Performance Evaluation of a Hierarchical Replication Protocol Synchronous versus Asynchrono

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performance evaluation 英语4

performance evaluation 英语4A performance evaluation is a process used to measure an individual's or organization's performance against established standards or goals. It is typically used to identify areas of strength and weakness, and to provide feedback and guidance for improvement.Performance evaluations can be conducted in a variety of settings, including in the workplace, in education, and in sports. In the workplace, performance evaluations are often used to evaluate employees' job performance, to determine promotions and bonuses, and to identify areas where additional training or support may be needed.In education, performance evaluations are used to assess students' academic progress and to identify areas where they may need additional support or instruction. In sports, performance evaluations are used to evaluate athletes' performance and to identify areas where they may need to improve their skills or strategies.The process of conducting a performance evaluation typically involves setting clear performance standards or goals, collecting data or observations about the individual or organization's performance, and comparing that performance to the established standards or goals. The evaluator then provides feedback and guidance to the individual or organization, highlighting areas of strength and areas where improvement is needed.Overall, performance evaluations are an important tool for helping individuals and organizations to improve their performance and achieve their goals. By providing feedback and guidance, performance evaluations can help individuals and organizations to identify areas where they need to focus their efforts in order to achieve greater success.。

绩效考核表英文版

Unsatisfactory
Expectation
Communication Skills: internal & external Time Management Skills Decision Making Ability Organizational Ability Technical Skills Analytical Skills Problem Solving Skills Initiative/ Spirited Leadership & Coaching Skills Negotiation Skills Task Ownership Teamwork Customer Dealing: internal & external Flexibility Dependability Overall Evaluation
Position/ Title Company Entity Direct Report HK/ PRC
Employee’s Name
Date Joined
Division
Appraisal Period
Department
Appraisal Venue
Ratings Unsatisfactory Below Expectations Meets Expectations Exceeds Expectations Outstanding
2. _____/ 25 _____/ 25 _____/ 25 _____/ 25 _____/ 100

performance evaluation国开英语作业

Performance Evaluation in the WorkplacePerformance evaluation is a crucial aspect of any organization, as it not only gauges the productivity of employees but also helps in aligning individual goals with the overall objectives of the company. In this assignment, we will explore the various facets of performance evaluation, its importance, and how it can be effectively implemented in the workplace.Performance evaluation is a process that assesses the degree to which an employee has met the expectations set out in their job description. It typically involves objective measures of an employee's work, such as the quantity and quality of their output, as well as subjective measures, such as their attitude, professionalism, and teamwork.The importance of performance evaluation cannot be understated. Firstly, it provides a clear understanding of an employee's strengths and areas for improvement. This information can then be used to develop training programs or provide guidance on how to improve specific skills or behaviors. Secondly, it acts as a motivator for employees to work harder and excel in their respective roles. By knowing that their performance is being evaluated, employees are more likely to put in extra effort to achieve better results. Finally, it also helps in maintaining a high standard of work ethics and professionalism within the organization.To ensure that performance evaluation is conducted effectively, several key factors need to be considered. Firstly, clear and SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals should be set for each employee. These goals act as a roadmap for employees to guide their work and measure their progress. Secondly, regular feedback and supervision are essential. Employees should be appraised on a regular basis and provided with constructive criticism on their performance. This feedback should be given in a timely manner to allow for any necessary adjustments or improvements.Moreover, performance evaluation should be conducted fairly and objectively. Biases and subjective opinions should be minimized by using objective criteria and reliable assessment methods. To ensure transparency, the evaluation process should be well-documented and communicated clearly to employees. They should be informed about the evaluation criteria, how their performance will be measured, and how the evaluation will be used to inform decisions about their future within the organization.In conclusion, performance evaluation is a critical component of organizational success. It not only helps in assessing individual performance but also acts as a tool for development, motivation, and maintaining high standards of work ethics. By implementing fair, objective, and well-communicated evaluation processes, organizationscan ensure that their employees are performing at their best and aligning their efforts with the overall objectives of the company.。

绩效评估英文

绩效评估英文Performance EvaluationPerformance evaluation is a crucial process used by organizations to assess the performance and productivity of their employees. It aims to determine how well employees are performing their assigned tasks and meeting their objectives. This process plays a vital role in enhancing employee performance, identifying their strengths and weaknesses, and providing them with appropriate feedback and guidance for improvement.There are several methods used for performance evaluation, each with its own advantages and limitations. The most commonly used method is the traditional performance appraisal, which involves the supervisor providing feedback to the employee based on their performance throughout the year. This method is often considered subjective due to the reliance on the supervisor's observation and judgment. However, if implemented effectively, it can provide valuable insights into an employee's performance.Another widely used method is the 360-degree feedback, which involves obtaining feedback from multiple sources, including peers, subordinates, and supervisors. This method provides a comprehensive assessment of an employee's performance from various perspectives. It helps to eliminate biases and provides a more accurate evaluation of an employee's strengths and weaknesses. However, it can be time-consuming and requires careful coordination among various stakeholders.Goal setting is another important component of performanceevaluation. By setting clear and measurable goals, employees have a benchmark against which their performance can be evaluated. It also helps employees to focus their efforts and align their actions with the organizational objectives. However, goals must be realistic and attainable to promote motivation and enhance performance.In addition to evaluating individual performance, organizations also evaluate team performance. This includes assessing how well team members collaborate, communicate, and achieve their collective goals. Team performance evaluation helps identify areas where the team can improve and encourages collaboration and synergy among team members.Performance evaluation should not be viewed as a one-time event but rather an ongoing process. Regular and timely feedback is essential for employees to understand how they are performing and to make necessary adjustments. It is important for supervisors to provide constructive feedback that highlights both areas of improvement and commendable performance. This helps employees to develop their skills, overcome weaknesses, and enhance their overall performance.While performance evaluation aims to improve employee performance, it is also crucial to consider the impact of the organizational culture and work environment on performance. Factors such as leadership, training, and resources can significantly influence an employee's ability to perform their job effectively. Organizations need to provide a supportive and conducive work environment that promotes employee development and motivation.In conclusion, performance evaluation is a critical process that helps organizations assess employee performance and productivity. It involves various methods, such as traditional performance appraisal and 360-degree feedback, to provide a comprehensive assessment of an employee's performance. The process should be ongoing, with regular feedback and goal setting, and should consider the influence of the organizational culture and work environment on performance. By implementing effective performance evaluation processes, organizations can improve employee performance, identify areas for improvement, and foster a culture of continuous learning and development.。

performance evaluation methods

performance evaluation methodsPerformance evaluation is one of the most critical aspects of any organization. It refers to the process of assessing an employee's work performance against predetermined standards of performance. The primary objective of performance evaluation is to identify the strengths and weaknesses of an employee and provide feedback to help them improve their work.There are several methods of performance evaluation used in organizations. This article will discuss some of these methods in detail.1. Self-EvaluationSelf-evaluation is a method of performance evaluation in which employees assess their performance against predetermined goals and standards. This method involves employees reflecting on their work, identifying their strengths and weaknesses, and documenting their accomplishments.Self-evaluation can be a valuable tool, as it allows employees to take ownership of their performance, encourages self-reflection, and can improve communication between employee and employer.2. Peer EvaluationPeer evaluation is a method of performance evaluation in which an employee's performance is assessed by their colleagues. This method involves colleagues providing feedback on the employee's work, interpersonal skills, and overall contribution to the team.Peer evaluation can be a useful tool, as it provides employees with valuable feedback from their colleagues, encourages teamwork and collaboration, and can help identify areas for improvement.3. Manager EvaluationManager evaluation is a method of performance evaluation in which an employee's performance is assessed by their manager. This method involves the manager providing feedback on the employee's work performance, as well as their contribution to the organization.Manager evaluation can be effective if the manager has a good understanding of the employee's work and can provide constructive feedback. However, this method can also be biased, as managers may be influenced by personal biases or factors outside of work.4. 360-Degree Feedback360-degree feedback is a method of performance evaluation in which an employee's performance is assessed by multiple sources, including colleagues, managers, and customers. This method involves gathering feedback from a variety of perspectives to provide a comprehensive view of theemployee's performance.360-degree feedback can be an effective tool, as it provides a more complete picture of an employee's performance, encourages collaboration and teamwork, and can help identify areas for improvement.In conclusion, there are several methods of performance evaluation used in organizations. Each method has itsstrengths and weaknesses, and the most effective method will depend on the objectives of the evaluation and the culture of the organization. Employers should consider using a varietyof methods to provide a comprehensive view of an employee's performance and encourage ongoing development and improvement.。

绩效考评英文版课件

The courseware covers a wide range of topics, including the importance of performance evaluation in organizational management, different performance evaluation methods and their characteristics, as well as practical cases and experiences in performance evaluation
Performance monitoring
Regular track progress towards performance goals and identifying any issues or challenges that may arise
Feedback session
01
Hold regular feedback sessions to discuss performance, provide constructive criticism, and offer guidance on improvement
To provide feedback and guidance to employees on their performance: Performance evaluations allow employees to understand how their work is being evaluated and identified as where they excel and where they need to improve This feedback can help employees set goals and develop action plans for professional development

Performance Evaluation and Management(绩效评估和管理)

2. Participants set objectives that are realistic, challenging, clear, and comprehensive
3. Supervisor, after consulting with the employee, establishes the criteria for assessing the accomplishment of the objectives
Time consuming, must be disciplined to log in incidents, reveals critical behaviors that can be fed back easily.
Difficult to develop, time consuming, great for providing specific feedback to aid in improving performance.
oriented, does not engage in comparisons among employees.
9 - 18
MBO Program Process (1 of 2)
1. Supervisor and employee conduct meetings to define key tasks of the subordinate and to set a limited number of objectives (goals)
5. Discuss the evaluation with the employee
6. Make decisions and file the evaluation
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效能评估英语

效能评估英语Performance evaluation is an important process for any organization as it allows for the measurement and improvement of employee effectiveness and productivity. This evaluation often includes various methods such as feedback, goal setting, and performance appraisals. In this essay, I will discuss the importance of performance evaluation and some effective methods for conducting it.Firstly, performance evaluation provides feedback to employees, which is crucial for their growth and development. By providing constructive criticism and highlighting areas for improvement, employees can learn from their mistakes and strive to enhance their performance. Feedback also serves as a means of recognition and reward for a job well done, boosting employee morale and motivation.Secondly, performance evaluation helps in setting clear and measurable goals for employees. By defining their objectives and expectations, employees can prioritize their tasks and work towards achieving them. Setting goals also allows managers to monitor progress and provide necessary support and guidance, ensuring that employees are on track.Thirdly, performance evaluation facilitates the identification of training and development needs. By assessing employee performance, managers can identify areas where additional training or skill development is required. This can help in creating targeted training programs and workshops to bridge the skill gap and improve overall employee performance.There are several effective methods for conducting performance evaluation. One method is the 360-degree feedback, where feedback is gathered from multiple sources including peers, subordinates, and customers. This comprehensive feedback provides a holistic view of an employee's performance and helps in identifying areas for improvement. Another method is the Management by Objectives (MBO), where employees and managers jointly set goals and objectives that are specific, measurable, achievable, relevant, and time-bound (SMART). This method ensures that employees are aligned with the organization's objectives and allows for regular monitoring of progress.Performance appraisals are also commonly used to evaluate employees' performance. This method involves reviewing an employee's performance over a specific period and assessing their strengths and weaknesses. It provides an opportunity for managers to discuss career aspirations, provide feedback, and set development plans for the future.In conclusion, performance evaluation is crucial for organizational success as it helps in measuring and improving employee effectiveness and productivity. It provides feedback, sets clear goals, and identifies training needs. By using effective methods such as 360-degree feedback, MBO, and performance appraisals, organizations can ensure a fair and comprehensive evaluation of employee performance.。

企业绩效评估英文文献

Performance evaluation usually also known as performance appraisal or "performance" is the enterprise borne by each worker in the work of the application of science and qualitative and quantitative methods, workers and the actual results of the enterprise value of the contribution or assessment and evaluation. It is an important corporate personnel management, strong corporate governance is one of the means. The purpose of performance evaluations by each individual assessment improve the efficiency, and eventually realize the goal of enterprise.In the enterprise for performance evaluation work, we need to do a lot of related work. First, the need for performance evaluation of the meaning of scientific explanation, the entire organization of a unified understanding. Performance appraisal is an integral part of modern organizational management tool. It is a periodic review and evaluation of staff performance management system, is in charge of or related personnel to staff the work of the evaluation system. Effective performance appraisal, can not only identify each employee's contribution to the organization or inadequate, but also on the whole of the management of human resources to provide decisive assessment information, so that we can improve organizational feedback function, improve staff performance, but also Motivation, could also serve as a fair and reasonable reward staff basis.Performance appraisal is the sum of a series of related concepts, which include: to the work, performance standards, evaluation, assessment interviews, in-service counselling. Performance Assessment and Application PerformanceTrue performance management system is not just a simple set at the beginning of appraisal standards, and then evaluate the end of the year, but by the beginning of a performance plan for post-job himself clearly in the direction of the efforts in the performance of the ongoing efforts of the year, senior officers provide ongoing guidance and feedback, to help complete the various layers of the target level.Therefore, a performance management system is not just the performance objectives of the completion of the final evaluation, and performance goals should be a whole process of comprehensive management, including performance objectives determined in the implementation of the day-to-day or stage inspection and guidance, feedback, the amendment, the HKEAA , incentives, it is a cyclical cycle process. This cyclical process of the last cycle is a key step is: formulate scientific and rational evaluation methods, performance assessment and appraisal, and the right incentives. Performance Assessment examination usually led by the Human Resources Department is responsible for organizing, coordinating, the relevant departments to coordinate.A performance evaluation(1) PurposeThe actual performance of the past performance and plan for the difference between a formal evaluation to identify ways to improve and enhance the performance of the future.(2) evaluation and assessment content1. Actual performance over the past year review and assessment, including the collection of key performance indicators or targets implementation of the results, and actual results will have set standards for the control and decide the scores level.2. Performance for the next year to develop or adapt key performance indicators, objectives and capacity development plans.3. Determine remuneration adjustments and incentive programme.(3) The results of the implementation of collection1. Human Resources is responsible for organizing from the relevant departments or units to meet.2. The objective of the examination, during examination should be done prior to the meeting and some of the preparatory work, the performance of the officers concerned to collect specific implementation of the various aspects related to listen to the feedback: that the subordinate staff of the internal and external customer feedback. Relevant text files, data information, you recall peacetime observation. And the actual performance of individual employees and conduct performance and capacity than the clear understanding, and preliminary assessment of the performance of staff, Score-level performance and capacity situation. Arrangements for a performance discussion with the staff and meeting time, subordinate to the message: You attach great importance to this meeting.3. For the staff: staff must be assessed prior to the meeting that the agenda for the meeting. Notice two weeks ago and the best in him to get to know the purpose of the meeting, some of the staff had completed its preparations for the performance of prior information and self-assessment.(4) Calculation of individual performance scoresTo enable employees work performance among comparable to the effective implementation of incentive, the commonly used performance percentile calculation method to assess the performance of individual employees completion. Individual performance score is calculated as follows: Individual performance scores = ∑ (KPIi performance percentile × KPIi weight) × KPI total weight + ∑ (target completion percentile × weight) × objective of the total weight(5) individual performance feedbackAfter the annual evaluation, the results should be the timely performance feedback to be evaluated, in the assessment of people have no objection to the circumstances, with the incentive for individuals linked. Who has been assessed objections, the companies can appeal the appeals process.The same as the mid-term review, performance assessment can be conducted to discuss the performance feedback.(6) Performance Evaluation discussion1. Stressed that the purpose of performance evaluation and the meeting will discuss the agendaSet a relaxed atmosphere for the discussion on Performance Evaluation main purpose is to explore how to improve future performance. Reaffirming the importance of participation by staff. Itemized on the completion of targets or goals. In both preparations, the plans and performance evaluation form included in the targets or goals for the article-by-article discussions on the situation, subordinate to each indicator or target for a summary. Share your observation of their performance. No need to be discussed specific details but rather on the results of a highlight goal to reach or exceed the situation.2. Itemized assessment scores levelOn the list of all key performance indicators or targets itemized effect of the completion of discussions, the first to subordinate their key performance indicators or targets in accordance with the completion of standards for measuring scores level, do you think that those more suitable Score - to discuss those differences do you think there are scores level, and review of performance to find the facts, focus on performance rather than the facts themselves, access to the scores of consensus. If the preliminary goals and measurable indicators of a clear, in their daily work and ongoing guidance and tracking of medium-term, comprehensive performance assessment meeting acknowledged the difficulty can be reduced significantly, because they are not the results are particularly surprised.3. Performance for diagnosisIn the assessment of those who completed better performance indicators and targets as well as those who have not completed the targets and goals of the reasons for analysis, in what some staff shown consistent patterns of behaviour to obtain certain strengths or weaknesses led to a certain? What if we adopt a different approach may achieve our goals or standards?4. Discuss improvement planTold the staff and the total score after the personal performance evaluation scores. Asked to maintain good performance, can be taken to resolve issues related to the programme of action. Records of these action programmes for the development of annual performance plans standby. Formulatecorresponding area of capacity development, concrete actions and the desired results.5. Higher-level managers reviewedManagers at all levels will be the performance of its staff assessment results reported to the higher authorities, managers reviewed, the higher their managers for performance evaluation and assessment of the views of the two sides that the final assessment resultsSecond, the results of performancePerformance management and reward must be linked to incentive mechanisms can reflect its value. According to the staff performance appraisal results determine a reasonable pay incentives, performance appraisal is to ensure that the principal means of incentives and the core problem. In the design of the performance management system at the same time, we are also in accordance with their own characteristics for the synchronous design staff at all levels of the performance-related pay system.Performance results will be used normally as follows:1. Promotion wage (because of the specific situation in the promotion case may be)2. Performance bonuses determined (specifically identified because of the way the case may be)3. Career developmentPerformance Management is the ultimate goal of improving productivity and efficiency, through the success of each employee contributed to the success of enterprises. When staff performance evaluation scores of lower-level, we should discuss how to improve the performance required for the completion of the ability to improve performance and develop a plan of action. According to the results of performance assessment, in conjunction with other assessment, identifying outstanding performance, good quality, excellent innovation capability of managers and staff through job rotation, special training, etc., from the quality and the ability to conduct a comprehensive training, adjustments in the team added officers, to give priority to be promoted. At the same time, through the comparison of the results of performance assessment, analysis, evaluation was to identify the quality of representation and the gap between positions, in accordance with company management policy andlong-term development strategy for the management requirements, design and implementation of targeted training and timely improving management capacity and level.For those who can not meet the required performance, capacity is not significantly improve the staff to consider whether there are other suitable positions better than the original position to play its role. Through the careerdevelopment of employees, performance, the ability to work or personal behaviour and the career prospects of staff link to each other, thereby strengthening the ability to improve performance and the awareness of all the staff to improve the ability to complete performance targets. Also the human cost to the performance of transformation, the transformation of human capital to be specific implementation.In order to better the performance of the different performance management, talent can refer to the following matrix model.Table 7: talent Matrix ModelAnd the potential for high capacityInLowMedium outstanding qualified failurePerformance4. Other incentivesImplementation of pay linked to performance, although the performance of the staff to upgrade the level of better incentives, and is also a major incentive. But it is undeniable their own, there are also some limitations, but because of organizational factors, environmental factors and personal factors also caused a fixed wage increases and incentive bonuses specific operational difficulty and complexity of these problems are properly resolved, will be detrimental to performance incentives incentives.In actual operation should be actively avoid these negative factors can be considered in a larger scope reward and incentive approach. The realization of growth in wages and performance bonuses for major awards and incentives, with other incentives, and to reward with a continuous policy framework, and give full play to the potential role of other incentives, can be used to make up for the performance of wages restrictive role. Below other incentives for a brief description:To master the different forms of incentives, as well as the effect of different incentives, is the first step in the implementation of effective incentives. In the broad perspective, the incentives can be divided into two categories:One is external incentives. Including wage increases, performance bonuses and other rewards the nature of incentives, such as job promotion, training opportunities, study tour, tourist resort, from the high-level recognition and commendation.The second category is intrinsic reward. Including its own staff of the incentives (such as a sense of achievement), welfare, conferred the honorarytitle given challenging responsibilities, important and meaningful work, set goals and make decisions, such as the influence.These stresses in the form of incentives, according to different types, different locations, as well as staff time needs of different incentives for different incentives, real incentives to achieve this purpose it is necessary to make things right incentives, rewards employees have liked things that we should follow the implementation of incentive when one of the principles. Another incentive should also be in the grasp of achievement should not be confined to the understanding of the best employees; incentives to specific, and timely.Third, performance plans to amendThe company's strategic direction or will be the focus of the company each year with the different stages of development of the company or outside competition to the changing situation to be adjusted accordingly, the level of departments or work of staff of the target will be adjusted accordingly. Upon completion of performance appraisal, in a wide range of listening to the views of various parties on the basis of performance management should be on the practice of concluding a comprehensive analysis of concrete from the following considerations:1. Performance Performance Assessment Scheme content (including key performance indicators, setting objectives)Identify the most successful part of what? What is the most difficult operation? What is not meaningful? Targets adjustment will be reflected in the major work activities or key regional results. In addition, even if the work is the same or similar activities as the key to regional results, but also because of the completion of the outcome of the capacity of regional or external factors and other factors to be adjusted accordingly, and this adjustment will be reflected in the measurement standards.2. Performance Plan target (including key performance indicators and challenges of the goal indicators indicators, as well as the completion of targets set standards)According to actual performance compared with the objectives to determine whether the targets set reasonable value, and the next year the value of performance indicators defined plan will provide experience and guidance. 3. Performance guidance and enhanced methods and performance evaluation and reporting methods.On guidance and assessment methods to conduct a comprehensive analysis of the test, remove unreasonable factors, and the amendment. In a comprehensive summation of the basis of the analysis, according to the company's new business development plan and the annual operating budget objectives, and revised performance plan to the next round of the operating performance plan.。

Performance Evaluation of an Operating System Transaction Manager

PERFORMANCE EV ALUATION OF AN OPERATING SYSTEMTRANSACTION MANAGERAkhil Kumar and Michael StonebrakerUniversity of CaliforniaBerkeley, Ca., 94720AbstractA conventional transaction manager implemented by a database management system (DBMS) was compared against one implemented within an operating system (OS) in a variety of simulated situations. Models of concurrency control and crash recovery were constructed for both environ-ments, and the results of a collection of experiments are presented in this paper.The results indi-cate that an OS transaction manager incurs a severe performance disadvantage and appears to be feasible only in special circumstances.1. INTRODUCTIONIn recent years there has been considerable debate concerning moving transaction manage-ment services to the operating system.This would allow concurrency control and crash recovery services to be available to any clients of a computing service and not just to clients of a data man-ager.Moreover, this would allow such services to be written once, rather than implemented within several different subsystems individually.Early proposals for operating system-based transaction managers are discussed in [MITC82, SPEC83, BROW81]. More recently,additional proposals have surfaced, e.g: [CHAN86, MUEL83, PU86].On the other hand, there is some skepticism concerning the viability of an OS transaction manager for use in a database management system.Problems associated with such an approach have been described in [TRAI82, STON81, STON84, STON85]. and revolve around the expected performance of an OS transaction manager.In particular,most commercial data man-agers implement concurrency control using two-phase locking [GRAY78]. A data manager has substantial semantic knowledge concerning its processing environment. Hence,it can distinguish index records from data records and implements a two-phase locking protocol only on the latter objects. Special protocols for locking index records are used which do not require holding index locks until the end of a transaction.On the other hand, an OS transaction manager cannot imple-ment such special tactics unless considerable semantic information can be given to it.Crash recovery is usually implemented by writing before and after images of all modiﬁed data objects to a log ﬁle.To ensure correct operation, such log records must be written to disk before the corresponding data records, and the name write ahead log (W AL) has been used to This research was sponsored by a grant from the IBM Corporationdescibe this protocol [GRAY81, REUT84].Crash recovery also beneﬁts from a specialized semantic environment. For instance, data managers again distinguish between data and index objects and apply the W AL protocol only to data objects.Changes to indexes are usually not logged at all since they can be reconstructed at recovery time by the data manager using only the information in the log record for the corresponding data object and information on the existence of indexes found in the system catalogs.An OS transaction manager will not have this sort of knowledge and will typically rely on implementing a W AL protocol for all physical objects.As a result, a data manager can optimize both concurrency control and crash recovery using specialized knowledge of the DBMS environment. The purpose of this paper is to quantify the expected performance difference that would be incurred between a DBMS and an OS transaction manager.Consequently,we discuss in Section 2.1 the assumptions made about the simulation of a conventional DBMS transaction manager In Section 2.2 we turn to discussing the environment assumed in an OS transaction environment and then discuss intuitively the differences that we would expect between the two environments. Section3presents the design of our simulator for both environments, while Section 4 closes with a collection of experiments using our simulator. 2. TRANSACTION MANAGEMENT APPROACHESIn this section, we brieﬂy review schemes for implementing concurrency control and crash recovery within a conventional data manager and an operating system transaction manager and highlight the main differences between the two alternatives.2.1. DBMS Transaction ManagementConventional data managers implement concurrency control using one of the following algorithms: dynamic (or two-phase) locking [GRAY78], time stamp techniques [REED78, THOM79], and optimistic methods [KUNG81].Several studies have evaluated the relative performance of these algorithms.This work is reported in [GALL82, AGRA85b, LIN83, CARE84, FRAN83, TAY84]. In[AGRA85a] it has been pointed out that the conclusions of these studies were contradictory and the differences have been explained as resulting from differing assumptions that were made about the availability of resources. It has been shown that dynamic locking works best in a situation of limited resources, while optimistic methods perform better in an inﬁnite-resource situation.Dynamic locking has been chosen as the concurrency control mechanism in our study because a limited-resource situa-tion seems more realistic.The simulator we used assumes that page level locks are set on 2048 byte pages on behalf of transactions which are held until the transaction commits.Moreover, index lev e l locks are held at the page level and are released when the transaction is ﬁnished with the corresponding page.Crash recovery mechanisms that have been implemented in data managers include write-ahead logging (WAL) and shadow page techniques.These techniques have been discussed in [HAER83, REUT84].From their experience with implementing crash recovery in System R, the designers concluded that a WAL approach would have worked better than the shadow page scheme they used [GRAY81]. In a another recent comparison study of various integrated concur-rency control and crash recovery techniques [AGRA85b], it has been shown that two-phase lock-ing and write-ahead logging methods work better than several other schemes which were consid-ered. In view of this a W AL technique was simulated in our study.We assume that the before and after images of each changed record are written to a log.Changes to index records are not logged, but are assumed to be reconstructed by recovery code.2.2. OS Transaction ManagementWe assume an OS transaction manager which provides transparent support for transac-tions. Hence,a user speciﬁes the beginning and end of a transaction, and all objects which he reads or writes in between must be locks in the appropriate mode and held until the end of the transaction. Clearly,if page level locking is selected, then performance disasters will result on index and system catalog pages.Hence, we assume that locking is done at the subpage level, and assume that each page is divided into 128 byte subpages which are individually locked. Coonse-quently,when a DBMS record is accessed, the appropriate subpages must be identiﬁed abd locked in the correct mode.Furthermore, the OS must maintain a log of every object written by a transaction so that in the event of a crash or a transaction abort, its effect on the database may be undone or redone. We assume that the before and after images of each 100 byte subpage are placed in a log by the OS transaction manager.These entries will have to be moved to disk before the corresponding dirty pages to obey the WAL protocol.The reason for choosing this level of locking and logging granularity is because larger gran-ularities seem clearly unworkable, and this particular granule size is close to the one proposed in an OS transaction manager for the 801 [CHAN86].2.3. Main DifferencesThe main differences between the two approaches are:the DBMS transaction manager will acquire fewer locksthe DBMS transaction manager will hold locks for shorter timesthe DBMS will have a much smaller logThe data manager locks 2048 byte pages while the OS manager locks 100 byte subpages. Moroever, the DBMS sets only short-term locks on index pages while the OS managr holds index level locks until the end of a transaction.The larger granule size in the DBMS solution will inhibit parallelism; however the shorter lock duration in the indexes will have the opposite effect. Moreover, the larger number of OS locks will increase CPU time spent in locking.The third difference is that the log is much larger for the OS alternative.The data manager only logs changes made to the data records.Corresponding updates made to the index are not logged because the index can be reconstructed at recovery time from a knowledge of the data updates. For example, when a new record is inserted, the data manager does not enter the changes made to the index into the log.It merely writes an image of the new record into the log along with a 20-byte message indicating the name of the operation performed, in this case an insert. On the other hand, the OS transaction manager will log the index insertion. In this case half of an index page must be rearranged, and the before and after images for about 10 subpages must be logged.and after-images of all these sub-pages.These differences are captured in the simulation models for the data manager and the OS transaction manager described in the next section.3. SIMULATION MODELA100 Mb database consisting of 1 million 100-byte records was simulated.Since sequen-tial access to such a large database will clearly be very slow, it was assumed that all access to the database takes place via secondary indexes maintained on up to 5 ﬁelds.Each secondary index was a3-level B-tree. To simplify the models it was assumed that only the leaf level pages in theindex will be updated.Consequently,the higher level pages are not write-locked. The effect of this assumption is that the cost associated with splitting of nodes at higher levels of the B-tree index is neglected. Since node-splitting occurs only occasionally,this will not change the results signiﬁcantly.The simulation is based on a closed queuing model of a single-site database system.The number of transactions in such a system at any time is kept ﬁxed and is equal to the multipro-gramming level, MPL, which is a parameter of the study.Each transaction consists of several read, rewrite, insert and delete actions, and its workload is generated according to a stochastic model described below. Modules within the simulator handle lock acquisition and release, buffer management, disk I/O management, CPU processing, writing of log information, and commit processing. Each job is assigned CPU time in a round-robin manner.CPU and disk costs involved in traversing the index and locating and manipulating the desired record are simulated.First, appropriate locks are acquired on pages or sub-pages to be accessed.In case a lock request is not granted because another transaction holds a conﬂicting lock, the transaction has to wait until the conﬂicting transaction releases its lock.Next a check is made to determine whether the requested page exists in the buffer pool.If the page is not in the buffer,a disk I/O is initiated, and the job is made "not ready".When the requested pages become available, the CPU cost for processing it is simulated.This cycle of lock acquisition, disk I/O (if necessary), and processing is repeated until all the actions for a given transaction are completed.The amount of log informa-tion that will be written to disk is computed from the workload of the transaction and the time for this task is accounted for.When a transaction completes, a commit record is written to the log in memory and I/O for this log page is initiated.As soon as this commit record is moved to disk the transaction is considered to be over and a new transaction is accepted into the system.Check-points are simulated at 5 minute intervals. Deadlock detection is done by a timeout mechanism. The maximum duration for which a transaction is allowed to run is determined adaptively.Figure 1 lists the major parameters of the simulation.The parameters that were varied along with the range of variation are listed in Figure 2.Figure 3 gives the values assigned to the ﬁxed parameters.The number of disks available,numdisks,was varied between 2 and 10. cpu_mips,the processing power of the cpu in mips, was kept at 2.0.The cpu cost of various actions was deﬁned in terms of the number of cpu instructions they would consume.For exam-ple,cpu_lock the cost of executing a lock-unlock pair,was initially kept at 2000 instructions and reduced in intervals to 200 instructions.In order to simulate a real-life interactive situation, two types of transactions, short and long, were generated with equal probability.The number of actions in a short transaction was uniformly distributed between 10 and 20.Long transactions were deﬁned as a series of two short transactions separated by a think time which varied uniformly between 10 and 20 seconds.A cer-tain fraction,frac1,of the actions were updates and the rest were reads.Another fraction,frac2, of the updates were inserts or deletes.These two fractions were drawn from uniform distributions with mean values equal to modify1and modify2,respectively,which were parameters of the experiments.Rewrite actions are distinguished from inserts and deletes because the cost of processing these actions is different. A read or a rewrite action affects only one index while an insert or a delete action would affect all indexes. The index and data pages to be accessed by each action are generated at random.Assuming 100 entries per page in a perfectly balanced 3-level B-tree index, it follows that the second-level index page is chosen at random from 100 pages, while the third-level index page is chosen at random from 10,000 pages.The data page is chosen at random from 71,000 pages.(Since the data record size is 100 bytes and the ﬁll factor of each data page is 70%,buf_size:size of buffer in pagescpu_ins_del:cpu cost of insert or delete actioncpu_lock:cost of acquiring lockcpu_IO:cpu cost of disk IOcpu_mips:processing power of cpu in mipscpu_present:cpu overhead of presentation servicescpu_read:cpu cost of read actioncpu_write:cpu cost of rewrite actiondisk_IO:time for one disk I/O in mili secmodify1:av e rage fraction of update actions in a transactionmodify2:number of inserts, deletes as a fraction of all updatesMPL:Multiprogramming Levelnumdisks:number of disksnumindex:number of indexespage_size:size of a pagesub_page_size:size of a sub-page in bytesFigure 1: Major parameters of the simulationthere are 71,000 data pages.)The main criterion for performance evaluation was the overall average transaction process-ing time,av_proc_time.This is deﬁned as:Total number of transactions completedTotal time takenNotice that av_proc_time is the inverse of throughput.Another criterion,performance gap,was buf_size:250,......,1000 pagescpu_lock:200,......2000 instructionscpu_mips:2.0modify1:5,....,50MPL:5,......,20numdisks:2,........,10numindex:1,2,......,5Figure 2: Range of variation of the parametersused to express the relative difference between the performance of the two alternatives.Perfor-mance gap is deﬁned as:(av_proc_time os−av_proc_time data)x100av_proc_time datawhereav_proc_time os:transaction processing time for the OS alternativeav_proc_time dm:transaction processing time for the data manager alternative4. RESULTS OF THE EXPERIMENTSIn this section we discuss the results of various experiments which were conducted to com-pare the performance of the two alternatives.4.1. Varying Multiprogramming LevelIn the ﬁrst set of experiments, the multiprogramming level was varied between 5 and 20. The number of disks,numdisks was2and the cost of executing a lock-unlock pair,cpu_lock was 2000 instructions.Modify1was kept at 25 which means that on the average, 25% of the actions were updates and 75% actions were reads.Modify2was made 50 indicating that on the average about half the updates were rewrites and the remainder were inserts or deletes.The average trans-action processing times for various multiprogramming levels are shown in Figure 4.The ﬁgure shows that the average transaction processing time,av_proc_time falls sharply when the multiprogramming level increases from 5 to 8 because the utilization of disk and cpu resources increases.The improvement in av_proc_time,however, tapers off as MPL increases beyond 15 because the utilization of one of the resources saturates.The ﬁgure also shows that the data manager performs consistently better by more than 20%.When MPL is 15 or 20, the perfor-mance gap is 27%.This gap is due to the increased level of contention in the indexes and the extra cost of writing more information into the log.The OS transaction manager writes a log which is approximately 30 times larger than the data manager log.cpu_IO:3000 instructionscpu_present:10000 instructionscpu_read:7000 instructionscpu_write:12000 instructionsdisk_IO:30 mspage_size:2048 bytessub_page_size:100 bytesFigure 3: Values assigned to ﬁxed parameters210310ﬁle graph4Figure 4: Average processing time as a function of multiprogramming level4.2. Varying Transaction MixIn order to examine how the transaction mix affects the performance of the two alternatives, modify1,the average fraction of modify actions (i.e., the sum of rewrite, delete and insert actions) as a percentage of the total number of actions was varied and the average transaction processing time was determined.The value of modify1affects the logging activity in the system, and, conse-quently,it was also expected to alter the relative performance of the two alternatives.Modify1was kept variously between 5 and 50.The multiprogramming level was kept at 15, while the cost of setting a lock was 2000 instructions.The average transaction processing time as a function of modify1is shown in Figure 5.The ﬁgure shows that av_proc_time grows linearly with increasing modify1in both cases, although the slope of the line is much greater for the oper-ating system alternative.When the average fraction of modify operations is 5, the performance gap between the data manager and the OS transaction manager is small (7%).However, the gap widens as modify1increases and becomes 45% when modify1is 50.There are two reasons for this behavior.First, contention is less when modify1is small. Contention occurs when one transaction tries to write-lock an object which is already read-locked by another transaction or when an attempt is made to lock an object which is write-locked by another transaction.When the fraction of modify actions is small, fewer write-locks are applied, and, hence, contention is reduced.Secondly,since fewer objects are write-locked, the amount of data logged for crash recovery purposes is also reduced.Both these factors beneﬁt the OS alter-native more than they do the data manager.Therefore, the relative performance of the OS trans-action manager improves.These experiments show that the transaction mix has a drastic effect on the relative perfor-mance of the two alternatives being considered.It appears that the OS transaction manager would be viable when updates are few(say,less than 20%).However, when the fraction of update actions in a transaction is high, the extra overhead incurred in performing transaction manage-ment within the OS is severe.4.3. High Conﬂict SituationThe next set of experiments was conducted to see how the two alternatives would behave when the level of conﬂict is increased.Reducing the size of the database increases the conﬂict level because the probability that two concurrent transactions will access the same object becomes greater.Therefore, in order to compare the two alternatives, the size of the database was used as a surrogate for the level of conﬂict, and av_proc_time was determined for various values of database size.The transaction size was kept constant while the size of the database was210310ﬁle graph5Figure 5: Average processing time as a function of transaction mixreduced in intervals from 100 Mb to 6.4 Mb.The number of entries in each index page was reduced correspondingly in such a way that the B-tree remained balanced.For example, if the number of entries on an index page of a 3-level B-tree is reduced from 100 to 50, and the B-tree is kept perfectly balanced, there would be 125,000 entries in the leaf-level pages of the B-tree index. Since a record in our model is 100 bytes wide, this corresponds to a 12.5 Mb database.In each case, the simulator was modiﬁed for the new size of the database.The multipro-gramming level was kept at 10 and modify1was50. Figure6shows the behavior of the two alter-natives for various database sizes.The database size is plotted on the X-axis on a logarithmic scale. Note that a smaller value for the database size indicates a higher level of conﬂict. The av_proc_time is plotted on the Y-axis.In both cases,av_proc_time increases as the database becomes smaller.Furthermore, the performance gap widens from 28% for a 100 Mb database to 51% for a 6.4 Mb database.This means that the performance of the OS transaction manager drops more sharply than that of the data manager.This happens because contention increases faster in the OS transaction manager than in the data manager since the former holds locks on the index pages for a longer duration. This factor overshadows any advantages that the OS alternative gets from applying ﬁner granular-ity locks.This experiment illustrates that in high-conﬂict situations the OS alternative becomes clearly unacceptable.210310ﬁle graph6Figure 6: Transaction processing time for various database sizes4.4. Adding More DisksWith 2 disks and a 2 mips cpu the system became I/O-bound.To make it less I/O-bound, the number of disks,numdisks was increased in intervals from 2 to 10, and av_proc_time was determined for both alternatives.MPL was kept at 20 and cpu_lock was made equal to 2000 instructions. The av e rage transaction processing time as a function of number of disks is plotted in Figure 7.Tw o observations should be made.First, when numdisks is increased from 8 to 10 the improvement in performance is negligible. Therefore,with 8 disks the system becomes cpu-bound. Secondly,with 2 disks the performance gap is 27% while with 10 disks it widens to 60%. This means that the performance gap in a cpu-bound system is two times as large as in an I/O-bound system.When the system is I/O-bound the gap is mainly because the OS transaction man-ager has to write a larger log and, therefore, it consumes greater I/O resources.On the other hand, when the system is cpu-bound, the gap is explained by the greater cpu cycles that the OS transaction manager consumes in applying ﬁner granularity locks.4.5. Lower Cost of LockingThe experiments described above show that the OS transaction manager consumes far more cpu resources than the data manager.This occurs because, as explained earlier,the OS transac-tion manager must acquire more locks than the data manager.In this section we have varied the cost of lock acquisition in order to examine its effect on the performance of the two alternatives. Basically,the cost of executing a lock-unlock pair which was originally 2000 cpu instructions was reduced in intervals to 200 instructions.The purpose of these experiments was to evaluate what beneﬁts were possible if cpu_lock could be lowered through hardware assistance.It is obvious that a reduced cost of locking would improve system throughput only if the system were cpu-bound.This was done by increasing the number of disks to 8.The multipro-gramming level was kept at 20.Figure 8 shows the av_proc_time of the two alternatives for vari-ous values of cpu_lock.The performance of the OS transaction manager improves as cpu_lock is reduced while the data manager performance does not change.Consequently,the performance gap reduces from 54% to 30% as cpu_lock falls from 2000 instructions to 200 instructions.In the case of the data manager,the cost of acquiring locks is a very small fraction of the total cpu cost of processing a transaction, and therefore, a lower cpu_lock does not make it faster.On the other hand, since the OS transaction manager acquires approximately ﬁve times as many locks as the data manager this cost is a signiﬁcant component of the total cpu cost of processing a transaction210310ﬁle graph7Figure 7: Effect of increasing disks on transaction processing time210310ﬁle graph8Figure 8: Effect of cost of locking on average transaction processing timeand reducing it has an appreciable impact on its performance.These experiments show that a lower cpu_lock would improve the relative performance of the OS transaction manager considerably in a cpu-bound situation.However, inspite of this improvement, the data manager is still 30% faster.4.6. Buffer Size and Number of IndexesTw o more sets of experiments were done to examine how the buffer size and the number of indexes affect the relative performance of the two alternatives. In both sets,MPL was15, and modify1and modify2were 25 and 50, respectively.The buffer size which was 500 pages in all of the above experiments was kept variously at 250, 750, and 1000 pages.Table 1 shows the aver-age transaction processing time as a function of buffer size for the two situations. The relative difference between the performance of the two alternatives is approximately 28% in all cases. Therefore, the buffer size does not seem to affect the relative performance of the OS transaction manager as compared to the data manager.In all of the experiments above,the number of indexes was kept at 5.In the next set of experiments the parameter numindex was varied to see how it affects the performance gap.Table 2shows the average transaction processing times and the performance gap for the two alterna-tives when numindex is varied from 1 to 5.When numindex is 5 the performance gap between the two alternatives is27% whereas with only one index it reduces to 9%.This occurs because asBuffer Size250 500 7501000Manager 1.64 1.57 1.50 1.46DataManager 2.10 2.00 1.92 1.88OSGap28% 27% 28%29%PerformanceTable 1: Average processing time for various buffer sizesdescribed above,all the indexes hav e to be updated for insert and delete actions.With fewer indexes the amount of updating activity is reduced and fewer locks have to be acquired. Hence the performance gap is reduced.This shows that if the number of indexes on the database is fewer,the relative performance of the OS transaction manager improves.5. Conclusion5.1. Implications for FeasibilityThe performance of an OS transaction manager was compaed with that of a conventional data manager in a variety of situations.With few exceptions, the OS transaction manager uni-formly performed more than 20% worse than the data manager which, in our opinion, is a sub-stantial performance penalty.The effect of several important parameters on the relative perfor-mance of the two alternatives was studied and analyzed.It was found that the OS transaction manager is viable when:the fraction of modify actions is lownumber of indexes on the database is lowconﬂict level is lowIf the above conditions do not hold then the performance of the OS transaction manager becomes unacceptable.Such restricted viability does not seem to justify the OS alternative.The effect of a lower cost of setting locks within the OS transaction manager was also examined. However, even when this cost was made very small, the OS alternative continued to be more than 20% inferior to the data manager.5.2. Future DirectionsIt is evident from our experiments that in order to make the operating system solution really viable it is necessary to provide a greater level of semantics into the OS.Such semantics will take the form of an ability to distinguish between data and index, and an algorithm for updating an index. Additionally,a capability has to be provided for the user to deﬁne the structure of the index and the data pages.All this will certainly make the operating system considerably more complex and whether it is worthwhile is an open question.Number of Indexes12345Manager0.95 1.12 1.27 1.42 1.57DataManager 1.04 1.37 1.58 1.80 2.00OSPerformanceGap9% 22%24% 27% 27%Table 2: Average processing time for varying number of indexes。

商务英语阅读(下册)(第二版) Unit 2 绩效考核共74页

Standard performance measures can even objectively measure some of the more subjective job performance areas, such as work habits. For example, you can establish an objective measure for attendance by defining the acceptable number of times an employee can be tardy or absent during a specific time frame.
Outline expectations for improvement. When you address areas where improvement is needed, outline your expectations for improvement and how you intend to help the employee meet them. For example, if an employee is speaking harshly with other employees and does not seem tolerant with patients, give the employee some examples of his or her behavior and offer some suggestions to resolve the problem, such as role-playing sessions or a communication skills/customer-service workshop or seminar. Define the boundaries by letting the employee know what is acceptable and what will not be tolerated, and then establish a plan for monitoring performance and re-evaluating the employee.

绩效管理

内容摘要绩效评价起源于美国，自20世纪90年代传入我国，以其完善的体系和持续改进的良性循环深受企业界管理者们的关注。

绩效评价是企业管理和提高生产力的重要手段和工具，进行企业档案管理工作绩效评价的目的是为了更好的产生工作激励，充分发挥档案的经济效益和社会效益。

随着社会档案意识的提高，越来越多的企业管理者意识到档案管理工作的重要性。

从现阶段来看，随着系统论、信息论、控制论等绩效基础理论的快速发展，绩效评价理论更加成熟，使其运用于企业档案管理的绩效评价成为可能。

本文通过对企业档案管理的绩效评价的必要性、可行性、原则、内容等方面的阐述，以期对进一步完善企业档案管理工作标准提供一定的理论借鉴，使企业档案工作更加科学化、规范化。

关键词档案管理；绩效；绩效评价The Performance Evaluation Research of Business Archives ManagementAuthor: Xiong yuanhang Instructor: Hao weibinAbstractPerformance evaluation originated in the U.S., and it was introduced into China in the 1990s, with its perfect system and continuous improvement by the virtuous cycle of corporate managers’concern. Performance evaluation is an important means to improve the production and business management, business performance evaluation purpose is to produce work motivation and give full play to the archives of the economic benefit and social benefit. Long with the improvement of social archive consciousness, more and more business managers realize the importance of archives management. With the fast development of system theory,information theory and cybernetics, the performance evaluation theory becomes more mature, making its application in business management possible. Through analyzing the business managing archives performance evaluation of necessity, feasibility, principles, contents, etc, this article provides certain theoretical reference, and makes business archives management becomes more scientific and standardized.Key wordsArchives management；Performance；Performance evaluation目录引言 (1)1企业档案管理绩效评价的必要性与可行性 (2)1.1企业档案管理绩效评价的必要性 (2)1.2企业档案管理绩效评价的可行性 (3)2企业档案管理绩效评价的原则 (4)2.1信息沟通原则 (4)2.2引导和激励的原则 (4)2.3工作目标和管理评价目的一致性原则 (5)2.4客观、公正、准确、全面的原则 (5)2.5科学性与实用性的原则 (6)3企业档案管理绩效评价的内容 (6)3.1档案收集工作的绩效评价内容 (7)3.2档案整理工作的绩效评价内容 (7)3.3档案保管工作的绩效评价内容 (8)3.4档案利用工作的绩效评价内容 (8)4企业档案管理绩效评价的流程与方法 (9)4.1企业档案管理绩效评价的流程 (9)4.1.1准备阶段 (9)4.1.2自评阶段 (10)4.1.3实测阶段 (10)4.1.4总结评定阶段 (10)4.2企业档案管理绩效评价的方法 (11)4.2.1直接评价法 (11)4.2.2间接评价法 (11)结语 (13)致谢 (14)参考文献 (15)企业档案管理的绩效评价研究班级：0704061班学号：070406136 姓名：熊远航指导教师：郝伟斌职称：讲师引言“绩效”一词由英文“performance”翻译而来，在20世纪80年代之前，国内几乎不使用这个词，20世纪90年代以后，随着国内管理学研究的兴起，“绩效”一词才逐渐流行起来。

绩效考核英文评价

绩效考核英文评价Performance Evaluation in EnglishPerformance evaluation is a crucial process for any organization to assess its employees' contribution and progress over a given period. This process is essential for the organization to identify areas of improvement and enhance employee productivity. English as a global language makes it necessary for companies to include English evaluations as a component to provide comprehensive feedback and guidance to their employees.Overview of Performance EvaluationPerformance evaluation consists of a comprehensive analysis of the employee's performance in their job's various aspects. It highlights their strengths, weaknesses, and areas of professional development possibilities. The evaluation process enables the manager to determine the employee's job suitability and provide feedback and support for their improvement. The evaluation process's success lies in its ability to help employees understand their role in the organization and how they can contribute positively.Components of Performance EvaluationThe performance evaluation process consists of several components that enable the organization and the employee to measure their progress and contributions adequately. These components include:1. Goals and Objectives - The employee's goals and objectives will determine the standards by which their performance will be evaluated. The manager must set clear, specific, measurable, and attainable goals, which will enable the employee to evaluate the success of their performance.2. Performance Metrics - These are the standards used to evaluate performance, which vary from one organization to another. They may include productivity, quality, attendance, communication skills, interpersonal skills, teamwork, and problem-solving abilities.3. Feedback - Employees need regular feedback to understand their strengths, weaknesses, and areas for improvement. Feedback enables managers to offer guidance and support, which helps employees achieve their goals and objectives.Importance of English Performance EvaluationIn today's highly globalized world, English has become the primary language used for business communication worldwide. Therefore, incorporating English into the performance evaluation process is essential for organizations that are looking to expandtheir operations globally. Below are some reasons why English evaluation is important:1. Global Reach - With English being a global language, employees must communicate effectively in English to conduct business with clients or colleagues worldwide.2. Improved Communication - English evaluations help employees become better communicators and understand the nuances of business communication, such as tone, word choice, and language structures.3. Professional Development - Evaluating employees' English skills enables the organization to identify areas of improvement and offer language training or development programs to improve communication skills and increase productivity.4. Consistency - By using a standardized English evaluation process, the organization can ensure the evaluation process's fairness and consistency across different branches and departments.ConclusionPerformance evaluation is an essential process that allows organizations to assess and manage their employees' job performance. Incorporating English as part of the evaluation process is crucial for organizations that operate in a globalized environment. By evaluating employees' English skills, providing feedback, and offering training programs and resources,organizations can cultivate effective communication and intercultural skills, which will lead to increased productivity and better business outcomes.。

人力资源-绩效评估Performance Evaluation(ppt 19页)

績效評估
以上准则必须综合考虑
國立中山大學企業管理系
9-6
谁来评估员工的绩效? (Who Should Evaluate the Employee?)
许多可能(MANY POSSIBILITIES)
直属上司 (Immediate supervisor) 委员会 (Committee of several supervisors) 同侪 (Employees’ peers or coworkers) 部属 (Employees’ subordinates) 无工作关系的第三者 (Someone outside the
强制选择 (Forced choice) 评述法 (Essay evaluation) 重大事件法 (Critical incident technique) 检查表 (Checklists and weighted checklists) 行为基准量表(Behaviorally anchored rating
员工发展 Development
激励员工 Motivation
任用规划 Employment
Planning
沟通
Communications
績效評估
遵守法令 Legal
Compliance
HRM研究 HRM
Research
國立中山大學企業管理系
9-4
绩效评估的主要问题
目的何在? 评估工具的选择? 主管的评估能力? 有无重大考虑因素(薪资负担、工会压力、员工流动率、
时间限制….)? 考核者的态度? 考核结果公布否? 考评要素的选定?
如银行: 业务量、敏捷性、业务态度制造业: 作业知识、速度、安全百货公司: 容姿、商品知识、顾客应侍力

performance evaluation理工英语4

performance evaluation理工英语4 Title: Performance Evaluation in EngineeringIntroduction:Performance evaluation plays a crucial role in various fields, including engineering. It allows organizations to assess the efficiency and effectiveness of their employees, processes, and systems. This article aims to delve into the concept of performance evaluation in the context of engineering, highlighting its importance and providing a comprehensive understanding of the subject.I. Importance of Performance Evaluation in Engineering:1.1 Ensuring Quality Output:- Performance evaluation enables organizations to identify and address any shortcomings in the engineering processes, ensuring high-quality outputs.1.2 Enhancing Efficiency:- By evaluating individual and team performance, organizations can identify areas for improvement, leading to increased efficiency in engineering tasks.1.3 Promoting Innovation:- Performance evaluation encourages engineers to think creatively and find innovative solutions to problems, fostering a culture of continuous improvement within the organization.II. Key Metrics for Performance Evaluation in Engineering:2.1 Technical Skills:- Assessing an engineer's technical skills, including their proficiency in relevant software, tools, and technologies, is crucial for evaluating their performance.2.2 Problem-Solving Abilities:- Evaluating an engineer's ability to analyze problems, identify potential solutions, and implement effective strategies is essential for performance assessment.2.3 Communication Skills:- Effective communication is vital in engineering, and evaluating an engineer's ability to communicate ideas, collaborate with team members, and present information accurately is important.2.4 Time Management:- Assessing an engineer's ability to manage time efficiently, meet deadlines, and prioritize tasks helps in evaluating their overall performance.2.5 Adaptability and Learning:- Performance evaluation should consider an engineer's adaptability to changing technologies and their willingness to learn and upgrade their skills.III. Methods of Performance Evaluation in Engineering:3.1 Self-Assessment:- Engineers can evaluate their own performance by reflecting on their achievements, identifying areas for improvement, and setting goals for professional development.3.2 Peer Evaluation:- Colleagues within the engineering team can provide valuable insights into an engineer's performance, offering a different perspective and identifying strengths and weaknesses.3.3 Supervisory Evaluation:- Supervisors can assess an engineer's performance based on their observations, feedback from clients or stakeholders, and the achievement of predetermined goals.3.4 360-Degree Feedback:- This evaluation method involves input from multiple sources, including supervisors, peers, subordinates, and clients, providing a comprehensive view of an engineer's performance.3.5 Key Performance Indicators (KPIs):- Organizations can establish specific KPIs for engineering tasks, such as project completion time, error rates, or customer satisfaction, to measure and evaluate performance objectively.IV. Challenges and Solutions in Performance Evaluation in Engineering:4.1 Subjectivity:- Performance evaluation in engineering can be subjective due to varying opinions and biases. Implementing clear evaluation criteria and providing proper training to evaluators can help mitigate this challenge.4.2 Quantifying Technical Skills:- Assessing technical skills can be challenging, but utilizing standardized tests, certifications, and practical assessments can provide a more objective evaluation.4.3 Balancing Individual and Team Performance:- Evaluating individual performance while considering the collaborative nature of engineering work requires a balanced approach. Incorporating team-based evaluations and recognizing collective achievements can address this challenge.Conclusion:In conclusion, performance evaluation in engineering is essential for organizations to ensure quality output, enhance efficiency, and promote innovation. By focusing on key metrics, utilizing appropriate evaluation methods, and addressing challenges,organizations can effectively evaluate the performance of engineers and drive continuous improvement in the field of engineering.。

绩效评估的英文作文

绩效评估的英文作文Performance evaluation is an essential part of any organization. It helps to assess the effectiveness and efficiency of employees, teams, and departments. In this essay, I will discuss various aspects of performance evaluation in a conversational manner, highlighting the importance and challenges associated with it.Picture this: you've been working hard all year,putting in extra hours, and going above and beyond to meet your targets. But how do you know if your efforts are being recognized? That's where performance evaluation comes in.It's like a report card for adults, giving you feedback on your performance and helping you identify areas for improvement.Now, let's talk about the different methods used for performance evaluation. Some companies use a traditional approach, where managers conduct annual performance reviews. They sit you down, go through a checklist of competencies,and rate you on a scale. It can be nerve-wracking, but it's an opportunity to showcase your achievements and discuss your career goals.Others prefer a more modern approach, using continuous feedback and performance management tools. This means that feedback is given in real-time, allowing for immediate course correction and improvement. It's like having a personal coach who guides you along the way, helping you stay on track and reach your full potential.However, performance evaluation is not without its challenges. One of the biggest hurdles is subjectivity. Evaluating someone's performance is a subjective process, influenced by personal biases and perceptions. What one manager considers excellent work, another might see as mediocre. It's important for organizations to have clear evaluation criteria and training for managers to minimize bias and ensure fairness.Another challenge is the fear of negative feedback. No one likes to hear that they're not meeting expectations orthat their work needs improvement. But constructive criticism is crucial for growth and development. It's important to create a culture where feedback is seen as an opportunity for growth rather than a personal attack.Moreover, performance evaluation should not be a one-way street. It's not just about managers evaluating employees; it should be a two-way conversation. Employees should also have the chance to provide feedback on their managers and the organization as a whole. This creates a sense of ownership and fosters a culture of continuous improvement.In conclusion, performance evaluation plays a vitalrole in assessing and improving individual and organizational performance. It provides valuable feedback, helps identify areas for improvement, and fosters a culture of continuous learning and growth. So, next time you receive your performance evaluation, embrace it as an opportunity to shine and take your career to new heights.。

评价分层级别护理管理对急诊护士综合能力、职业倦怠及认同感的影响

CHINA HEAL TH INDUSTRY评价分层级别护理管理对急诊护士综合能力、职业倦怠及认同感的影响张玉华，戴文翠，永光赤峰市医院急诊科，内蒙古赤峰 024000[摘要] 目的探讨分层级别护理管理模式，用于急诊护士管理所取得的效果，及对护士职业、综合能力等方面的影响。

方法选取2021年10月—2023年9月赤峰市医院急诊科40名护士为研究对象，于2021年10月—2022年9月对急诊护士行常规管理，为对照组；2022年10月—2023年9月行分层级别护理管理，为观察组；研究期间均为同一批护士。

比较两组急诊护士的综合能力、职业倦怠、职业认同感情况以及护理差错率。

结果观察组的综合能力评分高于对照组，差异有统计学意义（P<0.05）；观察组的职业认同感评分高于对照组，差异有统计学意义（P<0.05）；观察组的职业倦怠评分低于对照组，差异有统计学意义（P<0.05）；观察组护理差错发生率低于对照组，差异有统计学意义（P<0.05）。

结论对急诊护士实施分层级别护理管理，提升了护士的综合能力、职业认同感、工作质量，降低职业倦怠感。

[关键词] 护理差错；分层级管理；护理管理；综合能力；职业倦怠；职业认同感[中图分类号] R47 [文献标识码] A [文章编号] 1672-5654（2024）01（a）-0114-04Evaluation on the Impact of Hierarchical Nursing Management on the Comprehensive Ability, Burnout and Identity of Emergency NursesZHANG　Yuhua, DAI　Wencui, YONG　GuangEmergency Department, Chifeng Hospital, Chifeng, Inner Mongolia Autonomous Region, 024000 China[Abstract]Objective To explore the effect of hierarchical nursing management model on the management of emer⁃gency nurses, and its influence on nurses' occupation and comprehensive ability. Methods A total of 40 nurses in the emergency department of Chifeng Hospital from October 2021 to September 2023 were selected as the study subjects, and routine management was performed on emergency nurses from October 2021 to September 2022 as the control group. From October 2022 to September 2023, stratified nursing management was performed in the observation group; The same group of nurses were employed during the study. The comprehensive ability, job burnout, job identity and nursing error rate of emergency nurses were compared between the two groups. Results The comprehensive ability score of the observation group was higher than that of the control group, and the difference was statistically significant (P<0.05). The scores of professional identity in the observation group were higher than that in the control group, and the differences were statistically significant (P<0.05). The burnout score of the observation group was lower than that of the control group, and the difference was statistically significant (P<0.05). The incidence of nursing errors in the ob⁃servation group was lower than that in the control group, and the difference was statistically significant (P<0.05). Con⁃clusion The advantages of implementing hierarchical nursing management for emergency nurses are reflected in im⁃proving the nurses' comprehensive ability, professional identity, work quality and reducing job burnout.[Key words] Nursing errors; Hierarchical level management; Nursing management; Comprehensive ability; Job burn⁃out; Job identity急诊科室比较特殊，承担着对患者的紧急救治任务，旨在保证患者能够在突发疾病、受意外伤害时，于最短时间内得到专业、科学、有效的救治[1-2]。

某咨询业绩评估CorporatePerformanceM

ive SummaryObjectivesBackgroundPerformance Measurement FrameworkMarket Value Added (MVA)Economic Profit (EP)Cash Flow Return on Investment (CFROI)Exercises MVAEconomic ProfitCase Study - Diageo
Executive SummaryObjectivesBackgroundPerformance Measurement FrameworkMarket Value Added (MVA)Economic Profit (EP)Cash Flow Return on Investment (CFROI)Exercises MVAEconomic ProfitCase Study - Diageo
Agenda
Executive SummaryObjectivesBackgroundPerformance Measurement FrameworkMarket Value Added (MVA)Economic Profit (EP)Cash Flow Return on Investment (CFROI)Exercises MVAEconomic ProfitCase Study - Diageo
Corporate performance evaluation has evolved from the 1960s focus on ROE to the current variations of economic profit (EP) that measure impact on shareholder value
Background

商务礼节美语第214期：PerformanceEvaluation绩效评估(下)

商务礼节美语第214 期：Performance Evaluation绩效评估（下）部门经理Fay 找手下Steve 来，讨论他的年度中期工作表现，除了上班迟到，Steve 还有哪些缺点呢？S：OK...what other issues are there with my performance?F：Well, like I said before, you are very enthusiastic and we appreciate that, but sometimes you can be a bit over-the- top.S：What do you mean by that?F：Well, sometimes your co-workers feel that you are too loud, or you tell inappropriate jokes during office hours.S：Who said that about me? Tell me their name!Fay 说Steve 有时热情得over-the-top, 有点过头，办公室同事觉得Steve 太吵，而且还开一些不合时宜的玩笑。

Steve 气得不行，问是谁在背后打他的小报告。

F：You know I can't do that and I don't think it's important who feels this way. The truth is that maybe you could try to tone down your volume and be more careful of what you say.S：I think people are too sensitive.F：That could be true, but we all have to work together so it's probably best not to step on people's toes.S：OK...I guess I can try to tone it down.F：Can you handle another criticism?S ：Sure...why not? Bring it on!Fay 表示，谁说的并不重要，她也不能告诉Steve ，但她建议Steve 还是要tone down your volume 说话小声点，Don't step on people's toes. 别踩到别人脚指头，意思是不要冒犯别人。

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Performance Evaluation of a Hierarchical Replication Protocol:Synchronous versus AsynchronousNoha Adly Jean Bacon Magdy NagiUniversity of Cambridge Computer Laboratory Computer Science Department Alexandria University Cambridge CB23QG,UK Alexandria,EgyptAbstractThis paper evaluates the performance of HARP,a hierarchical replication protocol based on nodes organized into a logical hierar-chy.The scheme is based on communication with nearby replicas and scales well for thousands of replicas.It proposes a new ser-vice interface that provides different levels of asynchrony,allowing strong consistency and weak consistency to be integrated into the same framework.Further,it provides the ability to offer different levels of staleness,by querying from different levels of the hierar-chy.We present results from a detailed simulation analysis evalu-ating the beneﬁts and losses in performance resulting from using synchronous versus asynchronous operations within HARP as well as comparing it with a traditional replication protocol.1IntroductionData is replicated in distributed systems to improve system availability and performance.In recent years,the growth of internetworks and distributed applications has increased the need for large scale replicated systems.However,exist-ing replication protocols do not address the scale and auton-omy issues munication with local replicas is usually much faster than accessing replicas on an internet-work.Therefore,protocols based on communication with all or distant replicas should be avoided in internetworks.There are two approaches for managing replicated data. Strong consistency protocols enforce strict serializability by means of quorums[14,8,18]and require synchronization among a large number of replicas in order to ensure that replicas are mutually consistent.Synchronization across in-ternetworks is inappropriate for large scale systems.They suffer from high latency and low throughput and a large number of replicas generate considerable trafﬁc over the net-work.In contrast,weak consistency protocols provide higher availability and better response time by allowing updates and queries to occur asynchronously at any replica.How-ever,this approach is based on the assumption that the ap-plications can tolerate some inconsistency and reconcilia-tion methods should be available to resolve conﬂicts.Typi-cal applications that have used weak consistency are inter-net news,air trafﬁc control,airline reservation and stock exchanges.Several weak consistency protocols were pre-sented in[10,11,15,19,22,23].However,they require a node to communicate with all nodes which will incur a large communication overhead for wide area networks like the In-ternet.This paper evaluates the performance of HARP,a hierar-chical replication protocol that scales well for thousands of replicas while ensuring reliable delivery.It is based on com-munication with nearby replicas,providing low access laten-cies and limiting message trafﬁc.The protocol provides an efﬁcient propagation scheme that is based on replicas orga-nized into a logical hierarchy where each node has to com-municate with a few nodes only(in the local proximity).Fur-ther,it proposes a novel service interface that provides asyn-chronous operations that commit at any replica then propa-gate to other replicas and synchronous operations that com-mit after a quorum is assembled from nodes of the top level of the hierarchy then propagate downward.This interface gives an application the ability to select strong or weak con-sistency semantics.Synchronous operations can scale better than traditional approaches since HARP assembles quorums from a subset of the replicas rather than from all replicas. Due to the hierarchical pattern of propagation,the scheme provides the ability to locate replicas that are more up-to-date than others,depending upon the needs of various appli-cations.We evaluate the beneﬁts and losses in performance result-ing from using synchronous versus asynchronous operations under different system conﬁgurations and load mixes.Fur-ther,we compare synchronous operations within HARP with the traditional majority quorum consensus scheme.Section 2gives a brief description of the propagation scheme and interface of HARP.Section3describes the details of the simulation model.Section4presents the conducted experi-ments and results.Finally,section5concludes the paper and presents work in progress.2Protocol descriptionThe scheme is based on organizing the replicas into a logical, multilevel hierarchy.In this hierarchy,nodes are grouped into clusters,and clusters are organized into a tree,such thatb 3452232212123levelFigure 1:40nodes organized in a hierarchy of three levelseach cluster is assigned a father node in its parent cluster.Nodes in the same cluster should have efﬁcient communi-cation between them as well as with their father.2.1The propagation schemeThe propagation scheme is responsible for spreading updates to every node in the network while ensuring reliable deliv-ery.The algorithm works as follows:a node ,originating a message,sends it to its neighbors,father and sons,and then waits for their acknowledgments (timeouts and retrans-missions are used to overcome lost messages).Each receiv-ing node sends an acknowledgment to the sender,then it passes the message to the next level as follows:if the mes-sage comes from a neighbor or from the father,then sends the message to its sons;else,if it comes from a son then sends it to its neighbors,its father and to its sons of clusters other than the one the message comes from.This works re-cursively and a message originating at any site will eventu-ally propagate everywhere.Figure 1shows 40nodes orga-nized into a hierarchy of three levels with the path that a mes-sage would follow while propagating if it originated at node .Details of the algorithm,proof of correctness as well as restructuring operations to build and reconﬁgure the hierar-chy dynamically can be found in [2,3].2.2Synchronous and asynchronous operationsDifferent applications require different degrees of consis-tency.HARP supports a set of operations that provide dif-ferent levels of asynchrony allowing strong and weak con-sistency to be integrated into the same framework.Hence,it gives the application the ﬂexibility to tailor the service to achieve the required degree of consistency by choosing the appropriate operations to manage its data.The following op-erations are supported:Fast Write can be initiated and com-mitted at any replica (the site of origin),and then prop-agated to other replicas using the propagation scheme.FastWrite :a SlowWrite ,it sends themessage to its ancestor node in the top cluster,which acts as the coordinator (CO)of the transaction.Node assembles a quorum from its neighbors (using major-ity quorum consensus or any other standard method).Once the nodes of the top cluster commit the update,they propagate it down the tree and the initiating node commits the update on receipt of the commit message.SlowRead ,sends the request to its ancestor nodein the top level.Node assembles a quorum from its neighbors and returns the read value to .Opt Write ,but it is applied to the database of the site of origin and,optionally,to some other selected replicas (called optimistic nodes )before commitment.However,these updates are sub-ject to beingif while assembling the quorum at the top level,the decision was to abort the update.Then,every replica that hasthe update must it.SlowWrite can be used by operations thatconﬂict with very low probability;however,if conﬂicts oc-cur their semantics can accept an abort.If an application restricts all its operations to Slow Read ,then strong consistency (strict serializability)is achieved.It should be noticed that,by assigning the top cluster an adequate number of nodes,this scheme will result in bet-ter availability than the primary copy method and better la-tency and communication overhead than the usual quorum consensus methods since the number of nodes to synchro-nize with is small.Applications that can tolerate a lower degree of consistency can use Fast Read and OptRead can be used to provide different levels of stale-ness,depending upon the needs of various applications,by reading from replicas at different positions in the hierarchy. In this study,we evaluate two Fast ReadReadnodes nodes connected by a communication network.Each node has a CPU and non-volatile storage(disk)and is assumed to store a copy of the object being replicated.CPU s are modeled as single queue with single server;communication processing has higher priority than other CPU services.Each disk has its own queue,which it serves in FIFO manner.The system is modeled as an open system where trans-actions arrive with an arrival rate drawn from a Poisson distribution.The parameters cpu req specify the average amount of CPU and IO time required for trans-actions.They are exponentially distributed.The frac-tion of read transactions is determined by the parameter Freq R0of the read transactions are Fast0, Fast Read R are Slow W of the write transactions are Fast W are Slow W are Optmsg msec processing at the CPU.It is assumed that there is a multicast facility rather than point-to-point communication.Also messages encounter network delays which involve transmission delays,propagation delays and media access time.Delay over a LAN is modeled as landel msec,expo-nentially distributed,and transmitters are modeled as single server single queue.3.2Overhead of the algorithmsThe overhead of the propagation algorithm is modeled as a constant overhead(propg const),plus an overhead for every logical destination it is sent to(propg var).The generic Two-Phase-Commit algorithm(2PC)[5]is adopted while collecting quorums.The overhead of2PC at the coordinator CO is modeled as a constant overhead (pc const)plus an overhead for each participant P in-volved in2PC.The overhead of acquiring and releasing locks is modeled as cpuWrite operations,we have selected nodes that are on the route from the origin node to its CO to be the optimistic nodes.When CO assembles the quorum,it de-cides whether the update will commit or abort according to an input parameter prtimeout=avg(W)+k*(W),where avg(W)is the av-erage waiting time of lock requests,(W)is the standard de-viation of waiting time of lock requests and is a weight-ing factor.When deadlock is detected,each node releases locks and aborts the transaction.We use a backofftimeout,then restart the transaction.Majority quorum consensus is used to collect quorums from the top cluster for synchronous operations.The quorum collection policy is to send the request to exactly nodes in parallel, selected randomly,where is the size of the quorum.Parameter settings are a difﬁcult issue in distributed sys-tem simulation.Our parameters for the database and transac-tions are comparable with previous simulation studies such as[9,7].The values of parameters for the2PC protocol arewan link lan link Net 2Net 1Figure2:Physical Networks Modeled in accordance with[9].The communication overheads arein keeping with[17,4,21,24].The system parameters,their description and default values are listed in Table1.Default num Number of nodes in the networkarr Inter arrival rateR.85 Fast Frequency of Fast0trans.R1Read var Slow Frequency of Slow varFast Frequency of Fast varSlow Frequency of Slow varOpt Frequency of Opt varcpu Processing requirements of transreq60ms cpu Overhead to send/receive a msgdel.02ms wan Network delay over WANovhd Propagation overhead:const partovhd Propagation overhead:var partovhd2PC overhead:const partovhd2PC overhead:var partlock0.2ms deadlock Timeout for deadlock detectionper adaptive cpu Overhead of aborting a trans.commit Write commitundo50ms io IO time to undo aborted trans.cpu1 power Speed of IO at nodetransc1 batch Length of a simulation batchbatch3 warmup No of jobs before statistics resetRead returns out of date information as well as the age of the information read by Fastversion is a global data version counter incremented after the update commits.is the current version of node,incremented after executes the update.It is as-sumed that the penalty of reading from a node that has exe-cuted OptWrite that will eventually abort,it incrementsWriteThis experiment explores the effect of varying Slow R0and Fast W=1and FreqR1=0,we vary Fast RB)Fast R1versus SlowR versus SlowR0and FastR increases,the average response time of reads and writes decreases sub-stantially.For instance,for a point where SlowR=1of56% when all fast reads are Fast0(Exp A),41%when all fast reads are Fast1(Exp B)and48%when fast reads are a combination of both(Exp C).This improvement is due to the reduction of the load on the top cluster nodes and communication links as FastR decreases,which improves the commit time of Slow Write. Consequently,the time at which updates reach all replicas has shown a signiﬁcant improvement.The penalty paid by converting Slow Read is that fast reads return old information.It is observed that for a point of30035040045050055060065070075000.20.40.60.81R e s p o n s e T i m e (m s e c )Frequency of Fast_Read(b) Average Write Response TimeExp A Exp B Exp C10015020025030035040045050055060000.20.40.60.81R e s p o n s e T i m e (m s e c )Frequency of Fast_Read (a) Average Read Response TimeExp A Exp B Exp C60065070075080085090095010001050110000.20.40.60.81R e a c h T i m e (m s e c )Frequency of Fast_Read(d) Time Write reaches all replicasExp A Exp B Exp C0.10.150.20.250.300.10.20.30.40.50.60.70.80.91A g eFrequency of Fast_Read(e) Age of Fast_ReadExp A Exp B Exp CFigure 3:Varying read mix,writes are SlowR =0.5;the probability of FastRead is around .27(Exp A),.12(Exp B),and .2(Exp C)as shown in Figure 3.So,only a fraction of an up-date is missed (Age=0.2could be interpreted as one update is missed once in ﬁve reads).As FastReadRead ReadR0and Fast Read to Fast R versus FastR rangingfrom 0.5to 0.8is a reasonable range that combines both ben-eﬁts.4.2Varying OptWIn this experiment,SlowW is varied to studythe performance of a combination of load mix between them.Parameters are set for Freq R =0.5,FastR1=.25and pr W increases.Further,the coverage time decreases,es-pecially for the ﬁrst few nodes.However,the average age in-creases as OptWrite due to the improvement in thecoverage time.From this experiment it was concluded thatthe ratio of SlowW ranging between 4:6up to 6:4is a good mix.4.3Varying the network delayIn this experiment,we explore the sensitivity of performance to the delay on the network.We ﬁx the landel from 0.2to 100msec.Parametersare set to Opt W =0.5and FreqR =.2,FastR1=.4B)SlowR0=.25,Fast02004006008001000120014000102030405060708090R e s p o n s e T i m e (m s e c )wan_del(a) Response TimeRead A Write A Read B Write B0.20.40.60.811.21.41.60102030405060708090A g ewan_del(e) Age of Information Read Fast_Read Age AOverall Age A Fast_Read Age BOverall Age BFigure 4:Varying the network delayAs shown in Figure 4,the response times of reads and writes are very sensitive to wandel less than 20msec then,they in-crease sharply.It is obvious that load B is more sensi-tive to wanReadReadWrite and Slowdel increases,the time it takes a trans-action to assemble a quorum and commit increases and it holds locks for a longer time.Consequently,the time other transactions wait for locks increases.The age returned by Fastdel then the gap decreasesand eventually it becomes higher than A for high values of wandel .Synchronous operations slow down thesystem operation and affect the performance tremendously.Response time deteriorates as well as age while resources are underutilized and throughput is limited due to data con-tention.This suggests that if applications can accept observ-ing slightly stale information then they should increase their frequency of Fastmsg .4.4Varying network topologyThis experiment shows the performance over a network where all nodes are in one logical cluster,more or less fully connected as shown in Figure 2(Net 2).Hence,applyingslow operations on such a network represents the perfor-mance of standard protocols used in the literature,more pre-cisely,using majority quorum consensus over the whole net-work.We compare results with those of Net 1.Parame-ters are set to Freq W =OptR ,Fast R1such that Fast R1are split evenly.The results showed that:*Steady state was not able to be reached on Net 2for SlowReadin Net 2is lower than that of Net 1(around 0.2updates for low SlowRead is performed directly fromthem,this explains the lower age.In conclusion,it is observed that performance over Net 2is much worse than Net 1.Throughput is limited tremen-dously,especially with high loads.The performance of Slow Read ,Fast 0were worse than Net 1,as well as the time at which updates reached all repli-cas.The decrease in the response time of Fast1002003004005006007000.50.550.60.650.70.750.80.850.90.951R e s p o n s e T i m e (m s e c )Frequency of Fast_Read(a) Response TimeRead Net 2Write Net 2Read Net 1Write Net 10.20.250.30.350.40.450.50.50.550.60.650.70.750.80.850.90.951A g eFrequency of Fast_Read(f) Age of Information Read by Fast_ReadNet 1Net 2Figure 5:Varying network topologySeveral other experiments were done with different net-work topologies,details of which can be found in [1].4.5Comparing Slow Writewith a mix of FastR0and FastW =1and B)SlowR is set to 0.7,SlowR0versus FastWrite and SlowWrite is slightlyhigher than with FastWrite than FastR1increases.This is mainly due to the loadslow writes put on nodes of the top cluster which increases commit time and therefore reach time.The age returnedby FastWrite have better age than those with FastWrite are updated ﬁrst,hence age (especiallythat of Fast 1)is better.However,since the reach time is better than Slow Write catch up quickly.It is observed however,that the age is only a fraction of an update and that the difference between the age of reads between the two writes ranges from 0.25to 0.5updates.In conclusion,with FastWrite except the age.How-ever,the loss in age is low and the beneﬁts are much higher than the losses.We reached the same conclusion regardingFast0and Fast 1:Fast 1offers bet-ter age with a slight loss in the response time.Several other experiments were conducted,see [1],and it was found that FastWrite and can achieve better throughputand performance.Also,the performance of Fast100200300400500600700800900100000.20.40.60.81R e s p o n s e T i m e (m s e c )Frequency of Fast_Read_1(a) Response TimeRead A Write A Read B Write B0.20.40.60.811.21.41.600.20.40.60.81A g eFrequency of Fast_Read_1(g) Age of Information ReadOverall AFast_Read_0 A Fast_Read_1 AOverall BFast_Read_0 B Fast_Read_1 BFigure 6:Comparing Slow Write with a mix of Fast。