以煽动。

如果你是一个害羞的老板带领下的员工,那就请你带个头。如果您是一个很少坐下和人谈话的上司，或员工不习惯于与他们的上司谈话。那么要设置放松的气氛和改进关系。评估(工作),当人们良好的沟通和相互了解，一切都变得容易。

所以大家坐下来一起谈,因为这往往是你可以做的,然后当实际正式考绩时候，大家会发现整个过程要来得自然,快速,容易,有很多更富有成效。

2、考核过程中社会责任感和全人发展

有越来越需要考绩人员,尤其是经理,主任,把责任与企业责任,代表会聚各种企业责任概念,包括:“三重底线”、企业社会责任(CSR)、可持续性、企业诚信和道德、公平贸易等的组织必须决定在多大程度上把这些责任体现在岗位职责,进而相应地自然地反映在成绩评价的程度,因此在更多有关考绩这方面的责任是在主任的工作说明部分。

也明显,虽然这个评价纲要必然是一种正式的结构,这并不等于说,发展与评估必须是正式和制约。事实上刚好相反，考核必须正视的“全人”的发展,不只是工作技能或所需的技能,为今后推广。

考核不应歧视任何人的年龄,性别,性倾向,种族,宗教和残疾等。

英国就业平等(年龄)条例2006(符合欧洲),自2006年10月1日,使其特别重要的是要避免任何评论,判断,意见问题或决定,可能会被认为受评是基于年龄。这意味着年轻人和老年人。年龄,随着其他特征上面,不是一个合法的基础上进行评估和管理的人,除非有适当的“客观理由”可以证明。看到年龄多样化信息。

在设计或规划,并进行考核,寻求帮助的全人的成长,在什么方向发展,他们要的是什么,不仅仅是为了查明明显相关的工作技能培训。越来越多的最佳雇主了解到,越来越多的“全人”和积极的态度,进步的动力,并培养出许多新的技能,能够出现相关工作成效,有效地参与任何形式安全的组织.

发展全人教育也是一个重要方面,现代公司的责任,而分开(如果你需要一个纯粹的商业导向,鼓励采用这些原则)全人的发展是一个关键的优势,在就业市场,其中所有雇主竞争,以吸引最好的新兵,并保留最好的员工。

因此,在评议过程中,有创造性和想象力的讨论,发现和确定的全人的发展,人们会对此回应,除了一般的职业技能设定,并把这种发展纳入考核过程。马思50年前就承认这了。

如果你是雇员，而你的雇主尚未拥抱甚至认同这些理念,他们是帮你自己的评价,并建议他们看看这些想法。或者,何况它在你离开面试前参加了一个较好的雇主关心的人,不只是工作。

多元智能测试及vak学习风格测验是非常有用的工具,用以鉴定,之前或之后,为了帮助人们了解其自然潜力和优势,而且帮助经理了解这对他们的人。有很多出

去的人都在工作,而不是让他们使用和发展其最大的优点;所以,我们越是能帮助民间了解自己特殊潜力并找到角色,真正适合的幸福。

3、正确绩效考核是有益和适当的

有时是时髦的“现代”辞退的传统工艺，如考核作为无关紧要或无益。必须十分小心，但如果考虑取消评比从自己组织的做法。现在看来，考评者的考核过程中有一些人不能进行得非常好。这是人类共同的反应要扔掉一些人的认定困难。评比，以什么形式出现，并有多处已经有了主心骨管理几十年来，好理由。

想想一切考绩才能成就和贡献，当他们得到妥善的管理，例如:

(1)绩效衡量-透明,短期,中期和长期

(2)澄清,确定,重新确定重点和目标

(3)志气能帮助的宗旨和目标

(4)动机成绩和反馈

(5)培训需求和学习欲望--评估与协议

(6)辨识个人的长处和方向,包括未隐藏实力

(7)个人和组织职业生涯规划

(8)团队角色澄清和团队精神

(9)组织培训需求评估与分析

(10)评估者与经理人互相认识,了解和关系

(11)解决矛盾和误解

(12)加强和层叠的组织观念,信念,目标,战略,优先等

(13)代表团认为,更多的责任,员工的增长和发展

(14)辅导及反馈

(15)经理发展的一切优秀管理者应能进行评比以及它的基本过程

(16)不胜枚举

人少了面对面在一起的时间,这些日子。考绩提供一种方法来保护和管理这

些宝贵的面对面的机会。我的忠告是:坚持以培育这些情况下,而如果你处于压

力之下,以取代考绩某种(显然)更有效率和成本效益方法相信你能够平安涵盖各个

方面的表现和态度发展到一个良好的运行性能考核制度,自然是为了实现。

有各种不同的表现进行评比而观念的改变时间的推移,什么是最有效的考核办

法和制度。有些人主张传统思路和形式;有些倾向于360度全方位式的考核;其他建议用多了一张空白纸。

事实上各类绩效考核,如果适当地进行，而更好，如果考核过程是清楚的解释,

同意的,所涉及的人。

经理们需要的指导,培训和鼓励,如何进行考核。其是诋毁和赞誉，帮助着急经

理(主任)的发展和适应考核方法,为他们工作。有弹性，有很多方式进行考核,尤

其是多种方式,化解疑虑和恐惧的经理及考评者喜爱。尤其鼓励人们一起坐下审查

非正式会议,并时常这消除了大量的压力管理者和考评者在正式评议。离开一切以单作或休息时间讨论一次,今年是自找麻烦和不安。

放眼世界,特别是对警示标志的消极落后态度对待考核。这是最常见的下一位

资深经理或处长讨厌进行评议通常是因为他们感到不舒服的经验进行。高级经都是浪费时间,而让他们成为一种自我实现理/总监通常会听到他们说考核不行, 的预言。

所以说,绩效,在未经训练(需要者),但没有解释或协商并进行差将会产生反效果,浪费大家的时间。

精心准备和周密的考绩提供了独特的机会,帮助考评者和管理者的改善和发展,

并因而也组织他们一起工作。

就像任何其他进程,如果考绩也没有工作,并不责怪的过程中,问自己是否被好

好训练,解释,并确定进行。

4、有效的绩效考核

除了正式传统(每年一次,为期六个月,按季或按月)考核中,有许多不同的方法作绩效评价。使用任何方法取决于评价的目的,个别和环境的影响。

正式的年度绩效考核的一般是凌驾文书汇集和审查所有的其他上年的性能数据。

考绩应当是积极正面的经验。在考核过程中提供了发展的平台和动力,因此, 企业应树立一种感觉,考核都是正面的机会,为了取得最佳的人们和过程。某些企业考核被广泛认为是相当少的欢迎(“阻拦会议”是不寻常的描述),它提供了一个基础,只有在它发展的恐惧和怨恨,所以,千万从未使用人员考核制度,处理违纪或警示作用,反而应当经处理另行安排会议。

5、业绩和能力评估的类型

(1)正式年度考绩

(2)试用评语

(3)非正式一对一审查讨论

(4)辅导会议

(5)观察职务

(6)技能或职业相关检验

(7)转让或任务遵循的审查,包括借调(临时工封面或转让)

(8)评估中心,包括观察组的演习,测试情况介绍等

(9)与调查他人意见的人打交道

(10)心理测验和其他行为评

(11)笔迹分析

但这些方法是相互排斥的。所有这些绩效评估方法可以用来在与他人的情况和组织的政策。凡这些过程的方法,经理必须保持书面记录而要确保一致，跟进行动。解释所有的审查情况,就可以简称为正式评估。

定期举行非正式一对一的审查会议,为每年的正式鉴定会大大降低了压力和所需的时间。每个月举行非正式审查是所有工作人员的理想。

关于力的外文文献翻译、中英文翻译、外文翻译

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毕业设计说明书 英文文献及中文翻译 学院：专 2011年6月 电子与计算机科学技术软件工程

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my friend and I are taking a , we are seeing a boy sit on the chair,he is crying,we go and ask him.“what’s the matter with you” he tell us“I can’t find my dog can you help me”.“yes,I can”.And we help him find his dong .oh it stay under the big tree! 今天我和我的朋友一起去散步。突然我们看见一个男孩坐在椅子上，他哭的很伤心。我们走过去问他：“你怎么了”。他告诉我们：“我的狗不见了，你们能帮我找到它吗”。“是的，我们能帮你找到你的狗”然后我们帮助他找到了他的狗，原来是它呆在一棵大树下。 day an old man siselling a big young man comes to the elephant and begins to look at it old man goes up to him and says inhis ear,“Don't sa y anything about the elephant before I sell it,then i'll give you some money.”“All right,”says the young the old man slles the elephant,he gives the young man some money and says,“Now,can you tell me how you find the bad ears of theelephant?”“I don't find the bad ears,”says the young man.“Then why do you look at the elephant slowly?”asks the old young man answers,“Because I never see an elephant before,and I want to know what it looks like.” 一天，一个老的男人正在卖一头大象。一个年轻的男人走向大象然后开始慢慢看着它（大象），这个老的男人走向他对着他的耳朵说，“不要在我卖出它（大象）之前说关于它（大象）的事，然后我会给你一些钱。”“好的”，这个年轻的男人说。在这个老的男人卖出大象后，他给了年轻的男人一些钱并且说，“现在，你可以告诉我你是怎样知道大象的坏的耳朵了吧？”“我不知道坏的耳朵”，这个年轻的男人说。“然后为什么你慢慢的看着大象？”这个老的男人问。这个年轻的男人回答，“因为我在这之前从来没有见过大象，还有我想知道它（大象）是什么样子的。” 3.An old woman had a cat. The cat was very old; she could not run quickly, and she could not bite, because she was so old. One day the old cat saw a mouse; she jumped and caught the mouse. But she could not bite it; so the mouse got out of her mouth and ran away, because the cat could not bite it.? Then the old woman became very angry because the cat had not killed the mouse. She began to hit the cat. The cat said, "Do not hit your old servant. I have worked for you for many years, and I would work for you still, but I am too old. Do not be unkind to the old, but remember what good work the old did when they were young."? 一位老妇有只猫，这只猫很老，它跑不快了，也咬不了东西，因为它年纪太大了。一天，老猫发现一只老鼠，它跳过去抓这只老鼠，然而，它咬不住这只老鼠。因此，老鼠从它的嘴边溜掉了，因为老猫咬不了它。? 于是，老妇很生气，因为老猫没有把老鼠咬死。她开始打这只猫，猫说：“不要打你的老仆人，我已经为你服务了很多年，而且还愿意为你效劳，但是，我实在太老了，对年纪大的不