绩效管理【英文】
老外的一份绩效管理英文版
It involves setting clear performance standards, assessБайду номын сангаасng employee performance against these standards, providing feedback, and creating development plans to improve performance
Link rewards to performance
01
Ensure that rewards and incentives are closely linked to individual performance and organizational goals
Recognition programs
Feedback and Recognition
Provide feedback on performance and recognize outstanding achievements
绩效管理讲义(英文)PPT课件
4
Overview
What reflects or represents the term performance?
Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learning
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
Kasetsart University
8
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
Kasetsart University
9
Introduction
Purposes of performance measurement:
Workforces
Knowledge and white-collar
Kasetsart University
Blue-collar
6
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target setting
人力资源管理之绩效管理专业术语英语翻译
人力资源管理之绩效管理专业术语英语翻译1绩效管理，2绩效评价3绩效计划4绩效目标5绩效辅导6绩效沟通7绩效分析8绩效评价面谈9绩效反馈10排序法11强制分布法12关键事件法13图尺度评价法14配对比较法，行为锚定等15级评价法16目标管理法17绩效评价标准不清，趋紧，趋松，居中趋势，18晕轮效应19效度、信度20关键绩效指标21 360反馈过程22平衡记分卡23绩效改进24高绩效工作系统1, performance management,2 Performance Evaluation3 Performance Plan4 performance targets5 Performance counseling6 the performance of communication7 Performance Analysis8 Performance Evaluation interviews9 Performance Feedback10 Sort11 mandatory distribution12 critical incident method13 map-scale evaluation14 pairs of comparative law, and other acts of anchoringEvaluation 15Management Act, 16 goals17 Performance evaluation criteria clear, tight, more loose, center trend18 halo effect19 validity, reliability20 Key Performance IndicatorsFeedback processes 21,36022 Balanced Scorecard23 performance improvement24 high-performance work systems下面红色字体部分是赠送的散文欣赏摘自网络，不需要的朋友下载后可以编辑删除谢谢可依靠的唯有自己犹太家庭的孩子都要回答这样一个问题：“假如有一天房子被烧着了，你将带着什么东西逃跑？”如果孩子回答是钱财，母亲会进一步问：“有一种没有形状、没有颜色、没有气味的宝贝，你知道是什么吗？”如果孩子回答不出来，母亲会告诉他：“孩子，你要带走的不是钱财，而是智慧。
绩效管理 英文 复习题 performance management system
1.Discuss the positive and negative implication of introducing a performance management system(PMS) for a business, and its employees.The positive implications for the business:•Administrative actions are more fair and appropriateA good performance management system can provide effective information about the performance, which is the basis of the following administrative actions such as raise, promotion, position adjustment and fired. If the management activities are based on impersonal and effective performance information, the administrative actions are more fair and appropriate in the Dream Home.•Organizational goals are made clearThe good performance management system can make the goals of organization or the department of the organization become clearer. So the Dream Home can benefit from the PMS because the organizational goals are made clearer.•Better protection from lawsuitsThe good PMS can better protect Dream Home from lawsuits by avoiding arbitrary performance evaluation. PMS can restrain Dream Home give equal treatment for all employees rather than treated differently for those who are friendly with managers.•Better and more timely differentiation between good and bad performersThe good PMS can help Dream Home differentiation between good and bad performers more timely and better because of the performance information of the store managers and sales staff.•Organizational change is facilitatedIf the Dream Home decide to change the corporate culture - the products quality and customers services. Then we can provide the essential training for the store managers and sales staff and the performance appraisal is based on the results of customer satisfaction. As a result, the employee has both ability and motivation to enhance the products quality and customers services, and the organizational change is facilitated•Motivation, commitment and intentions to stay in the organization are enhancedIf the store managers and sales staff are satisfied with the PMS and they can achieve their self-value from the organization, then the turnover of Dream Home will become lower, which will strengthen the employee engagement•Firms gain competitive advantage by being better than their competitors at doing valuable things for customers, including innovation, quality, service, speed and cost-competitiveness.The positive implication for the employees•Motivation to perform is increased & Self-esteem is increasedIf the store managers and sales staff of Dream Homes know what they used to do and their past performance can be recognized, they have a greater motivation to perform. Meanwhile, their self-esteem is increased due to the feedback from PMS.•Managers gain insight about subordinatesManagers can gain insight about the performance contributions of the subordinates, which undoubtedly help them build good relationship with each other.•Self-insight and development are enhancedThe participants will have a better understanding of themselves. For instant, they can clearly find their own specific advantages and disadvantages, which undoubtedly help them better design their future career path.•Definition of job and success criteria are clarifiedEmployees will have the opportunity to better understand the requests of the specific job.•Employees become more competentOne of the most important contributions of PMS is that PMS can help the employee constantly enhance their performance. Consequently, employees become more competent.•Supervisors’ views of performance are communicated more clearlyThe key competency of the managers is the abilities of evaluating and monitoring the performance of others. Supervisors’ views of performance, expectations and feedbacks, are communicated more clearly by a good PMS.•Encourage employees to make suggestionsThe performance review conference can gather the feedback, which encourage employees to make suggestionsThe negative implications for the business•I ncreased turnoverIf the employee feel the performance management process is unfair, they will leave the company. In Dream Homes, the managers treat the sale staffs worse than dogs. They have been driven very hard to raise store raise store performance and are working longer hours for no extra pay. They felt unfair and turnover of sales staff has increased by 50%.•U se of misleading information & Wasted time and moneyDefinition of job and success criteria are not clarified and Dream Homes use of misleading information and then wasted time and money.•I ncreased risk of litigationThe bad PMS increase risk of litigation due to the arbitrary performance evaluation. PMS will make it possible that the manager treated differently for those who are friendly with supervisor.The negative implication for the employees•Decreased motivation to perform &Lowered self-esteem & Damaged relationshipsIf the store managers and sales staff of Dream Homes don’t know what they used to do and their past performance cannot be recognized, their self-esteem is lowered due to the feedback from PMS. Managers cannot gain insight about the performance contributions of the subordinates, which undoubtedly damaged their relationships.•Sale staffs burnout and job dissatisfaction & Unclear rating systemsStore managers could increase their basic salary substantially depe ndent on their sore’s year-on-year increase in sales revenue, but sales should work longer hours for no extra pay. When the employee feel that the PMS is unfair such as the unclear rating systems, they will dissatisfy the job and burnout.•Varying and unfair standards and ratings & emerging biasesThere are many varying and unfair standards in different individual and department, and always emerge biases due to different value. For example, unjustified demands on managers’ and employees’ resources. Managers will reluctant to transfer stock to other stores when they have run out because of high demand.•Waste time and moneyB ad PMS takes the manager's time and always unjustified demands on managers’ and employees’ resources. For example, the sales staff have been driven very hard to raise store performance and are working longer hours for no extra pay. The PRP scheme has been in operation for two years but while store managers have raised their total annual pay over this period by an average of 25%, revenue and profits are still below target. Meanwhile, turnover of sales staff has increased by 50%.2.Which approach to measuring performance would you recommend for a store managers andsales staff?Both task and contextual performance of store managers and sales staff should be included in the PMS. Co-operation is a key determinant of team effectiveness and employees are more satisfied with PMS if contextual performance is measured. Moreover, customers are increasingly demanding outstanding service so when supervisors evaluate performance, it is difficult for them to ignore the contextual dimensionBoth behavior approach and result approach should be included in the PMS when supervisors evaluate store managers and sales staff performance. As for store managers,all of them are concerned about how to drive up store revenue and there are no time to deal properly with customers. They are always reluctant to transfer stock to other stores because of high demand and shouted at and humiliated even the staffs make small mistakes. For another,outcomes occur in the distant future and the link between behaviors and results sometimes is not obvious. For example, the store manager with good leadership and provide enough training with the sales staff, but the sales staff with cynicism and rude for the customer. This poor results are due to causes beyond the store manager’s control. Meanwhile, there are many ways to do the job right, and results show consistent improvement over time. As a result, I recommend for both behavior approach (competency-base) and result approach to measuring store managers, which not only focus on the process, but also pay attention to the results.As for sales staff, they are skilled in the needed behaviors and results show consistent improvement over time. There are many ways to do the job right. However, their behaviors and results are not obviously related. For example, they are competing with one another with promotions and special offers to attract customers but they did a bad customer service. Although they achieve the sales goals, Dream Home lose the customer satisfaction. Consequently, I recommend for both behavior approach (competency-base) and result approach to measuring sales staff, which not only focus on the results, but also pay attention to the customer service.Meanwhile, we should use contingent pay which means that individuals are rewarded based on how well they perform in the job. Performance management systems seem to be more effective when results are directly tied to the reward system. In Dream Homes, linking pay to performance serves as an important communication goal because CEO, store managers and sales staff are better able to understand what really matters, which undoubtedly have the potential to help individuals change their behavior and improve their performance. Moreover, high achievers are likely to be attracted to and remain with organizations that reward high-level performance and Dream Homes can project a good corporate image because the organization has implemented a system of rewards that is fair and based on clearly communicated expectations and standards.Dream Homes should focus on the products quality and customer services because a recent customer exit survey showed a dramatic fall in customer satisfaction since a previous similar survey carried out in 2012. In this case, both store managers and sales staff of Dream Homes should focus on team sales commissions, competency-based pay and gain sharing (based on the team or store) because the strategic objectives are customer services, products quality and teamwork.In addition, we can choose group incentives pay as the appropriate reward system because it can motivate teammates, build the flourishing team climate and enhance the team power.3.What advice would you give the CEO about implementing a PMS taking into account the currentsituation at Dream Homes.●Strategic GoalTo begin with, both the store managers and sales employees should understand the organizat ion’s strategic plan including customer service, products quality, teamwork and product revenue and profitability. Then the employees should have a clear understanding of how each person could help achieve the organization’s strategic goal.●Communication PlanEach store manager should meet with CEO and d iscuss how his or her store’s goals were linked to the corporate goals. CEO leads discussions surrounding goal setting, giving feedback, and writing developmental plans. Secondly, sales staff are then given the opportunity to share any feedback, concerns, or questions that they have about the store’s goals. In this process, sometimes there aresome rumors. In front of the rumors which is disadvantage for PMS come out, strike first.The PMS should involve CEO, store managers and sales staff. CEO should use multiple channels of communication to understand their needs, provide facts and consequences. At this case, one of the setbacks is that the PMS is unjustified (Distributive, Procedural, Interpersonal and Informational justice). The PRP is not distributive justice because store managers could increase their basic salary substantially dependent on their sore’s year-on-year increase in sales revenue, but sales should work longer hours for no extra pay. Individuals should be rewarded based on how well they perform in the job. Secondly, all of them are concerned about how to drive up store revenue and there are no time to deal properly with customers. They are always reluctant to transfer stock to other stores because of high demand and shouted at and humiliated even the staffs make small mistakes. Lastly, Dream Homes has no job descriptions, no job grading system and no performance appraisal scheme. The staffs believe that only the individuals who are friendly with the manager can be pay more. When results are directly tied to the reward system, it seem to be more effective. In this case, we can measure them by behavior (competency-based) and results approach and reward them by team sales commissions, competency-based pay, gain sharing (based on the team or store) and group incentives pay. CEO should say it and then say it again and put it in writing.●Implement disciplinary and grievance proceduresThere will be a new, independent appeals process for anyone in Dream Home who feels they were unfairly denied a claim by their supervisor.●Training Programs (frame of Reference and BO Training)CEO can train the store manager by frame of Reference Training. Raters are told that they will evaluate the performance of three sales staff on three separate occasions. Then based on the appraisal form, they discusses various employee behaviors that might influence performance levels for each rating scale included in the form. Participants are shown a video of a practice sales staff including behaviors related to the performance dimensions being rated and are asked to rate the employees’ performance using the scales provided, and share and discuss ratings. Lastly, the trainer provides feedback to participants and show discrepancies between the target score and the score given by each managers. In addition, BO training involves showing managers how to use observational aids such as notes and diaries. Lastly, managers also can be given self-leadership (SL)Training. The manager participate in role-play exercises that require providing feedback to an employee. Role play exercises are repeated until raters demonstrate an appropriate level of mastery ●Pilot Tests.Before PMS is actually put into place, CEO can choose one store to test. Early acceptance from a small group who can then act as champions for the system is a way of relieving the burden on Dream Homes because pilot tests can provide can provide huge savings and identify potential problems before they become irreversible and the credibility of the system is ruined permanently.Monitoring and Evaluation MeasuresCEO should monitor and evaluate measures including number of evaluations conducted, distribution of performance ratings, quality of the information and performance discussion meetings, system satisfaction, overall cost/benefit ratio and unit-level and organization-level performance.4.What other recommendations would you suggest to improve business performance?In order to improve business performance, CEO need to support the PMS integration with other HR and development. As is known to all, activities PMS serve as an important feeder to other human resource and development activities. These include training, workforce planning, recruitment and hiring decisions and compensation. We should take advantage of PMS when we design training program. Based on the PMS, managers gain insight about subordinates and sale staffs gain self-insight. They know their pros and cons and it is the important information when they decide the training and workforce planning. Definition of job and success criteria are clarified so that recruitment and hiring decisions will be easier. Last but not least, compensation must depend on the PMS because PMS can better and more appropriately differentiate between good and bad performers.ReferenceBoxall, P. and Purcell, J. (2011), Strategy and Human Resource Management, (3rd ed.), New York, NY: Palgrave Macmillan.Boudreau, J.W., (2010), Retooling HR: Using Proven Business Tools to Make Better Decisions about Herman Aguinis,(3 Edition), Performance management.Talent, Boston, MA: Harvard Business School Press.Dessler, G. and Tan, C.H., (2009), Human Resource Management; an Asian Perspective, (2nd ed.), Singapore: Pearson Education South Asia.Tsui, A.P.Y. and Lai, K.T., (eds.), (2011), Professional Practices of Human Resource Management in Hong Kong: Linking HRM to Organizational Success, Hong Kong: Hong Kong University Press.Case study: Dream HomesPPT from MGT505 Graham Hargrave SHAW。
《绩效管理》课程简介
《绩效管理》课程简介
中文名称：绩效管理
英文名称：Performance Management
课程代码：3.172.0351
学时学分：2/周，24，2.0
内容简介：企业绩效管理是企业人力资源管理的核心。
一个管理者能否有效管理员工绩效，将直接影响员工积极性的发挥和潜能的开发，影响员工的生产率和人才的保留率。
绩效管理是综合管理组织和员工绩效的系统。
《绩效管理》是一门系统地阐述企业绩效管理的理论和方法的学科，主要介绍绩效管理的基础理论、绩效计划、绩效沟通、绩效评价、绩效评价主体的选择与评价者培训、绩效评价指标的选择、绩效评价方法的选择、绩效评价结果的运用以及绩效薪酬等方面的知识。
《绩效管理》是人力资源管理专业的一门主要专业课程，也是一门理论性和实践性都很强学科。
通过本课程的学习，使学生对绩效管理有比较系统和全面的认识，了解和掌握绩效管理的有关概念、方法及原理；掌握绩效评价指标体系及其设计的方法；熟悉绩效考评的程序；能够利用所学知识分析绩效问题，了解如何通过绩效管理制度引导企业行为，掌握解决现实中企业有关绩效管理方面问题的方法；学生毕业后具备组织和从事企业人力资源管理中绩效管理工作职能的能力。
参考教材：
布茂勇主编：《绩效管理》，南京大学出版社2010年版。
方振邦主编：《绩效管理（第三版）》，中国人民大学出版社2010年版。
顾琴轩主编：《绩效管理》，上海交通大学出版社2006年版。
赵曙明主编：《绩效管理与评估》，高等教育出版社2004年版。
人力资源管理之绩效管理专业术语英语翻译
人力资源管理之绩效管理专业术语英语翻译集团标准化工作小组 #Q8QGGQT-GX8G08Q8-GNQGJ8-MHHGN#人力资源管理之绩效管理专业术语英语翻译1绩效管理，2绩效评价3绩效计划4绩效目标5绩效辅导6绩效沟通7绩效分析8绩效评价面谈9绩效反馈10排序法11强制分布法12关键事件法13图尺度评价法14配对比较法，行为锚定等15级评价法16目标管理法17绩效评价标准不清，趋紧，趋松，居中趋势，18晕轮效应19效度、信度20关键绩效指标21 360反馈过程22平衡记分卡23绩效改进24高绩效工作系统1, performance management,2 Performance Evaluation3 Performance Plan4 performance targets5 Performance counseling6 the performance of communication7 Performance Analysis8 Performance Evaluation interviews9 Performance Feedback10 Sort11 mandatory distribution12 critical incident method13 map-scale evaluation14 pairs of comparative law, and other acts of anchoringEvaluation 15Management Act, 16 goals17 Performance evaluation criteria clear, tight, more loose, center trend18 halo effect19 validity, reliability20 Key Performance IndicatorsFeedback processes 21,36022 Balanced Scorecard23 performance improvement24 high-performance work systems。
绩效英文单词
绩效英文单词绩效我们都知道了，有些朋友会想知道绩效的英文单词，来看看下面店铺为你带来的绩效英文单词吧，这其中也许就有你需要的。
什么是绩效绩效(Performance)“绩效”一词来源于管理学，不同的人对绩效有不同的理解。
有的人认为，绩效是指完成工作的效率与效能;有人认为绩效是指那种经过评估的工作行为、方式及其结果;更多的人认为绩效是指员工的工作结果，是对企业的目标达成具有效益、具有贡献的部分，在企业的管理中常被用在人力资源的研究评估中。
绩效是组织为实现其目标而开展的活动在不同层面上的有效输出。
综上所述：绩效是成绩与成效的综合，是一定时期内的工作行为、方式、结果及其产生的客观影响。
在企业中，员工的绩效具体表现为完成工作的数量、质量、成本费用以及为企业作出的其他贡献等。
什么是绩效考核绩效考核(Performance Assessment)绩效考核通常也称为业绩考评或“考绩”，是针对企业中每个职工所承担的工作，应用各种科学的定性和定量的方法，对职工行为的实际效果及其对企业的贡献或价值进行考核和评价。
它是企业人事管理的重要内容，更是企业管理强有力的手段之一。
业绩考评的目的是通过考核提高每个个体的效率，最终实现企业的目标。
在企业中进行业绩考评工作，需要做大量的相关工作。
首先，必须对业绩考评的涵义作出科学的解释，使得整个组织有一个统一的认识。
绩效考核是现代组织不可或缺的管理工具。
它是一种周期性检讨与评估员工工作表现的管理系统，是指主管或相关人员对员工的工作做系统的评价。
有效的绩效考核，不仅能确定每位员工对组织的贡献或不足，更可在整体上对人力资源的管理提供决定性的评估资料，从而可以改善组织的反馈机能，提高员工的工作绩效，更可激励士气，也可作为公平合理地酬赏员工的依据。
什么是绩效管绩效管理(Performance Management)绩效是指对应职位的工作职责所达到的阶段性结果及其过程中可评价的行为表现。
所谓绩效管理是指管理者与员工之间就目标与如何实现目标上达成共识的基础上，通过激励和帮助员工取得优异绩效从而实现组织目标的管理方法。
绩效管理制度 英文
绩效管理制度英文IntroductionIn today’s competitive business environment, it is essential for organizations to have an effective performance management system in place to monitor and manage the performance of their employees. A good performance management system helps organizations to align individual and team goals with the overall objectives of the business, identify areas for development and improvement, and reward high-performing employees. This paper will discuss the key components of a performance management system, the benefits and challenges of implementing such a system, and provide recommendations for an effective performance management system.Key Components of a Performance Management SystemA performance management system typically consists of the following components:1. Goal setting: Setting clear and achievable goals is an important aspect of a performance management system. By setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals, employees are able to focus on what needs to be achieved and can measure their performance against specific criteria.2. Performance evaluation: Regular evaluation of employee performance is essential for providing feedback, identifying areas for improvement, and recognizing and rewarding high-performing employees. Performance evaluations can be conducted through annual performance appraisals, 360-degree feedback, and ongoing performance discussions.3. Development planning: Once performance is evaluated, it is important to develop a plan to address any skill gaps or areas for improvement. This can include training and development opportunities, coaching and mentoring, and setting new goals to support employee growth and development.4. Feedback and communication: Regular and open communication between managers and employees is crucial for the success of a performance management system. Managers should provide constructive feedback, praise for strong performance, and support for improvement, while employees should feel comfortable providing feedback on their work environment, processes, and performance.5. Reward and recognition: Recognizing and rewarding high-performing employees is an important aspect of a performance management system. This can include financial rewards, promotions, additional responsibilities, or public recognition for outstanding performance.Benefits of a Performance Management SystemImplementing a performance management system can provide several benefits for organizations, including:1. Increased productivity and performance: By setting clear goals and regularly evaluating performance, organizations can drive higher levels of productivity and performance from their employees.2. Alignment with business objectives: A performance management system helps to align individual and team goals with the overall objectives of the organization, ensuring that employees are working towards the same outcomes.3. Employee development: By providing regular feedback and development opportunities, organizations can help employees to grow and develop their skills and knowledge, contributing to their overall job satisfaction and engagement.4. Employee retention: A well-implemented performance management system can help to retain high-performing employees, by providing recognition and rewards for their contributions to the organization.Challenges of Implementing a Performance Management SystemWhile there are many benefits to implementing a performance management system, there are also several challenges that organizations may face, including:1. Resistance to change: Employees and managers may be resistant to change if they are used to a different performance management process, or if they feel that the new system does not accurately measure their performance.2. Inconsistent implementation: Inconsistency in how the performance management system is implemented across different teams or departments can lead to unfairness and dissatisfaction among employees.3. Lack of training: Managers and employees may not have the necessary training or resources to effectively implement and utilize the performance management system.4. Unrealistic expectations: Setting unrealistic goals or expectations for employees can lead to dissatisfaction and disengagement, as well as a lack of trust in the performance management process.Recommendations for an Effective Performance Management SystemIn order to overcome the challenges and maximize the benefits of a performance management system, organizations should consider the following recommendations:1. Clearly communicate the purpose and process of the performance management system to all employees, and provide training and resources to help them understand and use the system effectively.2. Ensure that the performance management system is aligned with the organizat ion’s overall goals and objectives, and that individual and team goals are linked to the broader strategic plan.3. Provide regular and ongoing feedback to employees, rather than relying solely on annual performance appraisals. This can help to address issues in a timely manner and provide support for employee development.4. Encourage open and honest communication between managers and employees, and create a culture of feedback and recognition within the organization.5. Continuously evaluate the performance management system to ensure that it remains effective and relevant to the organization’s changing needs and priorities.Case Study: Implementing a Performance Management System at Company XCompany X is a large retail organization with several hundred employees. The company has recently identified the need to update its performance management system in order to drive higher levels of productivity and performance, and to align individual and team goals with the overall objectives of the business.The organization has launched a new performance management system, with the following key components:1. Goal setting: Employees are required to set SMART goals at the beginning of the performance cycle, and to regularly update their goals as they progress.2. Performance evaluation: Managers are required to conduct regular performance discussions with their employees, and to provide ongoing feedback on their performance.3. Development planning: Development plans are created for employees based on their performance evaluations, and are used to identify training and development opportunities.4. Reward and recognition: The organization has implemented a new reward and recognition program to provide financial incentives and public recognition for high-performing employees.The implementation of the new performance management system at Company X has been met with some challenges, including resistance to change and a lack of clarity around the new process. However, the organization has also seen several benefits, including increased employee engagement and higher levels of productivity. By working to overcome the challenges and continuously improving the system, Company X is well on its way to creating an effective performance management system that supports its overall business objectives. ConclusionA well-designed and effectively implemented performance management system can have a significant impact on an organization’s success. By setting clear goals, evaluating performance, providing feedback and recognition, and supporting employee development, organizations can drive higher levels of productivity and performance from their employees, while also aligning individual and team goals with the broader strategic objectives of thebusiness. While there are challenges to implementing a performance management system, organizations that provide the necessary support, resources, and communication are likely to see substantial benefits in terms of employee satisfaction, retention, and overall business success.。
人力资源管理之绩效管理专业术语英语翻译(Word)
人力资源管理之绩效管理专业术语英语翻译1绩效管理，2绩效评价3绩效计划4绩效目标5绩效辅导6绩效沟通7绩效分析8绩效评价面谈9绩效反馈10排序法11强制分布法12关键事件法13图尺度评价法14配对比较法，行为锚定等15级评价法16目标管理法17绩效评价标准不清，趋紧，趋松，居中趋势，18晕轮效应19效度、信度20关键绩效指标21 360反馈过程22平衡记分卡23绩效改进24高绩效工作系统1, performance management,2 Performance Evaluation3 Performance Plan4 performance targets5 Performance counseling6 the performance of communication7 Performance Analysis8 Performance Evaluation interviews9 Performance Feedback10 Sort11 mandatory distribution12 critical incident method13 map-scale evaluation14 pairs of comparative law, and other acts of anchoringEvaluation 15Management Act, 16 goals17 Performance evaluation criteria clear, tight, more loose, center trend1 / 218 halo effect19 validity, reliability20 Key Performance IndicatorsFeedback processes 21,36022 Balanced Scorecard23 performance improvement24 high-performance work systems友情提示：方案范本是经验性极强的领域，本范文无法思考和涵盖全面，供参考!最好找专业人士起草或审核后使用。
绩效管理名词解释
绩效管理名词解释一、名词解释1、绩效：英文performance,又称工作表现.它一般包括两个方面：一方面指工作结果，相当地通常所说的业绩,如工作的效率、工作产生的效益或利润等；另一方面指影响工作结果产生的行为、技能、能力和素质等。
P32、战略：是企业为了达成组织发展目标、应对外部竞争环境的计划。
P283、绩效评价：英文performance appraisal,又称绩效考核,或者绩效考评,或者绩效评估。
主要是根据人力资源管理需要，对组织中人员绩效进行识别、衡量和反馈的活动过程。
P94、绩效目标：在绩效管理中也称目的或责任，它为评估者提供基本的评价标准，便于讨论和衡量。
P33 5、绩效管理：是一个完整的系统，它将员工绩效和组织绩效相融合，将员工绩效管理提升到战略管理层面。
P106、绩效评价指标：是对绩效进行评价的维度，比如产品的数量、质量、成本等。
P557、战略性目标：指将员工的绩效目标与组织目标紧密相连，将员工绩效管理的实践活动与企业经营战略相结合。
P458、开发性目标：指服务于员工培训、员工职业发展咨询、员工改进等，强调绩效管理的未来导向和开发功能。
P469、绩效目标：在绩效管理中也称为目的或责任，它为评估者和被评估者提供基本的评价标准，便于讨论和衡量。
P3310、绩效评价指标：是对绩效进行评价的维度，比如产品的数量、质量、成本等。
P5511、基本标准：就是合格标准，是对评估对象的基本期望，是通过努力能够达到的水平。
P5812、行为锚定评价量表法：是以图尺评价量表法和关键行为事件法为基础开发出来的评估方法。
P8913、卓越标准：它是指对评估对象没有做强制要求，但是通过努力，一小部分人能够达到的绩效水平。
P58 14、任务绩效行为：所规寂的行为或与特定的工作熟练有关的行为，这些行为直接或者间接帮助实现企业目标。
P65 15、周边绩效行为：指那些促进组织气氛、社会关系和心理环境的待业，又被称为组织公民行为，或者亲社会组织行为。
实施绩效管理的措施
实施绩效管理的措施1.必须树立正确的绩效管理理念绩效考核的最终目的是什么？很多企业对此都没有清楚的认识。
在一些领导者心目中，考核无非就是奖优罚劣，亦即传统的胡萝卜加大棒；而在员工的心目中则是认为绩效考核就是“没事找事”。
其实，绩效管理即英文的所谓“performance management”或“performance measurement”，基本都是针对组织和流程，而不是针对个人的。
而在一般HR心目当中的绩效考核，在英文当中的准确翻译是“performance appraisal”。
所以，绩效考核是一个围绕公司目标而建立的促进组织成功的体系，它的根本目的是实现目标而不是评价结果。
2.正确认识绩效管理是一个过程性管理绩效管理是一个PDCA的循环过程。
完整的绩效管理包括绩效计划、绩效执行、绩效考核、绩效反馈等几个阶段，这几个阶段都是一环扣一环的，哪一个环节出现了问题，都会影响到企业的最终绩效水平，而绩效考核只是绩效管理中的一个重要环节而已。
因此，单纯的通过对员工最后产出水平的考核是很难让企业提高绩效水平的。
这就要求我们在对最后结果考核之前，要做好绩效计划的工作；在平时工作过程中，要对员工的工作进行辅导；在考核结果出来之后，上级管理者要与下级员工共同进行绩效面谈来分析原因、找出差距，进行绩效改进，推动员工素质的提高，实现组织目标。
经过这样的一个闭环绩效管理流程，企业的绩效水平才会得到提升。
3.绩效考核体系要做到健全合理建立一套完善的绩效管理体系是问题的关键所在。
但凡绩效考评做得不够成功的企业，都缺乏一套完善的绩效管理体系。
我们必须在考什么、如何考、何时考、谁来考四个方面梳理清楚外，还要对考评结果的运用以及申诉、培训、选拔与任用等配套制度完备后才算是基本建立了健全的绩效管理体系。
此外，应当注意不同行业、不同发展阶段、不同战略背景下的企业，其绩效考核的目的、手段、结果运用等各不相同。
“考什么”是指考核的内容必须完整、有针对性，必须来源于员工工作内容且是其能够控制或者显著影响的。
Performance Management(绩效管理英文论文)
Steve SherrettaApril 26, 2022Performance Management:Enhancing Execution Through a Culture of Dialogue Peter is Chief Executive Officer for a medical supply multinational that recentlycrafted a new strategy to counter competitive threats. The plan stressed the needto cut cycle time, concentrate sales on higher-margin products and develop newmarkets.Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departments—whole business units—simply didn’t “get it.”First surprise: Engineering. The group had cut product design time 30%, meeting its goal to increase speed-to-market. Good. Then Peter asked how manufacturing would be affected. It turned out the new design would take much more time tomake. Total cycle time actually increased. “Our strategic plan message is notreally getting through,” Peter thought.Second surprise: Sales. The new strategy called for a shift—emphasize highmargin sales rather that pushing product down the pipeline as fast as possible.But just about every salesperson Peter spoke to was making transactional sales to high-volume customers; hardly anyone was building relationships with the mostprofitable prospects. Sales is doing just what it’s always done, Peter thought.Worst surprise: Even his top team, the people who’d helped him craft the strategy, was not sticking to plan. Peter asked a team member: “Why are you spending all your time making sure the new machinery is working instead of developing newmarkets?”“Because my unit’s chief goal was to improve on-time delivery,” he answered.“But what about company goals?” said Peter. “We came up with a good plan and communicated it very clearly. But nowhere it isn’t being carried out. Why?”Many organizations create good strategies, but only the best execute them effectively. Fortune magazine estimates that when CEOs fail, 70% of the time it’s because of badexecution.1 Weak execution is pervasive in the business world, but the reasons for it are largely misunderstood. Why is it that no one in Peter’s organization was acting in sync with the strategy? Unless we understand the reasons, we can’t hope to solve the problem. Imagine someone hi tting a tennis ball. When the brain says “hit the ball,” it doesn’t automatically happen. The message travels through nerve pathways down the arm and crosses gaps between the nerve cells. These gaps, or “synapses,” are potential breaks in the connection. If neurotransmitters don’t carry the message across the gap, the message never gets through, or it gets distorted. When that happens, either the arm doesn’t move at all, or it moves the wrong way.Creating a “culture of dialogue”Just like a nervous system, organizations also have gaps that block and distort messages. The secret to effective strategy execution lies in crossing hierarchical and functional gaps with clear, consistent messages that relay the strategy throughout the organization. Sound si mple? It’s not. The reason is that the “neurotransmitters” in organizations are human beings—executive team members, senior managers, middle managers and supervisors—whose job it is to make sure that people’s behavior is aligned with the overall strategy. Doing what it takes to achieve alignment is very difficult. It is what Ram Charan calls, the “heavy lifting” of management, and it’s the key to executing strategy.As we’ll see later, there is an important difference between companies that successfu lly align behavior with strategy and those that do not. Companies that effectively execute strategy create a “culture of dialogue.” A culture of dialogue encourages pervasive two-way communications where individuals and groups 1) question, challenge, interpret and ultimately clarify strategic objectives; and 2) engage in regular performance dialogue to monitor behavior and ensure it is aligned with strategy.Three keys to managing performanceA culture of dialogue doesn’t happen instantly, any more than a fluid tennis stroke does. It takes practice, persistence and hard work. So how exactly can leaders ensure that strategy messages go all the way down the line—that the tennis ball gets hit correctly? The three keys to managing performance effectively are:1.Achieving radical clarity by decoding strategy at the top. Many organizationsthink they send clear signals but don’t. In some cases, managers subordinate broad strategic goals to operational goals within their silos. That’s what happened with Pet er’s top team. Elsewhere, top team members often have too many “top”priorities—we’ve seen as many as 100 in one case—which results in mixed signals and blurred focus. Strategy decode requires winnowing priorities down to amanageable number—as little as five.2.Setting up systems and processes to ensure clarity. Once strategy is clear,organizations must create processes to ensure that the right strategy messages cascade 1“Why CEOs Fail,” by Ram Charan and Geoffrey Colvin, Fortune magazine, June 21, 1999.down the organization. These include: strategy-centered budget and planningsessions; staff and team meetings to discuss goals; performance managementmeetings; and talent review sessions. Dialogue drives all these processes. Eachrepresents a “transmitter opportunity,” where strategic messages are conveyed and behavior is aligned with goals.3.Aligning and differentiating rewards.Leaders must make sure rewards encouragebehaviors consistent with strategy, which sounds easy but isn’t. Differentiation is about making sure that stars get significantly more than poor performers. But almost everywhere managers distribute rewards more or less evenly. As we’ll see, lack of effective performance dialogue is a key contributor to dysfunctional reward schemes.We list these three items separately but they are, of course, interconnected. Systems and processes depend on clarity from the top. Differentiation and alignment of rewards depend on managers using performance systems effectively. Dialogue is the glue that holds it all together. But not just any dialogue will do. It must be dialogue with purpose, focused on performance.Link to company valuationCompanies that manage performance well—General Electric comes to mind—have higher market valuations. Why? Because, more and more, institutional investors view strategy execution as a vital factor influencing stock prices.Just a few years ago institutional investors relied almost exclusively on financial measures for company valuations. Now 35% of a market valuation is influenced by non-financial, intangible factors, according to a study by Ernst & Young.2 The study showed that “execution of corporate strategy” and “management credibility” ranked number one and number two in importance to institutional investors out of 22 non-financial measures. John Inch, a managing director and analyst at Bear Stearns notes that in some sectors, such as diversified industrial companies, intangibles account for even more—up to half a company’s value. “You can take even a mundane asset and inject good management and have something pretty strong,” says Inc h.2 Based on a study conducted by Sarah Mavrinac and Tony Siesfeld for the Ernst & Young Center for Business Innovation.1. Achieve Radical Clarity by decoding strategy at the topThe first step in successfully executing strategy is achieving clarity on the top team, which is frequently the source of garbled signals.Lack of Clarity at the TopA recent Hay Group study 3 shows a disturbing lack of clarity on top teams(organizational clarity measures the extent to which employees understand what is expected of them and how those expectations connect with the organization’s larger goals). The chart below shows dramatically higher levels of clarity on outstanding vs. average teams. In fact the biggest single difference between great and average top teams and typical ones was in the level of internal clarity. See Figure 1.Figure 1: Organizational Climate and Teams[Change Hay/McBer to “Source: Hay Group, Inc.” in final version]And a Lack of Clarity BelowWorkers at lower levels strongly feel this lack of clarity. Figure 2 looks at satisfaction levels for workers planning to leave their organizations within two years versus those planning to stay longer. This study showed that a key reason people leave their jobs ismore than two years at their companies,sense of direction.Figure 2: Key reasons why employees leave their companies3 Hay Group partnered with Richard Hackman of Harvard University and Ruth Wageman of Dartmouth College to identify the dynamics of top executive teams and their impact on performance. From an initial group of 48 teams, the researchers narrowed their study to 14 teams, many from large global organizations. Each team member represented the head of an organization, a major business division, or a major geography.4 Source: Hay Group, Inc. The results are from our Employee Attitude Survey, which sampled some 300 companies representing more than 1 million workers. Our survey queried management, professionals, salespeople, information technologists, and clerical and hourly workers. The “gap” referred to in the table is the “satisfaction gap” between workers planning to leave within two years and those planning to stay longer.[NOTE; HIGHLIGHT SECTION 3; MAKE IT POP GRAPHICALLY]Clarity mattersWhy do employees crave clarity? Think about it. What could be more demoralizing than the realization that your hard work is not contributing to overall company goals? Employees want to do the “right” thing, but they can only do so if they know what the right things are.Unfortun ately, as we saw in our opening vignette, companies often don’t communicate strategic goals effectively. An oil refinery client, for example, set a strategic goal to cut costs. To see how well the message had gotten through, an operations team leader held a strategy decode session where he quizzed his team members on what they felt was the chief priority. Ten team members produced four different “top” objectives, including cost-cutting, safety, environmental compliance and reducing sales processing time. The message hadn’t got through. The team leader called his team together and created a “transmitter opportunity.”“Don’t you guys realize that if we can’t cut our refining costs by three cents a gallon, they’re going to shut us down?” he said.“Is that all you need us to do?” replied the team members, taken aback. United by a clear direction and shared ownership of the cause, team members enthusiastically cut costs by five cents per gallon over the following year while continuing to maintain good safety and environmental records.Narrowing prioritiesHaving too many priorities can lead to lack of clarity. AeroMexico, for example, had worked with a strategy consulting firm that delivered a 249-page report listing key performance indicators (KPIs) for measuring progress by the enterprise. The good news was that the KPIs gave the top team metrics for measuring success. The bad news was that there were 100 of them, and they weren’t prioritized.“It was clear that execution would suffer unless we ident ified the most important ones, says AeroMexico CEO Arturo Barahona. “So we discussed which ones connected most directly with our strategic priorities and where we were in the business cycle, and each team member settled on five chief goals.” By gaining c larity on key objectives, the team greatly increased the odds that signals would transmit clearly down the line.Getting buy-in at the topHay research on teams has shown that it’s not uncommon for team members to nod their heads in agreement when new strategies are set in meetings, then go back to their division or department and carry on exactly as they had before. In effect, they end up sabotaging the plan. That’s why gaining buy-in is essential to effective execution, and dialogue is what makes it happen.IBM created an executive team consisting of six Ph.D-level technical leaders at an applied research unit. Their mission: build strong relationships with top research universities so that IBM could recruit innovative scientists capable of developing breakthrough products. The problem was that the Ph.Ds, all world-class scientists, were used to competing for research dollars and dismissing each other's ideas to advance their own. Getting them to work jointly and be held accountable for business results was going to be very difficult.In the first group meeting, the vice president simply assigned accountabilities to the various team members. "I could see the scientists digging in their heels, says Harris Ginsberg, an internal leadership consultant who attended the meeting. "No one was going to dictate to them what they should do." Even if they'd said yes to the VP's directives, adds Ginsberg, they would never have followed through.Ginsberg, who helps IBM business units clarify and execute strategy, knew the key was to get the scientists talking to each other. So he coached the vice president to change her behaviors. Rather than hand out directives, he suggested ways she could stimulate team dialogue about how to meet objectives. Ginsberg also counseled other team members about the need for a "consensus process" on an interdependent team.They all "got" it. At the next meeting the VP said, "Our mandate is to create breakthrough products. Without access to talent at the top universities, we won't succeed. How are we going to get it?" At first, Ginsberg recalls, she met silence. Finally one team member raised her hand. She was willing to "get out there to the universities, and be more visible, go out with the recruiter and the senior human resources people," said Ginsberg. She also agreed to help some up-and-coming scientists learn how to develop relationships with universities.A second team member said he would "help her make some calls." The ice wasbroken and all the team members eventually took on group responsibilities. "Itwas all about dialogue," says Ginsberg. "Until the individual leaders embraced the unifying elements of the strategy for the good of the enterprise, they only attended to their own mission. The dialogue helped them buy-in, agree to some shared activities, and begin to work more collaboratively."2. Set up systems and processes to create clarityWhy is executing strategy so difficult, even when the plan is clear? Because good execution only happens when employee behavior is aligned with strategy. And many managers can’t, won’t or don’t create the “transmitter opportunities” required to get people to do the right things. Managers: can’t because they don’t know how to talk with their subordinates about change and/or poor performance; won’t, because they find it uncomfortable to give candid feedback; or, simply don’t realize that successful strategy execution will never happen without ongoing performance dialogue.Part of the solution to this problem is creating systems and processes that force performance dialogue. General Dynamics Defense Systems (GDDS) in Pittsfield, MA, is one company where creating such systems has contributed to dramatic results. From 1999 to 2001, attrition among its valued software engineers dropped from 20 percent to 2.4 percent. Union grievances dropped from 57 to zero, saving hundreds of thousands of dollars. And, best of all, earnings and profit margins doubled.What GDDS didIn 1999 the $200 million plus defense contractor challenged its employees to improve the company’s negotiating leverage on bids, and thereby increase margins and profitability. To accomplish this goal, senior management directed all departments to chase out costs, and created numerous processes to transmit the cost-cutting strategy down the managerial ranks right to the shop floor, which is where they felt many of the best cost-cutting ideas would come fromCarmen Simonelli, director of facilities and security, says his department’s goal was to push labor costs 5 pe rcent below budget, with a “stretch” goal of 6 percent. That was ambitious given that direct applied labor costs had been running 10-15 percent over budget. But Simonelli’s team slashed applied labor hours to an unthinkable 20 percent below budget. Annual savings amounted to about $440,000 on a $2 million budget, or nearly $10,000 per worker.How did they do it? The key, Simonelli says, was the processes the company put in place to enhance dialogue and carry the message to the shop floor. For example:The Learning MapThe company made it easy for employees to understand its broad goals by creating a “learning map,” which graphically outlined how each department and team linked directly to core objectives. All employees saw at a glance how their jobs fit in. Supervisors and assemblers in Simonelli’s group, for example, could readily see that by reducing applied labor hours in a project, GDDS could increase margins, shorten delivery schedules and raise the chances for winning new contracts.The ScorecardManagers and direct reports at GDDS meet one on one to create Scorecards, which set out five to seven personal annual goals. For example, the goals for shipping and receiving supervisor Tom Molleurs included plans to capture all incentive payments for early delivery and to cut direct costs 5%. Once a manager and subordinate reach agreement goals, they both sign the Scorecard as if it were a contract. From the worker’s perspective, this was a dramatic shift, says Newell “Tom” Skinner, at the time dire ctor of product delivery. “In the past we just set the goals and beat up employees to try to make them, but they probably didn’t even know why we had that goal in the first place.” Scorecards are “transmitter opportunities ” that clarify expectations and link day-to-day activity to company goals. And they work. Molleur’s group ended up cutting direct costs by 50 percent—not just 5 percent. What was the key thing that made it happen?Molleurs points to his weekly progress meetings. When they were behind schedule, Molleurs used the meetings to make sure the workers understood, through the Learning Map and Scorecards and other processes, how meeting or beating delivery schedules could increase competitiveness and win more contracts.Top management did simple things to make sure strategy messages were getting through. For example the president held monthly “pizza meetings” with everyone whose birthday fell that month. At these “transmitter opportunities,” he would ask attendees people tolist their top three goals, and their boss’ top three goals. Within months, everyone could answer the questions.When effective dialogue pushes strategic imperatives downward in an organization, extraordinary things happen. Skinner extended an open invitation to any employee who wanted to attend his weekly budget meeting with his supervisors. One day an assembler showed up and said a part design was forcing assemblers to work by hand with “dozensof tiny screws, lock washers and nuts.” Skinner had the assembler meet with process control engineers for a redesign. The result: a job that had taken 12 hours was cut to four. “The best ideas come from the people doing the job,” says Skinner. Once the “conversation” got started, it took on momentum. Soon, people were co ming into Skinner’s office without waiting for the weekly to discuss misalignment of strategy and behavior. Workers themselves were creating transmitter opportunities!It’s about behavior changeThe processes GDDS installed forced performance dialogue and ultimately changed behaviors. The message got through. But, like a tennis stroke, it didn’t happen quickly or automatically. It took coaching and practice.Sometimes you have to get it wrong, then make corrections through feedback and dialogue, before you get it right. One North American insurance company embarked on a new strategy to expand sales with existing customers. The president created nine core value statements and broadcast the ideas repeatedly organization-wide. Soon, every manager could recite them by heart. Employees even had cards with the core-value statements right at their desks.The message, however, wasn’t sinking in. An outside consultant saw one of the value statements on an underwriter’s desk that read “Never knowingly undersell a customer.” But the consultant listened to several of her calls and realized that she consistently failed to explore customer needs or try to up-sell. “The company had told her what to do, but didn’t follow through with the necessary rationale and appeals that would result in behavior change,” says the consultant. “As a result, her behavior was out of sync with the company strategy.”So the insurer put together a training session and coached its underwriters on ways to explore customer needs and broaden the sale. When the consultant visited the same underwriter a few months later, he noted that she was sending birthday cards to customers and calling during the year—not just at renewal time—to identify unfulfilledcustomer needs. “It was only aft er repeated dialogue, including feedback and coaching, that the underwriter’s behavior aligned with company goals,” explains the consultant. Figure 3: The coaching style on top teams[EDITOR’S NOTE: Vertical or “Y” axis needs to be labeled as “Percent indicating”Cutline: Teams that rely on a “coaching” managerial style get better performance— percentage of team members who observed the team leader using aCreating opportunities to transmit strategy downOrganizations committed to executing strategy devise innovative ways to make connections and circulate key messages. Alberto-Culver North America, the $600 million division of a $2.5 billion company whose profits tripled in 1994-2000, chose 70 “growth development leaders” (GDLs) from all levels of the company to create clarity about strategy.One strategic goal was to recruit better talent. The GDLs moved through the organization to see what people were actually doing to meet the recruitment objectives. They found serious disalignment between goals and behaviors, says Jim Chickarello, group vice president of worldwide operations and one of the GDLs. For example, when job candidates came in for interviews, nobody gave them a basic overview of the business, Sometimes candidates would be left standing around because hand-offs between various interviewers were poorly coordinated. And no one had consolidated interviewer evaluations, so there was no central location where Alberto-Culver managers seeking new people could get a snapshot of all candidates the company had interviewed. The top team and the GDLs devised a plan and created simple systems to carry it out. For example they created forms outlining an “agenda” for candidates that specified where hand-offs took place. No more waiting around. The GDLs developed take-home materials so that every candidate now gets a thorough company overview. Finally, the group created interviewer-report forms that must be sent to the manager who might ultimately work with the candidate. As a result, Chickarello says the company slashed its open-job rate in half, from 10 percent to 5 percent.“Hand’s-off” management means not being “on-message”For years experts have emphasized the importance of dialogue in performance management. But too many managers avoid it. One veteran says annual performance appraisals “are like delivering a newspaper to a house with a growling dog. You throw the paper on the porch and get away as fast as possible.”“Managers don’t want to deal with confrontation,” says Charlotte Merrell, senior vice president for Boston-based Jack Morton Company, a leader in event marketing. “Even when employees are not doing the right things, they’re usually working hard. Managers are concerned they might demoralize the employee or cause them to leave.”In fact, the exact opposite is true. Employees get demoralized when they don’t get candid performance feedback. When it comes to annual performance reviews, the issue is not what goes unsaid on the day of the review, but what goes unsaid the other 259 working days of the year. Ironically, with the right kind of performance-based dialogue, managers could eliminate the onerous annual performance review altogether. In a true culture of dialogue, feedback is given candidly and consistently in small doses—like an IV—and the annual review becomes a non-event.Don’t overlook the people factorIn sum, strong execution occurs when top management creates performance management systems and process (“transmitter opportunities”) and ensures that line managers are trained to use them. Companies often do a good job with the former, but underestimate the importance of the latter. Many managers got where they are through intellectual and technical abilities—not through their people skills—and need help to become effective performance managers. In particular, they need the skills to help make those tough performance review sessions go more smoothly. But the good news, according to Linda Johnston, vice president for human resources at Berkshire Bank in Massachusetts, is that “performance coaching is not rocket science. With practice, most managers can become quite adept at it.” (See sidebar on page xx for advice on what managers need to do to deliver performance messages effectively.)3. Making rewards countStrategy and execution signals get distorted when top teams lack clarity and when managers lack—or don’t use correctly—systems and processes to force performance dialogue. Wrong-headed reward policies complete the triple-whammy that cripples strategy execution.Aligning Rewards With StrategyIt sounds obvious that rewards have to be aligned with strategy. In fact the idea that a company would reward behavior that’s “out of sync” with the company strategy seems ludicrous. But it happens all the time. The reason is that creating reward systems is complex, and the critical importance of reward, which is just one piece of the strategic equation, is often overlooked.A health care insurance company, for instance, wanted to improve customer service, so it invested heavily in a program to train customer service representatives. The reps learned better voice technique, interviewing skills to ferret out customer needs, and upselling skills. But the company kept the same reward system as before, basing incentive pay on the number of calls completed. When management got its first set of customer satisfaction surveys, they were bleak reading. Customer widely agreed that although the staff was courteous, it was remarkably unhelpful in resolving problems. Why? Because, as one reps put it, “If we spend more than four minutes on a call we would never get our bonus.” The strategy required that reps engage in longer, more in-depth conversations with customers. But, as the rep pointed out, the dysfunctional reward system punished reps for doing so.Before AeroMexico had clarified its strategy, it had a reward scheme that unintentionally rewarded the wrong behavior. Pilots got merit pay based on on-time arrival records. This incentive helped give AeroMexico the best on-time record of any airline in North America. But this good outcome came with unintended consequences. Pilots sometimes left the gate before scheduled departure times to ensure their bonuses, leaving passengers stranded and angry. AeroMexico later changed the key goal to overall customer satisfaction, with on-time arrival as just one component. Continual dialogue prevents such missteps.Differentiating rewardsStandard management theory says high-performing workers should get higher rewards than average or below-average workers. But at many companies it rarely works that way. Figure 4 shows the narrow difference separating the merit pay of high-performers—stars—from the average in a Hay survey of 75 U.S. companies.Figure 4: Average Merit Increases: 20015(Cutline: Despite all the talk about the importance of differentitation in recent years, organizations still do not differente salary increases very muchA Hay Employee Attitude survey shows the tragic consequences of failing to differentiate rewards. In surveys conducted at 335 companies worldwide, only 35% of employees said they believed they’d earn mo re if they improved their performance.5Source: Hay Compensation Report, involving some 75 companies in the U.S.。
人力资源管理之绩效管理专业术语英语翻译
人力资源管理之绩效管理专业术语英语翻译1绩效管理，2绩效评价3绩效计划4绩效目标5绩效辅导6绩效沟通7绩效分析8绩效评价面谈9绩效反馈10排序法11强制分布法12关键事件法13图尺度评价法14配对比较法，行为锚定等15级评价法16目标管理法17绩效评价标准不清，趋紧，趋松，居中趋势，18晕轮效应19效度、信度20关键绩效指标21 360反馈过程22平衡记分卡23绩效改进24高绩效工作系统1, performance management,2 Performance Evaluation3 Performance Plan4 performance targets5 Performance counseling6 the performance of communication7 Performance Analysis8 Performance Evaluation interviews9 Performance Feedback10 Sort11 mandatory distribution12 critical incident method13 map-scale evaluation14 pairs of comparative law, and other acts of anchoringEvaluation 15Management Act, 16 goals17 Performance evaluation criteria clear, tight, more loose, center trend18 halo effect19 validity, reliability20 Key Performance Indicators Feedback processes 21,36022 Balanced Scorecard23 performance improvement24 high-performance work systems。
绩效管理英文版
Organizations with a high-performance orientation and strong management capability have higher revenue, profits, and market valuations
Passive
Manage poor performers
Performance Management
Performance Ownership
Barometer of progress (periodic)
Dialogue (continual)
Joint ownership for goal-setting/review
Is dreaded by managers and employees alike Does not result in any meaningful feedback Does not differentiate performance or pay Is a focus for only one or two days—or hours—per
Thirty-five percent of an institutional investor’s valuation of a company is attributable to nonfinancial information that gauges the ability of the management team to deliver results:
绩效管理全英文
Steve SherrettaNovember 28, 2018Performance Management:Enhancing Execution Through a Culture of DialoguePeter is Chief Executive Officer for a medical supply multinational thatrecently crafted a new strategy to counter competitive threats. The planstressed the need to cut cycle time, concentrate sales on higher-marginproducts and develop new markets.Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departments—whole businessunits—simply didn’t “get it.”First surprise: Engineering. The group had cut product design time 30%, meeting itsgoal to increase speed-to-market. Good. Then Peter asked how manufacturing wouldbe affected. It turned out the new design would take much more time to make. Totalcycle time actually increased. “Our strategic plan message is not really gettingthrough,” Peter thought.Second surprise: Sales. The new strategy called for a shift—emphasize high marginsales rather that pushing product down the pipeline as fast as possible. But just aboutevery salesperson Peter spoke to was making transactional sales to high-volumecustomers; hardly anyone was building relationships with the most profitable prospects.s always done, Peter thought.Sales is doing just what it’Worst surprise: Even his top team, the people who’d helped him craft thestrategy, was not sticking to plan. Peter asked a team member: “Why areyou spending all your time making sure the new machinery is working insteadof developing new markets?”-time delivery,” he answered.“Because my unit’s chief goal was to improve on“But w hat about company goals?” said Peter. “We came up with a good plan andWhy?”communicated it very cl early. But nowhere it isn’t being carried out.Many organizations create good strategies, but only the best execute them effectively. Fortune1Weakmagazine estimates that when CEOs fail, 70% of the time it’s because of bad execution. execution is pervasive in the business world, but the reasons for it are largely misunderstood.Unless weWhy is it that no one in Peter’s organization was acting in sync with the strategy?understand the reasons, we can’t hope to solve the problem.it doesn’tImagine someone hitting a tennis ball. When the brain says “hit the ball,” automatically happen. The message travels through nerve pathways down the arm and crossesction.gaps between the nerve cells. These gaps, or “synapses,” are potential breaks in the conneIf neurotransmitters don’t carry the message across the gap, the message never gets through, or itgets distorted. When that happens, either the arm doesn’t move at all, or it moves the wrong way. Creating a “culture of dialogue”Just like a nervous system, organizations also have gaps that block and distort messages. Thesecret to effective strategy execution lies in crossing hierarchical and functional gaps with clear,consistent messages that relay the strategy throughout the organization. Sound simple? It’sin organizations are human beings—executivenot. The reason is that the “neurotransmitters” team members, senior managers, middle managers and supervisors—whose job it is to make surebehavior is aligned with the overall strategy. Doing what it takes to achievethat people’salignment is very difficult. It is what Ram Charan calls, the “heavy lifting” of management, and it’s the key to executing strategy.As we’ll s ee later, there is an important difference between companies that successfully alignbehavior with strategy and those that do not. Companies that effectively execute strategy create aA culture of dialogue encourages pervasive two-way communications“culture o f dialogue.” where individuals and groups 1) question, challenge, interpret and ultimately clarify strategicobjectives; and 2) engage in regular performance dialogue to monitor behavior and ensure it isaligned with strategy.Three keys to managing performancethan a fluid tennis stroke does. It takesA culture of dialogue doesn’t happen instantly, any morepractice, persistence and hard work. So how exactly can leaders ensure that strategy messages goall the way down the line—that the tennis ball gets hit correctly? The three keys to managingperformance effectively are:1.Achieving radical clarity by decoding strategy at the top. Many organizations think theyIn some cases, managers subordinate broad strategic goals to send clear signals but don’t.1Fortune magazine, June 21, 1999.“Why CEOs Fail,” by Ram Charan and Geoffrey Colvin,operational goals within their silos. That’s what happened with Peter’s top team.Elsewhere, top team members often have too many “top” priorities—we’ve seen as many as 100 in one case—which results in mixed signals and blurred focus. Strategy decode requireswinnowing priorities down to a manageable number—as little as five.2.Setting up systems and processes to ensure clarity. Once strategy is clear, organizationsmust create processes to ensure that the right strategy messages cascade down theorganization. These include: strategy-centered budget and planning sessions; staff and teammeetings to discuss goals; performance management meetings; and talent review sessions.Dialogue drives all these processes. Each represents a “transmitter opportunity,” wherestrategic messages are conveyed and behavior is aligned with goals.3.Aligning and differentiating rewards.Leaders must make sure rewards encourageDifferentiation is aboutbehaviors consistent with strategy, which sounds easy but isn’t.making sure that stars get significantly more than poor performers. But almost everywheremanagers distribute rewards more or less evenly. As we’ll see, lack of effectiveperformance dialogue is a key contributor to dysfunctional reward schemes.We list these three items separately but they are, of course, interconnected. Systems andprocesses depend on clarity from the top. Differentiation and alignment of rewards depend onmanagers using performance systems effectively. Dialogue is the glue that holds it all together.But not just any dialogue will do. It must be dialogue with purpose, focused on performance.Link to company valuationCompanies that manage performance well—General Electric comes to mind—have higher marketvaluations. Why? Because, more and more, institutional investors view strategy execution as avital factor influencing stock prices.Just a few years ago institutional investors relied almost exclusively on financial measures forcompany valuations. Now 35% of a market valuation is influenced by non-financial,intangiblefactors, according to a study by Ernst & Young.2The study showed that “execution of corporateranked number one and number two in importance tostrategy”a nd “management credibility” institutional investors out of 22 non-financial measures. John Inch, a managing director andanalyst at Bear Stearns notes that in some sectors, such as diversified industrial companies,intangibles account for even more—up to half a company’s value. “You c an take even amundane asset and inject good management and have something pretty strong,” says Inch.2Based on a study conducted by Sarah Mavrinac and Tony Siesfeld for the Ernst & Young Center forBusiness Innovation.。
[新]绩效管理全英文
![[新]绩效管理全英文](https://img.taocdn.com/s3/m/51d5c6d85fbfc77da269b15f.png)
0% Profitability Productivity
Source: Sheffield Effectiveness Programme
Percentage of variation in change in company performance accounted for by managerial practices
High-performing companies are better at managing, motivating, and rewarding employees
0109-9271-HAYG Lemaire 6
Strategy Execution Matters to Shareholders
0109-9271-HAYG Lemaire 3
Improving Performance Management Improves Business Results
Number of Employees
Source: Hay/McBer
Performance
Optimizing the performance of your people will have a positive impact on business performance
5-year sales growth = 17.5% per year 5-year profit growth = 10.8% per year Annual equity growth = 16.7% per year 5-year dividend growth = 13.4% per year
0109-9271-HAYG Lemaire
10
Performance Management Stages
绩效评估常用英语
绩效评估常用英语1. Introduction绩效评估是一个评估员工表现和工作成果的过程。
下面是一些在绩效评估中常用的英语术语和短语。
2. 常用英语术语和短语- Performance evaluation: 绩效评估/考核- Key performance indicators (KPIs): 关键绩效指标- Performance goals: 绩效目标- Criteria: 标准- Rating scale: 评分标准- Self-evaluation: 自我评估- Manager's evaluation: 上级评估- Peer evaluation: 同事评估- Feedback: 反馈- Strengths: 优点- Areas for improvement: 需要改进的地方- Performance review: 绩效评估/考核- Performance rating: 绩效评级- Performance appraisal: 绩效评价- Performance management: 绩效管理- Performance improvement plan: 绩效改进计划3. 表达评价在绩效评估中，我们需要用适当的语言表达评价。
以下是一些常用的表达方式：- Exceeds expectations: 超出预期- Meets expectations: 达到预期- Below expectations: 低于预期- Outstanding performance: 杰出的表现- Needs improvement: 需要改进- Strong attention to detail: 对细节关注度高- Consistently meets deadlines: 总是按时完成任务- Demonstrates strong teamwork: 表现很强的团队合作能力- Shows initiative: 展示主动性- Takes responsibility for mistakes: 对错误负责4. 结论以上是绩效评估中常用的英语术语和短语，希望对您有帮助。
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Chapter 10
Objectives
How to View Goals
View State Goals View Your LWA Goals Search Goals (including other LWAs)
Search Preliminary Outcomes Year to Date Managers Report Search Final Annual Outcomes
Search Final Annual Outcomes
Performance Management 10-20
Viewing Outcomes
Search Preliminary Outcomes –
Displays the performance outcomes calculated for quarter’s exiters, where all UI wage data has NOT been posted. Year To Date Managers Report – Displays only the quarters for which all UI wage data has been posted and whose program year September 30th deadline has not passed. Supplemental income can still be added in the Year To Date Managers Report outcomes. Select the LWA, program year and program quarter from the drop down boxes. Select view outcomes. Final Annual Outcomes – Displays the final numbers that are captured as of September 30th for transactions effective as of September 15th of each program year and are used in determining whether an LWA, exceeded, met or failed each of the 17 performance measures.
Younger Youth Outcomes (2 of 6)
Performance Management 10-28
Younger Youth Outcomes (3 of 6)
Younger Youth Outcomes (4 of 6)
Performance Management 10-30
Year To Date Managers Report
1 year after Customer is in system and data not archived.
Archived on specific date for that Program Year e.g., Archived after September 30 for Program Year 2003 and later. Archived November 30 for Program Year 2002 and earlier.
Search Goals (6 of 7)
Performance Management 10-14
Search Goals (7 of 7)
Performance Management 10-15
LWA Goals
Search Goals
Performance Management 10-17
State Goals
Performance Management
Performance Management 10-19
Viewing Outcomes
Viewing Outcomes
Search Preliminary Outcomes
30 days after Customer is exited from a statutory program in the system and UI data is reported
How to Search and Review Outcomes
Performance Management 10-2
Performance Management
Performanceff Menu
Performance Management 10-4
Younger Youth Outcomes (5 of 6)
Search Goals (2 of 7)
Performance Management 10-10
Search Goals (3 of 7)
Search Goals (4 of 7)
Performance Management 10-12
Search Goals (5 of 7)
Performance Management 10-13
Performance Management 10-21
Search Final Annual Outcomes
Performance Management 10-22
Search Final Annual Outcomes
Performance Management 10-23
Younger Youth Outcomes (1 of 6)
View Your LWA Goals
Performance Management 10-5
LWA Goals
View State Goals
Performance Management 10-7
State Goals
Search Goals (1 of 7)
Performance Management 10-9