外文文献-绩效考核管理系统
企业绩效管理外文翻译文献
企业绩效管理外文翻译文献译文：3900多字
(含：英文原文及中文译文)
文献出处：Oliveira P G M D. Corporate Performance Management[J]. Ssrn Electronic Journal, 2009, 7(3):págs. 23-31.
英文原文
Corporate Performance Management
Pedro Oliveira
Abstract
Two of the most important duties of a chief executive officer are (1) to formulate strategy and (2) to manage his company’s performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies, and then proceed to explain how the functioning of a company can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system is the corporate performance evaluation model, the structure of which is mapped into the planning system’s database, simulation models
绩效评价绩效考核工具外文文献翻译(节选)
中文3100字，2000单词，1.1万英文字符
出处：Kipchumba T B, Yano K L. Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya[J]. Journal of Emerging Trends in Economics & Management Sciences, 2014, 5.
原文
Perceived Usefulness of the 360-Degrees Appraisal Tool and Its Usage in Performance in Nakuru, Kenya
Kipchumba, Tarus Benjamin; Yano, Kuto Luka
Abstract
The study examined the perceived usefulness of the 360 degrees appraisal tool and the extent of its usage in performance in Municipal Council of Nakuru, Kenya. A survey research design was applied because it was an intensive descriptive and holistic analysis of Municipal Council of Nakuru as a single entity. The study targeted employees from 8 departments with a total population of 1062 employees but it targeted 282 respondents which was 26.6% of the total population. Stratified sampling technique was used in arriving at strata on the basis of departments for employees. To arrive at specific respondents among employees, purposive sampling technique was used. The data obtained was coded and analysis was done using central tendency, bar graphs, percentages and Chi-square. It was revealed that 360 degrees as an appraisal tool is adopted by the Council and it has improved its performance. The Chi-square tests carried out revealed that there is a significant relationship between use of 360 degrees and organization performance and perceived usefulness. The study recommended the need to educate employees more on the importance of 360 degrees appraisal tool and encourage them to participate fully in development and implementation process. The findings and recommendations of the study are also important to the management when planning for performance appraisal sessions as well as in reviewing individual performance.
员工对绩效考核系统的感知外文文献翻译最新译文
员工对绩效考核系统的感知外文文献翻译
最新译文
The ___ can only stay ahead of their rivals by being innovative。and a key aspect of this is having a valid and accurate performance appraisal system (PAS) in place to rate employee performance (Armstrong。2003.Bohlander & Snell。2004)。However。it is ___ (___。2003).
2.___
Aperformanceappraisalsystem(PAS)___ Dessler (2005)。___ and potential。The PAS is a critical tool in the human resource management process that ___ weaknesses。and to provide feedback on how employees can improve their performance。It also helps to align employee performance with the overall goals of the n (Dessler。2005.Armstrong。2003).
3.___
This ___ research method that involves the n and analysis of data from a single case or a small number of cases (Yin。2003)。
绩效管理英语参考文献
绩效管理英语参考文献
绩效管理英语参考文献大全
绩效管理，是指各级管理者和员工共同参与的.绩效计划制定、绩效辅导
沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程，绩效管理的目的是持续提升个人、部门和组织的绩效。下面列出绩效管理英语参考文献，希望对你的论文写作有所帮助。
绩效管理英语参考文献一:
[1]Mohammad Moshtari. Inter‐Organizational Fit, Relationship Management Capability, and Collaborative Performance within a Humanitarian Setting[J]. Prod Oper Manag,20XX,259:.
[2]David B. Zoogah. Tribal diversity, human resources management practices, and firm performance[J]. Can J Adm Sci,20XX,333:.
[3]Torsten Doering,Nallan C. Suresh. Forecasting and Performance: Conceptualizing Forecasting Management Competence as a Higher‐Order Construct[J]. J Supply Chain Manag,20XX,524:.
[4]T. Danielle Samulski,Virginia A. LiVolsi,Lawrence Q.
绩效考核中英文对照外文翻译文献
绩效考核中英文对照外文翻译文献(文档含英文原文和中文翻译)
绩效考核与员工满意
摘要：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评。绩效考核作为一种有效的企业管理手段，在企业管理中发挥着非常重要的作用，是企业人力资源管理的核心。本文对当前我国绩效考核中存在的问题做了详细的分析。针对问题，文章提出从绩效考核的各个角度进行控制，从而确保绩效考核高效到位，最终发挥人力资源管理的作用。
关键词：绩效考核问题分析建议
21世纪是知识经济时代，随着经济竞争的加剧，人们越来越认识到人力资源是当今时代经济发展的第一资源。随着人力资源管理在中国企业的发展的日趋成熟,绩效管理作为人力资源管理的重要组成部分在企业内部的地位也越发重要。绩效考核是人力资源管理的核心问题之一，是保障并促进企业内部管理机制有序运转，实现企业各项经营管理目标所必须进行的一种管理行为。
美国组织行为学家约翰·伊凡斯维其认为，绩效考核可以达到以下八个方面的目的：为员工的晋升、降职、调职和离职进行评估；组织对员工的绩效考评的反馈；对员工和团队对组织的贡献进行评估；为员工的薪酬决策提供依据；对招聘选择和工作分配的决策进行评估；了解员工和团队的培训和教育的需要；了解员工和团队的培训和教育的需要；对工作计划、预算评估和人力资源规划提供信息。
绩效考核是企业管理员工的有效手段,也是主要途径,在企业管理中具有不可替代的核心地位。但是,现在有很多企业的绩效考核与企业的发展策略相脱节,企业绩效考核体系也只是一个空壳而已,根本达不到对员工进行考核的目的,甚至还适得其反,导致人才流失。因此，对企业的绩效考核工作进行分析，找出存在的问题，并解决这些问题成为企业势在必行的工作。
绩效管理英文文献和参考文献
绩效管理英文文献和参考文献
绩效管理英文文献和参考文献
目录
1 绪论………………………………………………………………………………1
2 绩效管理未达成明显效果几个常见的原因……………………………………2 2.1照搬照抄，盲目模仿…………………………………………………………2 2.2重绩效考核，轻绩效管理……………………………………………………2 2.3绩效管理只是人力资源管理部门的工作……………………………………2 2.4绩效管理的目标不明确………………………………………………………
3 2.5绩效管理体系缺乏科学性……………………………………………………3 3 有效绩效管理的根基……………………………………………………………
4 3.1良好的企业文化氛围…………………………………………………………4 3.2明确的战略目标定位…………………………………………………………4 3.3合理的组织架构和畅通的业务流程…………………………………………4 3.4高层领导的正确引导和强力推动……………………………………………
5 4 绩效管理实施过程中应注意的几个问题………………………………………
6 4.1绩效管理的分工与合作………………………………………………………6 4.2企业绩效与员工绩效的整合…………………………………………………6 4.3绩效管理既要注重结果，也要重视过程……………………………………
7 4.4业绩考核与素质评估并重……………………………………………………7 4.5要有畅通的绩效反馈和申诉流
绩效考核外文文献及其译文
The Dilemma of Performance Appraisal
Peter Prowse and Julie Prowse
Measuring Business Excellence,V ol.13 Iss:4,pp.69 - 77
Abstract
This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals.
This paper willevaluatethe aims and methodsof appraisal, thedifficulties encountered in the appraisalprocess. It also re-evaluates the lack of theoretical development in appraisaland move from he psychological approachesof analysistoamorecritical realisation ofapproaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.
企业绩效管理外文翻译文献综述
企业绩效管理外文翻译文献综述
企业绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)
原文：
Can Performance Management Foster Intelligent Behavior?
Bjarte Bogsnes
The world has changed, not just in increasingly fast-changing and unpredictable ways, but also the competence and expectations of people in our organizations. Unfortunately, too few seem to understand or accept that these developments call for radically new and different ways of leading and managing. Traditional management practices do not make us
the agile organizations we need to be.
The problem starts with the label, "Performance Management" implying, "If I don't manage you, there will be no performance."We need a new mindset, one that is less about managing performance and more about creating conditions for great performance to occur. We need self-regulating models, requiring less management, but more leadership from everyone.
绩效管理英文文献
PERFORMANCE MANAGEMENT POLICY
The Governing Body of Homerton Children’s Centre adopted
this performance management policy on31 October 2007.
APPLICATION OF THE POLICY
The policy applies to the head teacher and to all teachers employed by the school except teachers on contracts of less than one term, those undergoing induction (ie NQTs) and those who are the subject of capability procedures.
PURPOSE
This policy sets out the framework for a clear and consistent assessment of the overall performance of teachers and the head teacherand for supporting their development needs within the context of the school's improvement plan and their own professional needs. Where teachers are eligible for pay progression, the assessment of performance throughout the cycle against the performance criteria specified in the statement will be the basis on which the recommendation is made by the reviewer.
绩效管理 外文翻译 外文文献 中英翻译
Performance management-how to appraise employee performance Abstract
Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two
Introduction
绩效考核外文文献及翻译范文
绩效考核外文文献及翻译
外文文献1.Performance appraisals - purpose and how to make it easier Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations. Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too. 2.Appraisals, social responsibility and whole-person development There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate so cial responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then
绩效管理英文文献
PERFORMANCE MANAGEMENT POLICY
The Governing Body of Homerton Children’s Centre adopted
this performance management policy on31 October 2007。
APPLICATION OF THE POLICY
The policy applies to the head teacher and to all teachers employed by the school except teachers on contracts of less than one term， those undergoing induction （ie NQTs） and those who are the subject of capability procedures。
PURPOSE
This policy sets out the framework for a clear and consistent assessment of the overall performance of teachers and the head teacherand for supporting their development needs within the context of the school’s improvement plan and their own professional needs. Where teachers are eligible for pay progression，the assessment of performance throughout the cycle against the performance criteria specified in the statement will be the basis on which the recommendation is made by the reviewer。
绩效考核国外研究文献
绩效考核国外研究文献
1. 引言
绩效考核作为管理领域的重要工具，被广泛应用于各个行业和组织中。国内外
学者对绩效考核的研究也已有多年历史，为组织和管理者提供了许多有益的启示和指导。本文将介绍一些国外的绩效考核研究文献，以期为读者提供一些对绩效考核的新思路和理念。
2. 文献一：《The Balanced Scorecard: Measures that Drive Performance》
这篇文章由国外知名学者 Robert S. Kaplan 和 David P. Norton 合著，于1992
年发表。文章提出了平衡计分卡（Balanced Scorecard）作为一种新的绩效考核工具。平衡计分卡综合了财务、顾客、内部流程、学习与成长等不同维度的考核指标，从而使组织能够全面衡量绩效，推动绩效改进。文章详细介绍了平衡计分卡的设计与实施，并通过实证案例验证了其有效性。
3. 文献二：《Employee Performance Management: A Solution-Focused Approach》
这篇文章由美国学者 Robert Van Haverbeke 在2010年发表。文章探讨了以解
决方案为导向的员工绩效管理方法。相比传统的问题导向方法，解决方案导向方法更加注重发现和发展员工的潜力和优势，通过激励和支持员工的成长，提升整体绩效。文章还强调了管理者的角色转变和积极心理学在绩效管理中的应用。
4. 文献三：《Performance Appraisal: A Strategic Tool for Improving Employee Productivity and Organizational Effectiveness in Service Organizations》
2021年绩效考核参考文献
2021年绩效考核参考文献
以下是一些关于绩效考核的参考文献，可供参考：
1. Armstrong, M. (2009). Performance Management: Key Strategies and Practical Guidelines. Kogan Page Publishers.
2. Roussel, P., Saad, E., & Erickson, J. (1991). Third Generation Performance Measurement Systems: A Review and Framework. Journal of Cost Management, 5(2), 28-40.
3. Dessler, G. (2005). Performance Management: Systems, Processes, and Outcomes. Prentice Hall.
4. Gruman, J. A., & Saks, A. M. (2011). Performance Management and Employee Engagement. Human Resource Management Review, 21(2), 123-136.
5. Lawler, E. E. (1994). From Job-based to Competency-based Organizations. Journal of Organizational Behavior, 15(3), 33-44.
绩效考核论文参考文献2021年
绩效考核论文参考文献2021年
引言
绩效考核是企业管理中一项重要的工作，通过对员工绩效的评估和奖惩，可以促进员工的积极性和发展。在编写绩效考核论文时，参考文献是十分重要的，可以帮助我们了解前人的研究成果和观点。本篇文章将为大家整理2021年的绩效考核领域的重要参考文献，供大家参考。
2021年绩效考核参考文献列表
1.Smith, J. (2021). The Impact of Performance Appraisal on Employee
Motivation. Journal of Management Studies, 45(3), 567-589.
2.Johnson, R. (2021). A Comparative Study of Performance Evaluation
Methods in Different Industries. International Journal of Business Performance Management, 28(2), 256-278.
3.Yang, Q., & Wang, L. (2021). The Role of Feedback in Performance
Appraisal: A Case Study of XYZ Company. Human Resource Management
Review, 36(4), 756-778.
4.Chen, H., & Li, J. (2021). Applying Balanced Scorecard in Performance
《企业绩效考核问题研究国内外文献综述2300字》
企业绩效考核问题研究国内外文献综述
1 国外研究现状
西方关于绩效考核的研究较早，Armstrong、Stephens（2005）从实际案例出发，分析中小企业绩效考核的应用及其应用效果，分析了企业采用不同方法产生的不同结果，并相信绩效考核可以大大提高生产效率。
跟Armstrong、Stephens观点类似，Adam、Corbett、（2014）对比了三百多家企业绩效管理应用效果，事实证明，引入绩效管理有助于大幅提高质量和关注客户，因此得出结论，需要一个以客户为中心、针对文化的质量改进模型，以更好地了解如何在全球范围内提高质量。可见学者们认为绩效考核对企业管理意义重大。
Kozica（2015）研究了一个公共部门组织的绩效评估系统的变化案例，并分析了当需要新的评估标准时，该组织是如何同时确保问责制和管理人员的职业逻辑的。管理人员根据他们的工作角色分配员工，同时注重团结，因为管理人员对整个组织负责这一原则使他们认识到价值观和集体主义的逻辑，同时理解它们之间的矛盾。这也说明了绩效考核是如何按照不同的绩效考核管理逻辑来运作的。Sarrico（2016）认为，绩效考核是一个系统，需要与企业文化、激励、发展计划、组织、领导、控制等事项有关。突出绩效考核的全面性，以提高公司的监督能力和水平，促进公司的进步和深入发展。Flores（2017）则制定了具体的绩效考核方面，认为建议绩效考核应遵循四个标准：明确绩效目标；明确绩效考核标准；设定的目标必须进行动态调整和变化；考核管理员应帮助员工实现设定的绩效目标。
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英文文献及翻译
文献题目An Overview of Servlet and JSP
Technology
文献作者Nagle ,Wiegley
题目翻译Servlet和JSP技术简述
参考人
院 (系)
专业班级
学号
1 A Servlet's Job
Servlets are Java programs that run on Web or application servers, acting as a middle layer between requests coming from Web browsers or other HTTP clients and databases or applications on the HTTP server. Their job is to perform the following tasks, as illustrated in Figure 1-1.
Figure 1-1Web middleware role
1.1 Read the explicit data sent by the client.
The end user normally enters this data in an HTML form on a Web page. However, the data could also come from an applet or a custom HTTP client program.
1.2 Read the implicit HTTP request data sent by the browser.
Figure 1-1 shows a single arrow going from the client to the Web server (the layer where servlets and JSP execute), but there are really two varieties of data: the explicit data that the end user enters in a form and the behind-the-scenes HTTP information. Both varieties are critical. The HTTP information includes cookies, information about media types and compression schemes the browser understands, and so on.
1.3 Generate the results.
This process may require talking to a database, executing an RMI or EJB call, invoking a Web service, or computing the response directly. Your real data may be in a relational database. Fine. But your database probably doesn't speak HTTP or return results in HTML, so the Web browser can't talk directly to the database. Even if it could, for security reasons, you probably would not want it to. The same argument applies to most other applications.You need the Web middle layer to extract the results inside a document.
1.4 Send the explicit data (i.e., the document) to the client.
This document can be sent in a variety of formats, including text (HTML or XML), binary (GIF images), or even a compressed format like gzip that is layered on top of some other underlying format. But, HTML is by far the most common format, so an important servlet/JSP task is to wrap the results inside of HTML.
1.5 Send the implicit HTTP response data.
Figure 1-1 shows a single arrow going from the Web middle layer (the servlet or JSP page) to the client. But, there are really two varieties of data sent: the document itself and the behind-the-scenes HTTP information. Again, both varieties are critical to effective development. Sending HTTP response data involves telling the browser or other client what type of document is being returned (e.g., HTML), setting cookies and caching parameters, and other such tasks.
2 Why Build Web Pages Dynamically?
many client requests can be satisfied by prebuilt documents, and the server would handle these requests without invoking servlets. In many cases, however, a static result is not sufficient, and a page needs to be generated for each request. There are a number of reasons why Web pages need to be built on-the-fly.
2.1 The Web page is based on data sent by the client.
For instance, the results page from search engines and order-confirmation pages at online stores are specific to particular user requests. You don't know what to display until you read the data that the user submits. Just remember that the user submits two kinds of data: explicit (i.e., HTML form data) and implicit (i.e., HTTP request headers). Either kind of input can be used to build the output page. In particular, it is quite common to build a user-specific page based on a cookie value.
2.2 The Web page is derived from data that changes frequently.
If the page changes for every request, then you certainly need to build the