绩效考核外文翻译文献
绩效考核外文翻译文献
(文档含中英文对照即英文原文和中文翻译)
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 V AK 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
(绩效考核)绩效管理基本方法
绩效管理基本方法 国内许多企业实行的绩效考核，其实只是绩效管理中的壹个环节。完整的绩效管理应当是壹个循环流程，包括绩效目标制订、绩效辅导、绩效考核和绩效激励等内容。美世咨询上海公司的人力资本咨询总监林光明指出，俩者最大的不同于于，绩效考核是于年底对过去绩效情况的回顾，甚至有些公司是到了年底才匆忙制订了考核的标准、条款和权重，“针对的是点”；而绩效管理则是向前见，侧重过程，通常需要壹年时间完成整个流程。 年初，每位员工均需要制订绩效目标，然后由直接主管对他进行不定期的辅导、调整，考察目标完成的情况和存于的问题，于年中六、七月时作回顾和反馈，最后才是年底的评估考核，且把绩效结果和激励机制相挂钩。“如果辅导和反馈做得到位，于绩效年度过程中不断地监督和开发绩效，那么年终的绩效评估就只是壹个正式的讨论形式，压力就会大大减少了。”翰威特资深顾问Lucy.Zhou这样说。 分则壹：目标分解和制订 这是绩效管理过程中最初始的壹个环节，指标设计是否合理，决定了企业上下是否能够纵向壹致地达成战略目标。包括美世、翰威特、博意门和思滕思特-远卓于内的绝大多数咨询公司于介绍成功的绩效管理案例时，均不约而同地提出，整个企业首先要就愿景目标和长期战略达成共识。“把公司的战略目标从上向下进行沟通，是绩效管理很重要的增加值。”Lucy.Zhou强调。
根据调查，战略目标制订之后，只有10%的企业能够按计划实施，而90%则是最终不了了之。对个人来说，传统的绩效目标设定是根据岗位职责制订的，有可能每个人岗位职责均完成得很好，可是和公司目标没有什么关系，整体战略没有完成。“这就造成了脱节，正确的做法不是从下到上累加，而应当是个人绩效目标从公司战略纵向分解下来。”博意门咨询的孙永玲博士指出，从战略分解的高度来见，人力资源部门显然力量不足，壹定要有公司高层的介入，才能够实现跨部门的推动。 企业提出的下壹年目标，如要提高客户满意度、要提高管理能力等等，给员工的感觉多数比较抽象，没有为他们的工作提供明确界定，导致了实施上的困难。联想集团于这方面的做法值得借鉴。联想每年均举行公司战略制订会议和分解会议，这个会议不是壹般的纸上谈兵了事，而是从高层到事业部，从事业部到具体的运营部门，从部门主管到员工的沟通和教育会议。会议的结果，就是公司的战略目标深入到每位员工，使他们明白要做什么，做到什么程度。 通过逐层分解，每位员工就会得到量身定做的几项关键绩效指标，也就是KPI。林光明分析，不同的KPI驱动着不同的行为方式，权重的设定也决定着员工的工作是否能和公司战略方向保持壹致。他以理发店为例解释说，如果战略目标是提高客户满意度，吸引更多客源，而把理发师的会员卡推销数量指标建的权重太强，就会引起客户反感，损害整个店的形象；为了调整偏差，这时应适当提高常客数量指标，促使理发师提升客户满意度。
外文文献-绩效考核管理系统
英文文献及翻译 文献题目An Overview of Servlet and JSP Technology 文献作者Nagle ,Wiegley 题目翻译Servlet和JSP技术简述 参考人 院 (系) 专业班级 学号
1 A Servlet's Job Servlets are Java programs that run on Web or application servers, acting as a middle layer between requests coming from Web browsers or other HTTP clients and databases or applications on the HTTP server. Their job is to perform the following tasks, as illustrated in Figure 1-1. Figure 1-1Web middleware role 1.1 Read the explicit data sent by the client. The end user normally enters this data in an HTML form on a Web page. However, the data could also come from an applet or a custom HTTP client program. 1.2 Read the implicit HTTP request data sent by the browser. Figure 1-1 shows a single arrow going from the client to the Web server (the layer where servlets and JSP execute), but there are really two varieties of data: the explicit data that the end user enters in a form and the behind-the-scenes HTTP information. Both varieties are critical. The HTTP information includes cookies, information about media types and compression schemes the browser understands, and so on. 1.3 Generate the results. This process may require talking to a database, executing an RMI or EJB call, invoking a Web service, or computing the response directly. Your real data may be in a relational database. Fine. But your database probably doesn't speak HTTP or return results in HTML, so the Web browser can't talk directly to the database. Even if it could, for security reasons, you probably would not want it to. The same argument applies to most other applications.You need the Web middle layer to extract the results inside a document.
酒店服务质量管理外文文献翻译
文献出处：Borkar S, Koranne S. Study of Service Quality Management in Hotel Industry [J]. Pacific Business Review International, 2014, 6(9): 21-25. 原文 Study of Service Quality Management in Hotel Industry Borkar; Sameer Abstract It is an attempt to understand the role of quality improvement process in hospitality industry and effectiveness in making it sustainable business enterprise. It is a survey of the presently adopted quality management tools which are making the hotels operations better focused and reliable and meet the customer expectations. Descriptive research design is used to know the parameters of service quality management in hospitality industry. Exploratory research design is undertaken to dig out the service quality management practices and its effectiveness. Data analysis is done and presented; hypothesis is tested against the collected data. Since the industry continuously tries to improve upon their services to meet the levels of customer satisfaction; Study presents tools for continuous improvement process and how it benefits all the stake holders. It can be inferred from the study that the hotel implement continuous improvement process and quality management tools to remain competitive in the market. The study involves hotels of highly competitive market with limited number of respondents. This limits the study to hotel industry and has scope of including other hospitality service providers as well. Keywords:Customer Satisfaction, Perception, Performance Measurement, Continuous, Improvement Process. Introduction It has brought paradigm shifts in the operations of hospitality industry. The overall perspective of the industry is changed due to introduction of new techniques
绩效考核标准(中英文)
绩效考核标准Performance assessment standard 序号S/N 项目 ITEM 内容 CONTENT 权重 weight 1 工作态度 Working attitude 1，品德端正，遵纪守法，每月无违反公司的各项管理规定和制度（3）； Possess virtue, following regulations, no violation of company regulations within one month（3）. 2，工作认真负责，积极主动，能吃苦耐劳，服从安排（3）；Reliable and active to work, capable of doing hard job, obedience to work arrangement(3) 3，为公司利益不计个人得失，扎根本职工作，锐意进取，为公司员工树立 良好形象并起到带头作用（3）Take company interest as first priority, make more progress based on your win duty to set an good example to other staff in company(3). 4，热爱公司，维护公司形象，认同公司企业文化，爱岗敬业，乐于助人， 与同事相处融洽，有团队精神和集体荣誉感（3）；Trust company from inside your heart, protect company culture and image, be loyal to company, possess sense of team spirit and collective honor(3). 5，良好的个人形象和素养（3）suitable personnel appearance and cadibre(3)，个人（工序）岗位7S工作做得好（10）do well at implementation of 7S working standard(10)； 6，每月内无任何被投诉记录（经查实的）；受到领导、员工或雇主普遍好 评的（3）No compliance received within one month, get high praise from boss, master and other working staff(3). 28% 2 工作能力 Working capability 8，生产的重点就是平衡产量和质量，不能要求产量忽视了质量，也不能 因质量忽视了产量，达到并超过专业技能或业务水平优秀，完全胜任本职 工作，把质量放到首位；The most important point of production is to keep balance between product quality and quantity. （考核办法：按返工、修复频次和数量核算，找不到责任人，班组长承担 所有罚款，每个罚款?10，再每个扣1分，扣完为止，如果已外发客户因质 量问题退回返工，每个罚款?20 Assessment rules: for each unqualified product, the person who is responsible will be fined 10 NAIRAS and lose 1 point, until all available points are gone. For each unqualified product which is detected by customer, the fine would be 20 NAIRAS. Squad leader will be responsible for the fine if the direct responsible cannot be found ） 20% DISCOVERY INTERNATIONAL FZE 拓展国际自贸区公司
供应商质量管理文献翻译(外文翻译-中英对照)
互利共赢的供应商质量控制 前言 近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS0９000族标准以及QS 9０00标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。 1、质量与企业共存 质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同。如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起,而后从中选择零件重新组装成车，然后驾车绝尘而去。这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。显然在当时，汽车零件具有互换性是一种了不起的质量特性,这也是福特公司的Ｎ型车和T型车取得辉煌成功的重要原因.时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性.可见质量的内涵是不断变化的.那么究竟什么是质量呢？ （１)市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客"争夺战中，质量、价格、交付（交付日期、方式和手段）和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点.它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。 （2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。 众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新. ２、企业与供应商质量控制 随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。 ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。企业要贯彻这一原则,就必须
绩效考核与绩效管理方案
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第一条：为加强公司对员工的绩效管理和绩效考核工作，特制定本制度。 绩效考核的宗旨在于： 1、考察员工的工作绩效； 2、作为员工奖惩、调迁、薪酬、晋升、退职管理的依据； 3、了解、评估员工工作态度与能力； 4、作为员工培训与发展的参考； 5、有效促进员工不断提高和改进工作绩效。 第二条：绩效管理是指上级为了不断提高和改善下属员工职业能力与工作业绩所做的一系列管理活动。 第三条：绩效考核是指上级对直接下级的工作结果进行定期的评估，是绩效管理的一个重要环节。 第四条：绩效管理和绩效考核是各级直线管理者不可推卸的责任，人力资源部负责指导、监督和提供技术方面支持。 第五条：员工绩效管理与绩效考核的档案，是公司重要的人力资源管理基础性 材料，必须妥善保管。 第六条：本制度规定的绩效管理与绩效考核对象包括公司内所有员工，除实习生、退休和岗下人员外的本公司全体员工均适用；管理培训生的考核，不属于本制度范围，由股份公司具体规定。 第七条：本制度规定的绩效管理与绩效考核的责任主体是各职位的直接管理者，不采取全方位考核的方式，但上级管理者拥有员工考核结果调整的权力。 第八条：各级管理者必须强化对绩效管理与绩效考核的观念，牢固树立绩效管理与绩效考核的责任意识，包括： 1、员工的业绩就是管理者的业绩； 2、各级管理者是员工责任的最终承担者，对被评估人的工 作业绩进行公正地评估，确定被评估人的绩效评估等级；为被评估 人的业绩达成提供必要的支持； 3、不断提高和改善下属的职业能力和工作业绩，是管理者 不可推卸的责任； 4、在绩效管理与绩效考核过程中，下属必须始终保持高度 的参与性，有如实填写个人业绩之义务，并有权对不公正、不合理 的绩效评估提出申诉.各级管理者必须随时与下属进行沟通。
产品部门绩效考核表
产品部门绩效考核表 考核项目考核标准自我 评价 主管 评价 备注 各类文档质量出色完成，内容充实完善，有新意有亮点10 按要求完成，符合撰写要求，基本不需修改8 基本完成，内容框架大致完成，需润色 6 部分完成，内容需要经过多次的补充与完善 4 未完成，不能按时按量完成所需文档的撰写工作0 市场调查研究充实、合理、针对性强，为产品规划决策具有强有力的支持10 有针对性，为产品规划决策提供应有的支持8 提出分析，为产品规划决策提供部分支持 6 提出分析，但内容偏离，不能为产品规划决策提供支持 4 没有进行市场调查研究，不能为产品规划决策提供支持0 针对用户需求所做的产品优 化能够全方位地感受用户需求，对产品的功能和内容提出切实可行的 优化意见，且事后被证实合理 10 基本能够感受用户需求，对产品的功能和内容提出较为可行优化意 见，且事后被证实合理 8 大致能够感受用户需求，对产品的功能和内容提出较为可行优化意 见，且事后被证实部分合理 6 能够部分感受用户需求，对产品的功能和内容提出的优化意见有待 商榷 4 对用户需求感受不深，对产品的功能和内容所提出优化意见有待商 榷，且事后被证实不合理 项目间规划与 协调不同产品线的发展战略、具体策略和实施步骤能及时有效地兼顾市 场变化和公司战略，有一定的前瞻性 10 不同产品线的发展战略、具体策略和实施步骤基本能兼顾市场变化 和公司战略 8 不同产品线的发展战略、具体策略和实施步骤勉强兼顾市场变化和 公司战略，反应略微滞后 6 不同产品线的发展战略、具体策略和实施步骤不能有效兼顾市场变 化和公司战略 4 不同产品线的发展战略、具体策略和实施步骤存在严重冲突、有重 大缺陷 单个产品周期内工作的规划与协调准确及时地平衡市场、运营、产品的策略关系，产品的滚动计划和 年度规划合理有效，明显减少研发相关费用，对公司获得利润方面 贡献显著（相对往年同期） 10 能及时平衡市场、运营、产品的策略关系，产品的滚动计划和年度 规划合理，能够减少研发相关费用（相对往年同期） 8 能及时平衡市场、运营、产品的策略关系，产品的滚动计划和年度 规划合理 6 能及时平衡市场、运营、产品的策略关系，产品的滚动计划和年度 规划欠佳 4 不能平衡市场、运营、产品的策略关系，产品的滚动计划和年度规 划很差
员工激励外文文献Word版
1. 原则之一：激励要因人而异 由于不同员工的需求不同，所以，相同的激励政策起到的激励效果也会不尽相同。即便是同一位员工，在不同的时间或环境下，也会有不同的需求。由于激 励取决于内因，是员工的主观感受，所以，激励要因人而异。 在制定和实施激励政策时，首先要调查清楚每个员工真正需要的是什么。将这 些需要整理、归类，然后来制定相应的激励政策帮助员工满足这些需求。 2. 原则之二：奖励适度 奖励和惩罚不适度都会影响激励效果，同时增加激励成本。奖励过重会使员工 产生骄傲和满足的情绪，失去进一步提高自己的欲望；奖励过轻会起不到激励 效果，或者使员工产生不被重视的感觉。惩罚过重会让员工感到不公，或者失 去对公司的认同，甚至产生怠工或破坏的情绪；惩罚过轻会让员工轻视错误的 严重性，从而可能还会犯同样的错误。 3. 原则之三：公平性 公平性是员工管理中一个很重要的原则，员工感到的任何不公的待遇都会影响 他的工作效率和工作情绪，并且影响激励效果。取得同等成绩的员工，一定要 获得同等层次的奖励；同理，犯同等错误的员工，也应受到同等层次的处罚。 如果做不到这一点，管理者宁可不奖励或者不处罚。 管理者在处理员工问题时，一定要有一种公平的心态，不应有任何的偏见和喜好。虽然某些员工可能让你喜欢，有些你不太喜欢，但在工作中，一定要一视 同仁，不能有任何不公的言语和行为。 1. 激励员工从结果均等转移到机会均等，并努力创造公平竞争环境。 举例来说，吴士宏在IBM从一个打扫卫生的人做起，一步一步到销售业务员， 到地区负责人，到中国区总经理，是什么原因呢？除了个人努力，还应该说 IBM良好的企业文化给了一个发展的舞台，那就是每一个人都有无限的发展机会，只要有能力就会有发展的空间，实现自我，这在很多企业是做不到的，这 种体制无疑会给员工莫大的激励作用。 2. 激励要把握最佳时机。 ——需在目标任务下达前激励的，要提前激励。 ——员工遇到困难，有强烈要求愿望时，给予关怀，及时激励。 3. 激励要公平准确、奖罚分明 ——健全、完善绩效考核制度，做到考核尺度相宜、公平合理。 ——克服有亲有疏的人情风。 ——在提薪、晋级、评奖、评优等涉及员工切身利益热点问题上务求做到公平。 4. 推行职工持股计划。
质量管理文献综述
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【精品】绩效管理与绩效考核制度
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