酒店绩效管理评估报告英文版

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绩效评估表中英文

绩效评估表中英文

Performance Appraisal绩效评估表Appraisee: Product Division/Business Group: 姓名 : 生产 /业务部门:Job Title: Country:岗位名称: 国家 :Grade/Level: Division/Department:级别:组织 :Date Joined: Section/Unit:进公司日期:部门 :Period Covered : Appraiser:评估时段:评估者 :1.PERFORMANCE AGAINST KEY AREAS OF RESPONSIBILITY主要责任地域内的工作表现Key areas of responsibilty Results and comments主要责任地域结果和议论2002 review: 2002 review:=========================================2003 key area’s responsibility:2.PERSONAL EFFECTIVENESS IN THE JOB个人工作效率CUSTOMER SATISFACTION客户满意度Anticipates and responds actively and sensitively in meeting the needs of internal and external customers. Initiates/participates actively in customer satisfaction improvement actions.能预知内外客户的要求,并主动和迅速地作出回应,主动提出并积极参加改进客户满意度的活动。

PERSONAL QUALITY个人素质Demonstrates a commitment to quality in his/her own work. Recognises that own output is another抯 input. Completes assignments in an accurate, thorough and timely manner. Produces work that meets standards.在工作上表现出对质量的重视,认识个人贡献对别人的重要性。

酒店绩效管理评估报告英文版

酒店绩效管理评估报告英文版

Hotel Management Performance Evaluation ReportTable of ContentsIntroduction1. Job Analysis (2)1.1The problems in the work (2)1.2How to improve management ability (2)2. Performance Evaluation………………………………………………2.1 The results-oriented performance evaluation method………2.2 The behavior-oriented performance evaluation method……2.3 The nature of performance evaluation methods……………3. The way to help managers of the hotel……………………………Conclusion………………………………………………………………References………………………………………………………………IntroductionMr. Tisch and employees work together found some problems. I will help him to solve these problems, describe several kinds of performance evaluation and find a good performance evaluation method for Loews Hotel.1. Job Analysis1.1 The problems in the workHe through the role transformation in the work that staff met with many difficulties. This hotel don’t have a good performance evaluation. Managers and staff communication is not enough. Managers don't understand the staff's working environment. Staff and customer relations are not harmonious. These problems are all calls for immediate solution. Staff training deficiency. Party service is not good.Employees of the enterprise feelings do not firmly. A half-day per job is workload big.1.2 How to improve management abilityEvery manager of the enterprise is the pillar. The level of managers direct influence on the company’s future. Enterprise administration departments of the various departments will be regularly performance and managers to examine. It gives current managers a pressureaccidentally. So a lot of managers is interested in the same problem about “how to quickly improve their own management ability”. How to improve our management ability? There are three ways.1. Willing to learn, be good at summing upAs the middle level managers must enhance awareness of learning of keeping pace with The Times, the study in an important position. First of all, to learn from the books, because it is the crystallization of the wisdom of predecessors, reading enriches, learn more, and that the wise and knowing more than to ability. Especially pay attention to the learning new knowledge, for enterprise management modernization, must cause the change of working conditions, and the enterprise management personnel update, put forward higher request. For example: management method, mathematical management means electronic, organization modernization, production management complicated, these need new methods, new management technology. Willing to learn, be good at summing up. So, should study of various kinds of economic theory and modern advanced management knowledge, constantly enrich improve themselves. Second, to success and advanced management learning, absorb the successful experience, take people long, fill yourself short. Again, to study to the populace, extract nutrition in the crowd, "for your all the broken, your only". Also note that collect all kinds of different ideas, different opinions and criticisms is to improve the ability of the manager material. The study of the theory and the practice exploration is the modern management foundation and the key of success, but to make learning and practice continuously circulation and promote each other, will be good at summing up experience and lessons, and form a benign circulation, make the management process increase scientific,reduce blindness, and find out the regular thing, to improve yourself, and the purpose of the fight. They each piece in the event, the system must seriously consider, reflection, see what experience do good things, not done good things have what lesson, establish work memo, and according to the actual timely adjust management, make its work and target more appropriate more feasible, but at the same time, the understanding of future work practice used in the long run, it will greatly improve their management skills.2. Application and InnovationThe basic purpose of learning is to use it. Management ability the enhancement, is a practical subject, in practice, exercises oneself, in the management to management, this is to improve the management ability and quality of important ways. Therefore, in our daily management work, want to ask to learn to use the theoretical knowledge of work, and continuous ly learn others advanced managerial experience and good management experience, will be different management field, different managers liveliness, rich in content management skills and management to refine and induction art, to improve the analysis and the ability of solving practical problems, but also want to pay attention to contact the actual work, based on practice constantly test, amend, enrich and improvement, and improve constantly sum up. Practice is the source of growth ability, be good at to take every chance to practice, it is regarded as a training exercise, improve the comprehensive analysis, the ability of the good opportunity. Innovation is give full play to their potential, intelligence and initiative the creative activity, is the original thinking and behavior patterns breakthrough in the world, in the management of only dare to innovate and explore the new way of management, and the new method, can make rich management experience rich, make oneself of the managementability constantly undergo the test of practice and exercise, exercise a confidence, exercise a ability, in the work practice faster growth. Therefore, in the management work, according to the change of the enterprise continuously the management concept, management system,\management mode, management means and other aspects of innovation, using the new thought, the new technology, new methods and new approach, to create a new, more effective combination of resources, in order to adapt to the and create a market, promote enterprise management and the continuous improvement of the comprehensive benefits, achieve to the investment of as little as possible to get as much as the purpose of the comprehensive benefit.3. Careful observation, the thinking"Don't strive for all things, for the shortage, not a lack of seeks the overall, for a domain". Managers in the implementation of the management work process, want to often keep watch, want to have a global idea and long-term vision, want to be good at thinking, thinking, careful observation and find problems and detail from understand and judge the development direction of things, often tiny link from a side provide you with the opportunity to observe things, from the change process of master the law of development of things, this is the solution to the problem of the prerequisite. Management work, in the final analysis is to the management of the people and things, people in social activities, is inevitably by the environment factors of the interference and influence, because the carrier of a problem, internal factors of different, can cause processing the ways and methods of difference, this requires careful observation and his managers to comprehensive analysis, also with the"super thinking", that is beyond his position from a different point of view, to know, analysis, dealing with questions, only in this way can we catch the main contradiction management work, find out the best solution, deal with to solve problems. Often move the brain, good thinking, this is to promote the ability of knowledge into the most important method. This requires managers make it good thinking brains, frequently behavior and habits, more asked why, improve the correct the ability to analyze and solve problems, only good thinking to move the brain frequently find something, something to progress, be creative.Experience on performance management has both positive and negative influence effect. Experienced managers can faster to make the right decisions, make better choices. But sometimes experience also will mislead managers. When new things can't immediately makea decision, hesitate, easy to miss opportunity.2. Performance Evaluation2.1 The results-oriented performance evaluation method Performance appraisal table method,Management By Objectives (MBO), key performance index method (KPI) and so on, this kind of method to evaluate is the main basis that the performance of the work, and that is the result of work, can we accomplish the task is the first to consider the question, is also the focus of evaluation objects.Performance appraisal table method, also can call scale method, can say is a kind of appearance is quite early and the commonly used method, it is to use by the performance factors (for example, complete the quality of work, number, etc) to assess the work, work performance and regulations to the table of one grade factors comparison, and then shows the end result of the work performance, it is divided into several levels, such as outstanding,good, general, etc. The advantages of this method can make is quantitatively compared, the evaluation standards clear, easy to make evaluation results. Its defect is standard certainty, the need to work must be quite understand the evaluation table makers; The assessor may have certain subjectivity, can't truthfully evaluation.Key Performance index method (Key Performance Indicator, KPI), it for the Performance evaluation of several Key index is simplified to the examination, will be the Key indicators as evaluation standard and employee Performance and Key indexes to evaluate make a comparison method, and, to some extent, can saying is the administration and target Pareto law of effective combination. Key index must comply with SMART principle: concreteness (Specific), evaluate sex (Measurable), accessibility (Attainable), reality (Realistic), Time limit sex (Time-based). The advantage of this method is more distinct standard, easy to assess. Its defect is for simple work setting standards difficulty bigger; The lack of certain quantitative sex; Performance indicators just some key indicators, for other content to the lack of a definite evaluation, should be the proper attention.Personal balance scorecard (BSI), is the Harvard University. Robert Kaplan and Boston adviser David NORTON in the 1990 s the first suggested, it includes financial latitude, the customer latitude, internal business latitude and learning and growing latitude. On the basis of the personal balance scorecard can compare to the comprehensive evaluation, through the personal goals and enterprise vision of balance, will be balanced score card into human resource management, and this balance is realized the enthusiasm of the employees, sustainable enterprise performance the prerequisite.Competent reporting on activities evaluation, evaluation by post personnel is reporting forreporting on activities report, to do their job completion status and knowledge, skills and reflected in the report of a kind of examination method within. Main for the enterprise, top management positions in the examination. The reporting on activities report can sum up the enterprise, in the department of basis, but the key is to report the I the job responsibilities, namely the management job in the enterprise management, the department to finish each task of individual behavior, this post work situation.2.2 The behavior-oriented performance evaluation methodAnd the results orientated performance evaluation method of different is, the critical incident method, behavior observation and comparison behavior anchor evaluation method, 360-degree performance evaluation method etc are the behavior as a major work for the evaluation of, that is the main targets of assessment is behavior.Critical incident method, is an objective evaluation system one of the simplest form, by American scholars Vladimir LaiGen and Baylor, asked in 1954, gm in 1955 using this method for success. It is through the best or the worst of the work of events are analyzed, and the causes of the event's work that make work behavior and a method of performance evaluation. The advantages of this method is targeted is stronger, excellent and inferior to evaluate the performance is very effective; Defect is key to grasp and analysis of the events there may be some deviation.Behavior observation comparison method, also called behavior observation scale method, the evaluation index is given a series of related effective behavior, will look to the staff of each work behavior evaluation standard comparison with rating, see this behavior in the frequency of the frequency of evaluation method, each kind of behavior of the scoring addition, totalresult is obtained. The advantages of this method is able to have a more effective standards of behavior, can help create jobs instruction; Defect is observed behavior can work with certain subjectivity.Behavior anchor evaluation method, also called behavioral orientation evaluation method, it is the typical behavior generated evaluation method. It consists of American scholars Smith in the United States and Kendal "national nurses association" under the proposed funding research, randy, now and in 1970 to prove it can be used in the evaluation work motivation, so in the 1970s, the widely application. It focuses on is specific measurable work behavior, through to the assessment project scoring values, but score is a position of the project specific act in the case, is also a position of each index make rating scale, scale segmentation is the behavior of the actual examples, then give level corresponding behavior, will work in the behavior and index comparison assess. It mainly aims at the clear, can be observed and can be measured work behavior. This method is of evaluation index strong independence, more accurate assessment scale. The specific behavior assessment, and accuracy is higher. Its defect is the object of assessment is engaged in general specific tasks of the employees, other work applicability is poorer; Another employee behavior may appear in the scale of the top or bottom, scientific design can help to avoid this kind of circumstance, but actual in similar situation appears unavoidably.360-degree performance evaluation method, 360 degrees assessment method is Edward and Evan, put forward in the 1980 s, and by 1993 in the United States after the Wall Street journal and "fortune" magazine quoted, began to get attention and application. It is a different Angle from get members work behavior observation data and analysis of data from the evaluationmethod, it includes from superiors and colleagues, subordinates, and customer's evaluation, and also includes selves your comments. The advantages of this method is quite comprehensive evaluation, easy to make more fair evaluation, and at the same time through feedback can promote work ability, also be helpful for team construction and communication. Its weakness is because assessment from all sides, the effort is larger; There are likely to be informal organization, impact assessment of justice; Still need to staff have certain knowledge involved in evaluation.2.3 The nature of performance evaluation methodsIn addition to the results generated the performance evaluation method and behavior generated the performance evaluation method outside, still have a kind of evaluation methods, and that is to the psychology of the knowledge-based evaluation methods-trait performance evaluation methods, to diagram type assessment scale, for example.Graphic rating scale method, is a enumerated to succeed performance need different characteristics (such as adaptability, collaborative, work motivation, etc.) to the characteristics of the table, each and every one of the characteristics of the five points is given full marks or 7 minutes, evaluate the results are generally such as "ordinary", "medium", or "accord with standard words. This method is wide, low cost, can be used in almost all or most of the companies in the work and employees. Its defect is aimed at is certain characteristics and cannot be effectively give behavior to guide; Can't give clear and not as a big feedback, feedback to employees may be a bad influence; General could not be used for promotion decisions.Other performance evaluation and: direct sequence method, the correlation method, forceddistribution method (rigid distribution method), written narrative method, work plan investigation, benchmarking correlation method and the situation simulation method, etc. 3.The way to help managers of the hotelI think the most suitable for the hotel's performance evaluation method is graphic rating scale method. It is a more comprehensive. It can be more clear show staff at work performance. This hotel lacks a clear performance form. Managers have to strengthen the sense of belonging to the hotel. Increase mobile and reward mechanism, let the hotel employees feel at home. Make the hotel humanization to keep customer feel at home. Establish unified management system. To provide better work environment.ConclusionNow who is boss? It's not only managers but also stuffs. Don't let employees on the job feels lonely.Set the shift system and at least two employees to work together. Managers should points out the problem of employees euphemism.They should provide more cool uniform in summer. Communication is very important.ReferencesDish & Webber in 2006. Team's strength: the cooperation casting the successGary Dessler Human Resource Management Eleventh EditionLv Hang in 2007 Measurement and assessment method and technique in human resource。

酒店绩效考核关键指标说明(KeyPerformanceIndicators)英文版

酒店绩效考核关键指标说明(KeyPerformanceIndicators)英文版

Key Performance IndicatorsRemove the guesswork from managing your business by checking the numbers that tell you what's really happening.There's a business saying: 'if you can't m easure it, you can't m anage it!' Real, responsi ve m anagement needs reliable and truthful figures on which decisions can be based. If the re are problems, you can take corrective action quickly. If you are having success, you'll k now to do m ore of what you're doing! They also give you a wider understanding of your s uccess - som etim es if it's a quiet m onth (when your suppliers are telling you that 'everyon e's quiet!') you'll see that som e of your KPIs are actually improving (eg sales per head). W ell done - its not all doom and gloom!Here's a list of KPIs you'll want to watch...You need to have your eye on a few from each of the 6 following sections.1. StaffWage Cost % - wage costs as a percentage of sales.Total Labour Cost % - not just wages but also the other workcover insurance, retirem e nt and superannuation charges and other taxes that apply on your payroll.Total Labour Hours - how m any hours worked in each section. This is useful to com par e against sales to m easure productivity.Function Labour charge-out. Caterers usually charge-out service staff at a m arkup on th e cost of the wages paid. Are you achieving a consistent m ark-up?Sick days taken - som etimes a m easure of m orale and the m anagement skills of your management team.Labour turnover (number of new staff in any one week or month) Everyone says high s taff turnover is 'part of the territory' in hospitality. It doesn't need to be like that, but one way to m easure how good (or bad) you are at controlling this is to m easure labour turno ver. Count the number of positions you have (A), then count the number of people who yo u have em ployed during a certain period (B). Divide B by A and you will get a labour turn over figure, sometim es expressed as a percentage. For example if you have 10 staff positi ons and you have employed 38 people in the last year, your Staff Turnover is 38/10 or 38 0%!!Average length of em ployment - another way to look at your success in keeping staff. Add up the total num ber of weeks all your people have worked for you and divide this by the total num ber of staff.Average hourly pay - divide the total payroll by the number of hours worked by all staf f.2. KitchenFood Cost % can be m easured quickly by adding up food purchases for the week and measuring them against your food sales. This is based on the assumption that you are not holding very much stock (as it's perishable, you need to sell it or throw it out!). You m ay also do a stock-take regularly to get a m ore accurate food cost percentage, although the burden of kitchen stocktaking often m eans it is not done very often.Total Food Costs - how m uch was your total food bill? Sometimes a useful figure to sh ow staff who think you are made of m oney!Food Costs per head. It can be useful to see every week how much it costs to feed an average custom er. If your menu and sales style is consistent, this should also remain muc h the sam e. If it starts to go up, you will have to find out what's happening!Kitchen Labour % - it's only fair to m easure kitchen productivity by com paring kitchen l abour against food sales, not total sales (alcohol and beverage sales may be influenced by other factors).Kitchen Labour hours - how m any hours worked in this section? Compare against sales to m easure productivity.Stock value - how much food stock are you holding? It should be less than a week's u se, but can slip out if you are storing frozen seafood or cryovac m eat.Main selling item s - check the weekly sales from your POS or dockets. Did you know w hat the best sellers were? Map these on the Menu Profitability Analyser.Kitchen linen costs - the cost of uniforms, aprons and t ea-towels can be a shock! How many tea-towels are you using each day? (thought about laundering them yourself?)3. Front of HouseTotal Sales Per Head - your total sales divided by the number of custom ers. How does it com pare to last week and last m onth? This m ay vary between different tim es of the day .Number of custom ers - sim ple! A good measure of popularity.Food, Dessert, Beverage Sales per head. These are divided into key areas of choice - main course and starters, desserts, non-alcohol beverages, a lcohol and perhaps also side o rders (eg breads and salads) and other product sales. It's the perfect indicator of two thin gs - how m uch your menu appeals to your custom ers (do you have all the choices they w ant, eg the right dessert selection?), and how well your staff are selling. This KPI can be a good basis for a bonus system.Seating Efficiency - how well your tables are being turned over while still offering high quality custom er service. Usually m any sm all things com bine to have a large impact - cook ing time, seating, service and clearing. The size of tables relative to the average group siz e will also make a difference.Linen costs - uniforms, aprons etc.Front of House Labour % - how m any hours worked in this section? Com pare against s ales to m easure productivity.FOH Labour hours - how m any hours worked in this section? Compare against sales to measure productivityCustom er satisfaction. This is m easured in different ways. Feedback form s, com plaints a nd other m ethods that are hard to quantify som etimes but worth m aking an attempt.Strike rate - if 500 people cam e to your club last night and only 100 ate at the bistro, your 'strike rate' would be 1 in 5, or 20%. Good enough? Compare with similar businesse s and different tim es.RevPASH - Revenue per Available Seat Hour. The sam e idea as hotels use to m easure Revenue per Available Room. For RevPASH take the total number of 'seat hours' and divide total revenue for a perid by this number.4. Bar and CellarSales per head. Useful to have them separately for alcohol beverages and non-alcohol (juices, mineral waters, soft-drinks and coffee etc). It's the perfect indicator of two things - how m uch your beverage and wine appeals to your custom ers and how well your staff ar e selling. This KPI can be a good basis for a sales bonus system.Gross Profit on sales - the difference between what you sold and what it cost you. The sales m ix can influence this heavily. If you are selling two bottles for the sam e price, but one costs you $5 to buy and one costs you $7 to buy, you should try to m aximise the sal es of the one with the highest dollar profit.Average Profit % on sales - useful to see if your sales are holding steady, although ulti mately the actual Gross Profit (real money) will m atter the m ost.Stock value - how much cash is locked up in the value of your cellar? Tens and even h undreds of thousands of dollars can be tied up in cellar stockand you don't realise it! It's worth checking with your suppliers and seeing how much you can order 'just in tim e'. This is where retail business models are useful to com pare, because unlike food stock, these s upplies are not perishable, which can lead to a tem ptation to hoard. Also, the romance of wine lists and 'special deals' can lead to stock blow-outs! Weekly stocktakes are essential f or proper m anagement.Stock turnover - how fast is your cellar stock selling? If you are carrying wine stock wo rth $50,000 and the value (not sales) of what you sell each week is only $10,000, it's taki ng 5 weeks to turn over your stock. That's too long! An accurate figure here will be based on regular stocktakes and accurate sales information.Carrying cost of stock - what is the cost of financing this $50,000 of stock? Take the c urrent interest rate for borrowing money, apply it to your stock value, and divide by 52 to get a weekly figure. If stock is valued at $50,000 and interest rate is 8%, annual cost of financing the stock is $4000 or $77 per week.Sales / stocktake discrepancies. Alcohol means security problem s, and keeping an eye o n 'shrinkage', staff drinks and stealing is a constant problem. As an essential KPI, measure the difference between what you used (from comparing two stocktakes) and what your PO S system says you sold. You often need to find our why they aren't the sam e!5. Sales and MarketingNumber of custom ers - sim ple! A good measure of popularity.Visits by your top 100 or 200 custom ers - they provide a huge proportion of your sales! Track their frequency and spending - these people are gold!Sales per head - across all areasMarketing and advertising costs - the total value of what you spend, always trying to measure it against the response you get. A difficult one to m easure, but worth investigatin g.Response rates - how m any people responded to different cam paigns and what effect di d this have on profit?Press m entions - keeping your eyes open for favourable mentions.Bookings - in the current week and month and coming up. Also in peak times, eg Chris tm as.Function inquiries - number of inquiries about large bookings and functions, especially if you have undertaken a campaign to promote them.Sales inquiry conversion rate - the number of inquiries that turn into actual sales. If 50 people asked for information about your function packages and this resulted in 10 firm bo okings, this would be a conversion rate of 1/5 or 20%. You would want to look at why so few people were 'converted' - was it the quality of the prom otional material, skill of the sal es staff, pricing or make-up of your function m enus and facilities?6. Finance and AdministrationCash position at bank - how m uch do you have available after reconciling your cheque book?Stocktake discrepancies - a m easure of the effi ciency of each depart m ent, but also of t he administ rative system s in place. They need to be sim p le and easy for line staff to fill in, and the results should be m ade known quickly if they are to have an im pact.Total accounts due - how m uch do you owe?Total accounts payable - not usually a problem in restaurants and pubs, but needs care ful m anagement if you have accounts, eg large restaurants.Return on Invest m ent - the profit your business makes can be m easured as a percenta ge return on the am ount you have invested in it (see the Balance Sheet). Is it suffi cient?GST or taxes owed - m ost of these taxes are not paid at the tim e they are collected. Hence the need to know how m uch is owed at any one tim e so it is not 'spent'.Sales & costs - actual figures com pared to what you budgeted for the period. You will want to see real dollar figures and percentages.Administration labour costs. This is often begrudged in hospitality businesses and seen as 'not productive'. But strong and skilful administrative support will be essential to m anag e the KPIs listed above!Computer and technology efficiency - how much down-tim e for your com puter system? How accurate is the POS system? How m any of your staff know how to use the equipment they use each day, eg telephones - can everyone transfer a call properly?.。

绩效管理全英文

绩效管理全英文

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 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 to make. Total cycle time actually increased. “Our strategic plan message is not really getting through,” Peter thought.Second surprise: Sales. The new strategy called for a shift—emphasize high margin 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 most profitable 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 thestrategy, was not sticking to plan. Peter asked a team member: “Why areyou spending all your time making sure the new machinery is working instead of developing new markets?”“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 cl early. 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 bad execution.1Weak 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 someo ne hitting 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 potentia l breaks in the conne ction. 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 withclear, consistent messages that relay the strategy throughout the organization. Sou nd simple? 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 st rategy. 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 succ essfully 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 organizations think theysend clear signals but don’t. In some cases, managers subordinate broad strategic goals to1“Why CEOs Fail,” by Ram Charan and Geoffrey Colvin,Fortune magazine, June 21, 1999.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 requires winnowing 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 team meetings 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 encouragebehaviors consistent with strategy, which sounds easy but isn’t. Differentiat ion 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 effectiveperformance 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 fromthe 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.2The 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,” say s Inch.2Based on a study conducted by Sarah Mavrinac and T ony Siesfeld for the Ernst & Young Center for Business Innovation.。

酒店管理导论酒店品质检查细则评分表(中英文)

酒店管理导论酒店品质检查细则评分表(中英文)
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5. Wish guest good night 向客人说晚安\午安
1
6. Wake up call must not be more than 5 minutes difference than the guest Requested 叫醒客人的时间要准确,差异不能超出5分钟
1
Sub Total 叫醒服务得分
3.1 Buffet Breakfast自助早餐
20
0
3.2Chinese Restaurant Service中餐厅
32
0
3.3 Western Restaurant 西餐厅
37
0
3.4 Bar/Coffee shop/Lobby Bar 咖啡厅/酒吧
23
0
3.5Room Service 送餐服务
0
1.7 Concierge礼宾部
12
0
1.8 Checking Out 收银
11
0
1.9Overall Impression of Front Office 整体印象
33
0
前台得分Front Office Sub Tatol
122
0
2. Rooms 客房
2.1Room Evaluation客房评估
1
2. Welcome guest at first instance with eye contact(y/n) 欢迎客人时是否目光接触
1
3. Guest arrival well handled 及时、 顺利地接到客人
1
4. Was help given for luggage etc?帮忙客人拿行李及其他物件
1
4. Open the door and lead the guest into the lobby 为客人开门,引客人进门

绩效评价 英语

绩效评价 英语

绩效评价英语Performance EvaluationPerformance evaluation is a critical process in assessing an individual's or a team's accomplishments and contributions within an organization. It is a systematic and objective method used to measure and evaluate the effectiveness and efficiency of employees in achieving organizational goals. The purpose of performance evaluation is to provide feedback, identify areas for improvement, and recognize exceptional performance.There are several key components in a comprehensive performance evaluation system. First, it is important to establish clear and specific performance standards and expectations. These standards should be aligned with the organization's goals and objectives. By setting clear expectations, employees will have a better understanding of what is expected of them and will be able to focus their efforts accordingly.Second, the evaluation process should be based on objective criteria and measurable outcomes. This can be achieved by using key performance indicators (KPIs) that are directlylinked to the employee's job responsibilities. For example, if the employee's role is sales, the KPIs may include sales revenue, customer satisfaction, and number of new clients acquired. By using objective criteria, the evaluation process becomes fair and transparent, reducing bias and subjectivity.Third, the performance evaluation should include a two-way communication between the evaluator and the employee. This allows for a constructive dialogue and the opportunity for the employee to provide their input and perspective. During this discussion, strengths and weaknesses can be identified, and development plans can be established to address any skill gaps or areas for improvement. This open communication fosters a culture of continuous learning and growth.In addition to the individual performance evaluation, team performance evaluation is also essential in assessing the collective achievements of a group. Team performance evaluation focuses on how well the team collaborates, communicates, and achieves its goals. It examines the team's ability to work together, solve problems, and makedecisions. By evaluating team performance, organizations can identify areas where teamwork can be enhanced and implement strategies to improve overall team effectiveness. Furthermore, performance evaluation should not be a one-time event, but rather an ongoing process. Regular feedback and coaching sessions should be conducted throughout the year to provide timely guidance and support. This allows employees to make necessary adjustments and improvements in real-time, rather than waiting for the annual performance review. By providing continuous feedback, employees feel supported and motivated to excel in their roles.It is important to note that performance evaluation should be fair and unbiased. Evaluators should base their assessments on factual evidence and avoid personal biases or favoritism. Managers should be trained in conducting performance evaluations to ensure consistency and objectivity across the organization. Additionally, the evaluation process should be transparent, and employees should understand the criteria used to evaluate their performance.In conclusion, performance evaluation is a vital tool inmanaging and improving employee performance. By setting clear expectations, using objective criteria, fostering open communication, and providing ongoing feedback, organizations can effectively evaluate and develop their employees. A well-designed performance evaluation system contributes to the overall success of the organization by aligning individual and team performance with the organization's goals and objectives.。

绩效评估报告范本英文

绩效评估报告范本英文

绩效评估报告范本英文Performance Evaluation Report1. IntroductionThe purpose of this report is to assess the performance of the individual/team/department/company for the period of [specific time period]. The evaluation will be based on [specific criteria, such as goals, objectives, key performance indicators].2. Overview of PerformanceProvide a brief summary of the performance during the evaluation period. Include information on achievements, areas of improvement, and any challenges faced.3. Goals and ObjectivesReview the goals and objectives that were set for the evaluation period. Evaluate the extent to which they were achieved and provide specific examples of accomplishments.4. Key Performance IndicatorsAssess the performance using key performance indicators (KPIs) that were established. Compare the actual performance against the targetsset for each KPI. Identify any areas where performance fell short or exceeded expectations.5. Competencies and SkillsEvaluate the competencies and skills of theindividual/team/department/company. Assess the strengths and weaknesses in areas such as communication, teamwork, problem-solving, leadership, and technical skills. Provide specific examples that support the evaluation.6. Growth and DevelopmentAssess the growth and development opportunities provided during the evaluation period. Evaluate the individual/team/department/company's commitment to personal and professional development. Mention any training programs, courses, or workshops attended and their impact on performance.7. Performance FeedbackInclude feedback from supervisors, peers, and/or clients. Highlight any positive feedback received and areas identified for improvement. Discuss any actions taken based on the feedback and the impact on performance.8. Overall Performance RatingProvide an overall performance rating based on the evaluation. This could be a numerical rating, a rating scale (e.g., poor, satisfactory, outstanding), or any other rating system used by your organization. Justify the rating by referring to specific achievements, areas of improvement, and feedback received.9. Recommendations for ImprovementIdentify areas for improvement and provide recommendations to enhance performance. These recommendations should be specific, actionable, and measurable.10. ConclusionSummarize the main findings of the evaluation and restate the overall performance rating. Briefly mention the significance of the evaluation in terms of future growth and development.11. AppendixInclude any supporting documents, such as performance metrics, feedback forms, or performance improvement plans.Note: This is a generic template and may need to be customized based on the specific requirements of your organization or industry.。

绩效评估 英文

绩效评估 英文

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

绩效考核表英文版

绩效考核表英文版

Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position]Date: [Appraisal Date]Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position]Date: [Appraisal Date]Performance Appraisal Form in English1. Employee InformationName: [Employee's Name]Department: [Employee's Department]Position: [Employee's Position]Date: [Appraisal Date]2. Overall PerformanceRate the overall performance of the employee from 1 to 5 (1 being unsatisfactory and 5 being exceptional): [Rating]3. Job Knowledge and SkillsRate the employee's job knowledge and skills from 1 to 5 (1 being inadequate and 5 being expert): [Rating]4. Job Competencies5. Achievements and ContributionsList any significant achievements or contributions made the employee during the appraisal period: [Achievements/Contributions]6. Areas for ImprovementIdentify areas where the employee can improve their performance: [Areas for Improvement]8. Appraiser InformationName: [Appraiser's Name]Position: [Appraiser's Position] Date: [Appraisal Date]。

绩效考核英文版论文

绩效考核英文版论文

1 What is the Performance Evaluation?Performance evaluation is a formal staff appraisal system, which is through systematic methods and principles to evaluate and survey the staff’s working in the office on the behavior and the achievement. Performance evaluation is a management communication activity between managers and employees .Performance evaluation results can directly affect the pay adjustments, bonuses, duties of staff movements and many other vital interests.2 Purposes of Performance EvaluationPerformance evaluation serves a number of purposes in organization:(1) To provide the basis for the promotion, demotion, transfer and separation of the staff;(2) To receive feedback of the staff’s performance evaluation from organization;(3) To evaluate the contribution of the staff and team to the organization;(4) To provide basis for the employee’s salary decisions;(5) To evaluate the decision of the recruitment selection and the assignment;(6) To understand the needs of the team or staff’s trainin g and education;(7) To evaluate the effect of the train and staff’s career planning assessment;(8) To provide information of the work plan, budget and human resources planning.3 Role of Performance EvaluationThere is a series of roles of performance evaluation.(1) It can provide an important reference for the decision.(2) It can provide the important support for organizational development.(3) It ca n provide staff with a side of “good mirror”.(4) It can determine the work of paid staff.(5) It can provide the basis for the evaluation of potential employees and related personnel provide a basis for adjustment.4 Methods of Performance Evaluation1) Written essaysWritten essays method is the staff write a report to reflect the completion of their work, knowledge and skills.2) Critical incidentsIt was a method to make the performance evaluation which through the work of the best or the worst case analysis, to identify the work behavior for this event3) Graphic rating scalesIn this method, a set of performance factors, such as quantity and quality of work, depth of knowledge, cooperation, loyalty, attendance, honesty and initiative, are listed the evaluator then goes down the list and rates each on incremental scales through they don't provide the depth of information that essays or critical incidents do, they are less time-consuming to develop and administer.4) Behavior of anchorBehavioral anchored rating method is specific and measurable focus on work behavior, the numerical assessment of the project to the rate, will work to assess the behavior and target contrast.5) Multiperson comparisonMultiperson comparison evaluate one individual's performance against one or more others .It is a relative rather than an absolute measuring device. There are three most popular comparisons: group order ranking, individual ranking and paired comparisons.5 Potential ProblemsThere are all kinds of potential crises and problems in the performance evaluation process. In particular, people often make the following errors:(1) Generous error, as a supervisor or manager's assessment of people, some may unconsciously exaggerate the assessment, usually make high scores to their own subordinate, which appeared positive generous error. Others can be unconsciously underestimate the performance, which appear negative generous error.(2) Halo effect, the evaluator assess the characteristics of people for an impact assessment over the assessment of other characteristics, so there is halo effect.(3) Similarity of the error, some evaluator unconsciously assess the nature and characteristics of those similar to themselves are more favorable, so it will make the differ for the assessment results(4) Political orientation, a number of evaluators to assess the process as a political opportunity, according to their preferences so openly to reward or punish employees.6 Overcoming the ProblemA mistake for the above, although it can not guarantee that will come to accurate performance evaluation, but the following suggestions will help make the process more objective and fair.(1) Emphasis on behavior rather than the characteristics. Many good characteristics often considered relevant to the performance. But in fact, it has little or nothing to do. Such as loyalty, initiative, courage, reliability, self-expression and other characteristics, has the intuitive appeal. But the question is, are the people receive high qualities on the evaluation of individuals, their performance must be better than those who are low? Think of th e loyalty, people’s views may be totally different. This also led to the characteristics of evaluation, assessment’s internal consistency were very low.(2) Through the act of the diary recording, diary can help people to evaluate the information in organizational memory better. The diary method can reduce the evaluation error and halo error generous, because the assessment methods reward evaluator to focus on the behavior and performance, rather than the characteristics of the staff.(3) Using multiple evaluators, the more evaluators increased, the possibility of receive the more accurate information will be increased. If there are 10 executives, 9 of them think that he is well, only one think he is bad, then we can make a discount for the bad evaluation. Therefore, the staff the often act within organization to get the number of evaluators’ a variety of evaluations, will more likely to receive valid and reliable evaluation.(4) Selective evaluation, the evaluators make evaluations only in their own area.If the evaluator evaluates those familiar dimensions in the right position to, it will improve the consistency between assessments, and improve the effectiveness of the evaluation process.(5) Training evaluation, if you can not find good evaluator, then one option is to bring them to you, through the training to improve the effect of the evaluator.(6) Provides exemption procedures to employees, using the exemption procedures in assessing, the concept of fair treatment of employees can be improved. But when the exemption procedures as a part of evaluation system, employees will have a more positive response to the assessment process to obtain a more accurate assessment of the results, employees also left a higher expression of intent in the organization.7 My viewFor my opinion, performance evaluation is the process of dialogue between manager and staff, intended to help employees to improve their performance capabilities, so that the staff's efforts is consistent with the company's vision and goals, so that employees and enterprises will be in parallel.Nowadays, the performance evaluation program is not perfect, there is this or that problem, we need to explore continuously in practice and make more perfect, with the company and staff needs’ evaluation program, and thus obtain more accurate evaluation result.。

绩效评估报告英文

绩效评估报告英文

绩效评估报告英文Performance Evaluation Report1. IntroductionThis report presents the performance evaluation of [CompanyName/Department/Individual] for the [Time Period]. The purpose of this evaluation is to assess the overall performance and achievements against the set goals and objectives. The evaluation is based on a comprehensive analysis of key performance indicators, feedback from superiors and peers, and a review of the individual's or team's performance throughout the period.2. MethodologyThe evaluation was conducted through a combination of quantitative and qualitative assessment methods. Key performance indicators such as revenue generated, customer satisfaction ratings, and timely completion of tasks were measured to assess the quantitative performance. Qualitative feedback was collected through surveys, interviews, and performance discussions.3. Performance SummaryBased on the assessment, the overall performance of [CompanyName/Department/Individual] during the [Time Period] can be summarized as follows:a. Key Achievements: Highlight the major accomplishments or milestones achieved during the period.b. Performance against Objectives: Evaluate the performance in relation to the objectives set at the beginning of the period. Discuss any significant deviations or exceptional performance in achieving these objectives.c. Key Strengths: Identify the areas where the individual or team excelled, demonstrating exceptional skills, expertise, or innovative approaches.d. Areas for Improvement: Highlight the areas where improvements are required to enhance performance or overcome any shortcomings identified during the evaluation.4. Quantitative Assessmenta. Key Performance Indicators: Provide a comprehensive analysis of the quantitative performance indicators, showcasing the performance against targets or benchmarks set for each indicator. Use graphs, charts, or tables to present the data effectively.b. Revenue/Fund Generation: Evaluate the success in generating revenue or funds, demonstrating the contribution towards organizational goals.c. Efficiency and Productivity: Assess the individual's or team's efficiency and productivity in completing assigned tasks within the given time frame.5. Qualitative Assessmenta. Feedback from Superiors and Peers: Summarize the feedback received from supervisors, managers, or peers regarding the performance of the individual or team. Present the feedback in a structured manner to highlight any consistent patterns or areas of improvement.b. Leadership and Teamwork: Evaluate the leadership skills and ability to work effectively within a team, highlighting any demonstrated strengthsor areas needing improvement.c. Communication and Collaboration: Assess the individual's or team's communication and collaboration skills, emphasizing any notable achievements or room for improvement.6. ConclusionBased on the evaluation conducted, it can be concluded that [Company Name/Department/Individual] has performed exceptionally well in certain areas while also having room for improvement in others. The strengths identified should be further nurtured to enhance performance, and the areas for improvement should be addressed through appropriate training and development initiatives. Overall, the evaluation serves as a valuable tool to guide performance improvement and set goals for future periods.7. RecommendationsBased on the evaluation, the following recommendations are made to improve performance and achieve future success:a. Provide targeted training and development opportunities to address the identified areas of improvement.b. Recognize and reward the achievements and strengths demonstrated by the individual or team.c. Foster a culture of continuous feedback and performance improvement within the organization.d. Set clear, realistic, and challenging goals for the next evaluation period.e. Encourage collaboration and teamwork to leverage collective skills and expertise.f. Develop effective communication channels to enhance coordination and information sharing.g. Regularly review and update performance metrics and objectives to align with organizational goals.。

绩效管理全英文

绩效管理全英文

Source: Hay/McBer
Performance
Optimizing the performance of your people will have a positive impact on business performance
0109-9271-HAYG Lemaire
4
Human Resource Management Practices Drive Profitability and Productivity
Improve the decisive dialogue that occurs in your organization
Reward performance in a way that it is motivating and engages people
Differentiate performance in ways that make line managers feel good about their decisions
High-performing companies are better at managing, motivating, and rewarding employees
天马行空官方博客:/tmxk_docin ;QQ:1318241189 0109-9271-HAYG Lemaire
year
0109-9271-HAYG Lemaire
2
The Promise of Performance Management
Imagine a system that could—
Increase the likelihood that your strategy is effectively executed

绩效管理之英文版

绩效管理之英文版

• No Surprises
• Serves As A Role Model
Managing the Process
• Step 1: Identify 5 to 8 Significant Job Responsibilities
– Work You are Directly Accountable For – Answer The How, What And Why
3. When people feel that feedback will boost, or at least maintain their selfesteem, they actively seek it out.
Facts about Feedback
4. Much of the feedback we receive on the job is negative. Positive feedback is withheld because the manager feels the positive action is all a part of the job. Or, it is given in a general way -- like, “Good report.”
Being A Super-Good “Performance” Manager
Performance Management In The Copeland Environment
Performance Appraisal
Much More Than Filling Out A Form
2
It Starts With Goal Setting: “If You Don’t Know Where You Are Going You Won’t Know How To Get There”

Performance Management Project 饭店绩效管理设计 绩效表格设计 英文

Performance Management Project 饭店绩效管理设计 绩效表格设计 英文

Department of ManagementMGT 505: Performance ManagementProfessor Graham Hargrave Shaw Performance Management Project 2014-15: De Yi Lou16/4/2015IntroductionDe Yi Lou is a Cantonese cuisine restaurant based in Guangzhou. Their aim is to provide their customer a healthy diet in a high-class environment. The restaurant has a customer-focus strategy and makes a great effort to provide an excellent customer service.Methods and analysis of the problemForemost, we have tried to identify some problems in the restaurant. In order to do so we have used the following methods:1.Observation in the restaurant. As the restaurant is based in Guangzhou.All of us teammates have been there twice for observation. From observing as guests, we got to know the basic operation of the restaurant and how the customers feel about the quality of service and food.2.Interviews.We talked to the F&B director first and then asked their assist tofinish our project. We got to know how the human resource system runs in De Yi Lou. The interview was divided into two parts. During the first part of the interview, we interviewed the restaurant staff or the manager, whereas during the second part we interviewed the customers. Through the interviews, we knew more about the in-depth HR system situation of the restaurant and whether the staff behaved well enough to satisfy the customers.3.Questionnaires. We designed a questionnaire for the customers to seewhether the service in the restaurant had a good customer-focused strategy.Also, we designed another questionnaire for the employees in different positions to see their job content in terms of human resource management.Secondly, we have done a diagnosis of the problems that we have found:1.Problems of Employees:The results of the questionnaires and interview forthe employees show that most of them reach the general requirements in their positions. But we find it is obvious that they have no motivation to perform better.2.Problems of Organization:a.Firstly, there are not enough specific job descriptions to linkperformance management to strategic plan. The main vision andmission of De Yi Lou is to provide customer-focused dining experienceand unique style of healthy dish. But we cannot find detailedrequirements for specific jobs like waiters, chefs and middle levelmanagers.b. Secondly, we consider the components of appraisal forms areincomplete. During the interview with the managers, we asked tooverview the forms and make an assessment. We find there are notenough account abilities, objectives, and standards of jobs in the forms.Also, there are no records of employees’ professional competencies andcontributions. Moreover, the lack of formal appraisal meeting may leadto the distorted evaluation of performance. In addition, the method ofrecording the performance is not scientific. The general manager fills allthe forms of employees every month and gives back the forms to the HRdepartment. He just uses his memory to make evaluation instead of ascientific record system.c.Thirdly, only the senior managers provide performance information.There are no other channels for subordinates to give their opinions tothe supervisors. There are also no regular peers opinions, self-assessment and customers feedback survey.d.Fourthly, we find there is a rating inflation when the general managercollects all the appraisal forms to HR department. Since everydepartment of the hostel want to make themselves look good to the bigboss. They always tamper the forms to make an unreal goodmanagement performance.After using the previous methods to find out some problems in the restaurant, and once these problems have been analyzed, we decided to focus on the service manager position to later design an appraisal form.Determining a job descriptionIn order to determine the tasks that the manager should perform, we have considered appropriate to determine a job description for the service manager:1.Financial perspectivea.To guarantee a certain operating profit margin under the condition ofnormal operation.b.To be responsible for the daily general and administrative expenses.2.Customer perspectivea.To avoid the customer return event as long as it is possible.b.To increase the customer satisfaction rate.c.To supervision the work of various departments to reduce the numberof customer complaints.3.Management perspectivea.To monitor and ensure the restaurant in order to provide an excellentdining environment.b.To use the site to deal with complaints, get feedback from customersand generally present itself as a friendly caring restaurant.c.To keep a record of the daily work, and do the employee records.d.To arrange work planning and adjustment the staff workload timely.e.To control staff turnover rate below 5%.4.Employee satisfaction perspectivea.To create a learning environment which helps develop communication,team building and general managerial skills, as well as detailedknowledge.b.Employees can have some temporary work right.c.All the team members and manager to develop the customer serviceguide in order to get more efficient service.anization relies on rules and procedures to direct the behavior ofemployees is formalization.e.To give team members the positive feedback and respect the wisdom.Determining objectivesOnce we have created the job description, we have determined a certain number of objectives that once achieved, will contribute to the success of the organization. These objectives are the following:1.Financial control. Develop the business and manage the general expenses basedon the profit margin and budget. Meet budget targets and improve the financial finishing rate above 90% in the coming fiscal month.2.Customer focus. Improve the customer returns rate and provide better servicethat the customers would like to have. Receive acceptable results in the satisfaction rating above 90% in the coming fiscal month.3.Team anize necessary team-training within budget and with anacceptable satisfaction rating to help the subordinates solve working problems. 4.Training improvement.Improve satisfaction with training feasibility byreceiving acceptable scores while staying on budget.5.Improve managerial methods.Deliver assessment feedback with anacceptable approval rating from your subordinates.Performance standardsAlso, in order to help employees understand to what extent the objective has been achieved, we have determined the following performance standards:1.Financial control. Increase the financial finishing rate to above 90% in the end ofthe fiscal month, at a cost not to exceed ¥80,000.2.Customer focus. Keep the returns rate up to 25% and the satisfaction rate up to90% in this fiscal month. Customer complaints rate below 12%3.Team building. Organize and implement at least two team building activitieswith a cost not to exceed ¥15,000 for 85%satisfaction rating with team building activities.4.Training improvement.Design and deliver 95% of scheduled professionaltraining with a cost not to exceed ¥20,000 for 90% satisfaction rating feedback from clients in December 2015.5.Improve managerial methods.Improve assessment feedback scores withsatisfaction rate above 85% from your subordinates and take part in 80% management training courses.Appraisal FormOnce we have analyzed the problem and determined a job description, objectives and performance standards we have created an appraisals form to evaluate the performance of the service manager. Below we will further explain this appraisal form:Employee:Job Title: Service ManagerDepartment:Control Unit:Rating ScaleLevel 5 (E) ExceptionalPerformance far exceed expectations due to exceptionally high quality of work performed in all essential areas of responsibility, resulting in an overall quality of work that is superior; and either 1) include the completion of a major goal or project or 2) make an exceptional or unique contribution in support of unit, department, or University objectives. This rating is achievable by any employee though given infrequently. (5 POINT)Level 4 (EE) Exceeds expectationsPerformance consistently exceed expectations in all essential areas of responsibility, and the quality of work overall is excellent. Annual goals are met. (4 POINT)Level 3 (ME) Meets expectationsPerformance consistently meet expectations in all essential areas of responsibility, at times possibly exceeding expectations, and the quality of work overall is very good. The most critical annual goals are met. (3 POINT)Level 2 (I) Improvement neededPerformance does not consistently meet expectations—performance fail to meet expectations in one or more essential areas of responsibility, and/or one or more of the most critical goals are not met. A professional development plan to improve performance must be outlined in Section 4, including timelines, and monitored to measure progress. (2 POINT)Level 1 (U) UnsatisfactoryPerformance is consistently below expectations in most essential areas of responsibility, and/or reasonable progress toward critical goals is not made. Significant improvement is needed in one or more important areas. In Section 4, a plan to correct performance, including timelines, must be outlined and monitored to measure progress. (1 POINT)Part I. Job Success FactorsPart II. Last Period’s GoalsPart III. Next Period’s GoalsPart IV. Professional Development PlanSignature:Employee: _______________________Date: _______________________ My signature indicates that I have received a copy of this evaluation.I would like to include comments from my self-assessment.___________ Manager/supervisor: Name: ____________________________________ Signature: _______________________ Date: ______________________ Department manager: Name: ___________________________________ Signature: _______________________ Date: _______________________ImplementationBoth, the analysis of the problem and the appraisal form detailed above aim a better implementation of the performance management system.Regarding the implementation of the system, foremost, the director, general manager, executive chef, account manager and the service manager should understand that the company's performance management system will bring certain benefits for the organization and individuals. Secondly, all the branch managers should accept and support the system as well.We divide the measures that we believe should be adopted to better implement the performance management in four parts:municationManagers must develop a good communication plan and tell employees that the coming performance assessment can help each department to better perform in their work. Performance assessment can help employees identify the problems which may arise at the workplace and timely correct them.Furthermore, it also clarifies the responsibilities and duties of each employee.Employees should also understand that the performance assessment will bring certain benefits. For example, the company's promotion system, training, and rewards can be more transparent and fair through the implementation of a performance management system.plaint channelThe complaint channel system and its construction are quite important in order to ensure the smooth implementation of the performance management system of the restaurant.a.First of all, the dissatisfaction of staff can be reported to the superiorleader through a written report or through an interview. The immediatesuperior shall seriously deal with the complaint after receiving thecomplaints of employee’s dissatisfaction.b. Secondly, if employees are not satisfied with the processing result madeby the immediate superior, they can complain to the general manager.Complaints should be written in a report with clearly specifying thesituation or event as well as the processing results of the superior.Besides, employees also should give clearly indicate the reason whythey are unsatisfied with the results. The general manager shallimmediately carry out an investigation and deal with the employee’scomplaint after receiving it.stly, if the employee is still dissatisfied with the result, he can submit itto the HR department. The HR department needs to organize a specialgroup to carry out a comprehensive investigation and activelycommunicate with the employee, so as to objectively, fairly, impartiallyand openly deal with complaints.3.TrainingDe Yi Lou restaurant should carry out training courses with a rich content.a.Error training for valuator. The HR training personnel must implementerror training well, telling the causes of errors and the way to overcomethem to the employees. Colleagues should avoid reducing personalerrors.b.The leadership training. Self-leadership training can effectively increasethe confidence of employees and make employees understand that aslong as they make an effort, they will succeed.4.Pilot testing and executionThe performance management system for this restaurant needs to be tested within a small range. We can select the customer service personnel as a sample to begin the test because the waiters are the front-line employees in the restaurant and they also have more contact with the customer. This kind of result will be more targeted and universal. Once problems appear in the testing process, the company needs to correct them immediately until it is confirmed and eventually promoted and implemented.References1. Herman Aguinis. Performance Management Second Edition.。

绩效考核英文评价

绩效考核英文评价

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

绩效管理英文版

绩效管理英文版
Performancቤተ መጻሕፍቲ ባይዱ Management is the key to “raising the bar” in an organization, for all levels of performance
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:

酒店意见反馈表英语作文

酒店意见反馈表英语作文

酒店意见反馈表英语作文英文回答:Guest Feedback Form.Thank you for taking the time to provide us with your feedback. Your input is valuable to us as we strive to improve our services and provide a memorable experience for all our guests.Overall Experience.1. How would you rate your overall experience at our hotel?Excellent.Very good.Good.Fair.Poor.2. What is the most positive aspect(s) of your stay?3. What is the most negative aspect(s) of your stay? Accommodations.1. How would you rate the cleanliness of your room? Excellent.Very good.Good.Fair.Poor.2. How would you rate the comfort of your room?Excellent.Very good.Good.Fair.Poor.3. Did you have any issues with the amenities in your room? If so, please specify:Staff.1. How would you rate the friendliness and helpfulness of the staff?Excellent.Very good.Good.Fair.Poor.2. Did you experience any exceptional service from a particular staff member? If so, please provide their name:3. Did you have any negative experiences with a particular staff member? If so, please provide their name and details of the incident:Facilities.1. How would you rate the quality of the food and beverage services?Excellent.Very good.Good.Fair.Poor.2. How would you rate the cleanliness and maintenance of the hotel's public areas?Excellent.Very good.Good.Fair.Poor.3. Are there any additional facilities or amenitiesthat you think would enhance your experience?Other Comments.Please provide any additional comments or suggestions that you think would help us improve our services:中文回答:酒店意见反馈表。

酒店质检英语作文模板

酒店质检英语作文模板

酒店质检英语作文模板英文回答:Hotel Quality Inspection Report。

Date: [Date of Inspection]Inspector: [Inspector's Name]Hotel Name: [Hotel Name]Hotel Address: [Hotel Address]Inspection Criteria:Cleanliness。

Condition of Guest Rooms。

Condition of Public Areas。

Staff Service。

Amenities and Facilities。

Cleanliness:Guest Rooms: All guest rooms were found to be clean and free of debris. Bathrooms were spotless, with no signs of mold or mildew.Public Areas: Public areas, including the lobby, hallways, and pool area, were well-maintained and free of clutter.Overall Cleanliness: The overall cleanliness of the hotel was excellent, exceeding industry standards.Condition of Guest Rooms:Furniture: Furniture was in good condition, showing no signs of damage or wear. Beds were comfortable and well-made.Linens: Linens were clean and fresh, with no stains or tears. Towels were plush and absorbent.Electronics: All electronics, including TVs, radios, and telephones, were in working order.Overall Condition: The overall condition of the guest rooms was excellent, providing a comfortable and inviting atmosphere for guests.Condition of Public Areas:Lobby: The lobby was spacious and well-lit, with comfortable seating areas.Hallways: Hallways were clean and free of obstructions.Pool Area: The pool area was clean and well-maintained, with plenty of seating and shade.Overall Condition: The overall condition of the public areas was satisfactory, providing guests with a relaxing and enjoyable environment.Staff Service:Check-In and Check-Out: Staff at the front desk were friendly and efficient, providing prompt and courteous service.Housekeeping: Housekeeping staff were attentive and thorough, responding quickly to guest requests.Restaurant: Staff in the restaurant were knowledgeable and accommodating, ensuring that guests had a pleasant dining experience.Concierge: The concierge was helpful and provided valuable information about local attractions and amenities.Overall Service: The overall service provided by the hotel staff was exceptional, exceeding guest expectations.Amenities and Facilities:Wi-Fi: Wi-Fi was available throughout the hotel and was reliable and fast.Gym: The gym was well-equipped with modern equipment and was open 24 hours a day.Pool: The pool was clean and inviting, with ample seating and a hot tub.Business Center: The business center provided guests with access to computers, printers, and fax machines.Overall Amenities: The overall amenities andfacilities offered by the hotel were comprehensive and met the needs of guests.Summary:The overall quality of the hotel was excellent. Thehotel exceeded industry standards in terms of cleanliness, guest room condition, public area condition, staff service, and amenities. The hotel provides a comfortable, inviting, and exceptional guest experience.中文回答:酒店质检报告。

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Hotel Management Performance Evaluation ReportTable of ContentsIntroduction1. Job Analysis (2)1.1The problems in the work (2)1.2How to improve management ability (2)2. Performance Evaluation………………………………………………2.1 The results-oriented performance evaluation method………2.2 The behavior-oriented performance evaluation method……2.3 The nature of performance evaluation methods……………3. The way to help managers of the hotel……………………………Conclusion………………………………………………………………References………………………………………………………………IntroductionMr. Tisch and employees work together found some problems. I will help him to solve these problems, describe several kinds of performance evaluation and find a good performance evaluation method for Loews Hotel.1. Job Analysis1.1 The problems in the workHe through the role transformation in the work that staff met with many difficulties. This hotel don’t have a good performance evaluation. Managers and staff communication is not enough. Managers don't understand the staff's working environment. Staff and customer relations are not harmonious. These problems are all calls for immediate solution. Staff training deficiency. Party service is not good.Employees of the enterprise feelings do not firmly. A half-day per job is workload big.1.2 How to improve management abilityEvery manager of the enterprise is the pillar. The level of managers direct influence on the company’s future. Enterprise administration departments of the various departments will be regularly performance and managers to examine. It gives current managers a pressureaccidentally. So a lot of managers is interested in the same problem about “how to quickly improve their own management ability”. How to improve our management ability? There are three ways.1. Willing to learn, be good at summing upAs the middle level managers must enhance awareness of learning of keeping pace with The Times, the study in an important position. First of all, to learn from the books, because it is the crystallization of the wisdom of predecessors, reading enriches, learn more, and that the wise and knowing more than to ability. Especially pay attention to the learning new knowledge, for enterprise management modernization, must cause the change of working conditions, and the enterprise management personnel update, put forward higher request. For example: management method, mathematical management means electronic, organization modernization, production management complicated, these need new methods, new management technology. Willing to learn, be good at summing up. So, should study of various kinds of economic theory and modern advanced management knowledge, constantly enrich improve themselves. Second, to success and advanced management learning, absorb the successful experience, take people long, fill yourself short. Again, to study to the populace, extract nutrition in the crowd, "for your all the broken, your only". Also note that collect all kinds of different ideas, different opinions and criticisms is to improve the ability of the manager material. The study of the theory and the practice exploration is the modern management foundation and the key of success, but to make learning and practice continuously circulation and promote each other, will be good at summing up experience and lessons, and form a benign circulation, make the management process increase scientific,reduce blindness, and find out the regular thing, to improve yourself, and the purpose of the fight. They each piece in the event, the system must seriously consider, reflection, see what experience do good things, not done good things have what lesson, establish work memo, and according to the actual timely adjust management, make its work and target more appropriate more feasible, but at the same time, the understanding of future work practice used in the long run, it will greatly improve their management skills.2. Application and InnovationThe basic purpose of learning is to use it. Management ability the enhancement, is a practical subject, in practice, exercises oneself, in the management to management, this is to improve the management ability and quality of important ways. Therefore, in our daily management work, want to ask to learn to use the theoretical knowledge of work, and continuous ly learn others advanced managerial experience and good management experience, will be different management field, different managers liveliness, rich in content management skills and management to refine and induction art, to improve the analysis and the ability of solving practical problems, but also want to pay attention to contact the actual work, based on practice constantly test, amend, enrich and improvement, and improve constantly sum up. Practice is the source of growth ability, be good at to take every chance to practice, it is regarded as a training exercise, improve the comprehensive analysis, the ability of the good opportunity. Innovation is give full play to their potential, intelligence and initiative the creative activity, is the original thinking and behavior patterns breakthrough in the world, in the management of only dare to innovate and explore the new way of management, and the new method, can make rich management experience rich, make oneself of the managementability constantly undergo the test of practice and exercise, exercise a confidence, exercise a ability, in the work practice faster growth. Therefore, in the management work, according to the change of the enterprise continuously the management concept, management system,\management mode, management means and other aspects of innovation, using the new thought, the new technology, new methods and new approach, to create a new, more effective combination of resources, in order to adapt to the and create a market, promote enterprise management and the continuous improvement of the comprehensive benefits, achieve to the investment of as little as possible to get as much as the purpose of the comprehensive benefit.3. Careful observation, the thinking"Don't strive for all things, for the shortage, not a lack of seeks the overall, for a domain". Managers in the implementation of the management work process, want to often keep watch, want to have a global idea and long-term vision, want to be good at thinking, thinking, careful observation and find problems and detail from understand and judge the development direction of things, often tiny link from a side provide you with the opportunity to observe things, from the change process of master the law of development of things, this is the solution to the problem of the prerequisite. Management work, in the final analysis is to the management of the people and things, people in social activities, is inevitably by the environment factors of the interference and influence, because the carrier of a problem, internal factors of different, can cause processing the ways and methods of difference, this requires careful observation and his managers to comprehensive analysis, also with the"super thinking", that is beyond his position from a different point of view, to know, analysis, dealing with questions, only in this way can we catch the main contradiction management work, find out the best solution, deal with to solve problems. Often move the brain, good thinking, this is to promote the ability of knowledge into the most important method. This requires managers make it good thinking brains, frequently behavior and habits, more asked why, improve the correct the ability to analyze and solve problems, only good thinking to move the brain frequently find something, something to progress, be creative.Experience on performance management has both positive and negative influence effect. Experienced managers can faster to make the right decisions, make better choices. But sometimes experience also will mislead managers. When new things can't immediately makea decision, hesitate, easy to miss opportunity.2. Performance Evaluation2.1 The results-oriented performance evaluation method Performance appraisal table method,Management By Objectives (MBO), key performance index method (KPI) and so on, this kind of method to evaluate is the main basis that the performance of the work, and that is the result of work, can we accomplish the task is the first to consider the question, is also the focus of evaluation objects.Performance appraisal table method, also can call scale method, can say is a kind of appearance is quite early and the commonly used method, it is to use by the performance factors (for example, complete the quality of work, number, etc) to assess the work, work performance and regulations to the table of one grade factors comparison, and then shows the end result of the work performance, it is divided into several levels, such as outstanding,good, general, etc. The advantages of this method can make is quantitatively compared, the evaluation standards clear, easy to make evaluation results. Its defect is standard certainty, the need to work must be quite understand the evaluation table makers; The assessor may have certain subjectivity, can't truthfully evaluation.Key Performance index method (Key Performance Indicator, KPI), it for the Performance evaluation of several Key index is simplified to the examination, will be the Key indicators as evaluation standard and employee Performance and Key indexes to evaluate make a comparison method, and, to some extent, can saying is the administration and target Pareto law of effective combination. Key index must comply with SMART principle: concreteness (Specific), evaluate sex (Measurable), accessibility (Attainable), reality (Realistic), Time limit sex (Time-based). The advantage of this method is more distinct standard, easy to assess. Its defect is for simple work setting standards difficulty bigger; The lack of certain quantitative sex; Performance indicators just some key indicators, for other content to the lack of a definite evaluation, should be the proper attention.Personal balance scorecard (BSI), is the Harvard University. Robert Kaplan and Boston adviser David NORTON in the 1990 s the first suggested, it includes financial latitude, the customer latitude, internal business latitude and learning and growing latitude. On the basis of the personal balance scorecard can compare to the comprehensive evaluation, through the personal goals and enterprise vision of balance, will be balanced score card into human resource management, and this balance is realized the enthusiasm of the employees, sustainable enterprise performance the prerequisite.Competent reporting on activities evaluation, evaluation by post personnel is reporting forreporting on activities report, to do their job completion status and knowledge, skills and reflected in the report of a kind of examination method within. Main for the enterprise, top management positions in the examination. The reporting on activities report can sum up the enterprise, in the department of basis, but the key is to report the I the job responsibilities, namely the management job in the enterprise management, the department to finish each task of individual behavior, this post work situation.2.2 The behavior-oriented performance evaluation methodAnd the results orientated performance evaluation method of different is, the critical incident method, behavior observation and comparison behavior anchor evaluation method, 360-degree performance evaluation method etc are the behavior as a major work for the evaluation of, that is the main targets of assessment is behavior.Critical incident method, is an objective evaluation system one of the simplest form, by American scholars Vladimir LaiGen and Baylor, asked in 1954, gm in 1955 using this method for success. It is through the best or the worst of the work of events are analyzed, and the causes of the event's work that make work behavior and a method of performance evaluation. The advantages of this method is targeted is stronger, excellent and inferior to evaluate the performance is very effective; Defect is key to grasp and analysis of the events there may be some deviation.Behavior observation comparison method, also called behavior observation scale method, the evaluation index is given a series of related effective behavior, will look to the staff of each work behavior evaluation standard comparison with rating, see this behavior in the frequency of the frequency of evaluation method, each kind of behavior of the scoring addition, totalresult is obtained. The advantages of this method is able to have a more effective standards of behavior, can help create jobs instruction; Defect is observed behavior can work with certain subjectivity.Behavior anchor evaluation method, also called behavioral orientation evaluation method, it is the typical behavior generated evaluation method. It consists of American scholars Smith in the United States and Kendal "national nurses association" under the proposed funding research, randy, now and in 1970 to prove it can be used in the evaluation work motivation, so in the 1970s, the widely application. It focuses on is specific measurable work behavior, through to the assessment project scoring values, but score is a position of the project specific act in the case, is also a position of each index make rating scale, scale segmentation is the behavior of the actual examples, then give level corresponding behavior, will work in the behavior and index comparison assess. It mainly aims at the clear, can be observed and can be measured work behavior. This method is of evaluation index strong independence, more accurate assessment scale. The specific behavior assessment, and accuracy is higher. Its defect is the object of assessment is engaged in general specific tasks of the employees, other work applicability is poorer; Another employee behavior may appear in the scale of the top or bottom, scientific design can help to avoid this kind of circumstance, but actual in similar situation appears unavoidably.360-degree performance evaluation method, 360 degrees assessment method is Edward and Evan, put forward in the 1980 s, and by 1993 in the United States after the Wall Street journal and "fortune" magazine quoted, began to get attention and application. It is a different Angle from get members work behavior observation data and analysis of data from the evaluationmethod, it includes from superiors and colleagues, subordinates, and customer's evaluation, and also includes selves your comments. The advantages of this method is quite comprehensive evaluation, easy to make more fair evaluation, and at the same time through feedback can promote work ability, also be helpful for team construction and communication. Its weakness is because assessment from all sides, the effort is larger; There are likely to be informal organization, impact assessment of justice; Still need to staff have certain knowledge involved in evaluation.2.3 The nature of performance evaluation methodsIn addition to the results generated the performance evaluation method and behavior generated the performance evaluation method outside, still have a kind of evaluation methods, and that is to the psychology of the knowledge-based evaluation methods-trait performance evaluation methods, to diagram type assessment scale, for example.Graphic rating scale method, is a enumerated to succeed performance need different characteristics (such as adaptability, collaborative, work motivation, etc.) to the characteristics of the table, each and every one of the characteristics of the five points is given full marks or 7 minutes, evaluate the results are generally such as "ordinary", "medium", or "accord with standard words. This method is wide, low cost, can be used in almost all or most of the companies in the work and employees. Its defect is aimed at is certain characteristics and cannot be effectively give behavior to guide; Can't give clear and not as a big feedback, feedback to employees may be a bad influence; General could not be used for promotion decisions.Other performance evaluation and: direct sequence method, the correlation method, forceddistribution method (rigid distribution method), written narrative method, work plan investigation, benchmarking correlation method and the situation simulation method, etc. 3.The way to help managers of the hotelI think the most suitable for the hotel's performance evaluation method is graphic rating scale method. It is a more comprehensive. It can be more clear show staff at work performance. This hotel lacks a clear performance form. Managers have to strengthen the sense of belonging to the hotel. Increase mobile and reward mechanism, let the hotel employees feel at home. Make the hotel humanization to keep customer feel at home. Establish unified management system. To provide better work environment.ConclusionNow who is boss? It's not only managers but also stuffs. Don't let employees on the job feels lonely.Set the shift system and at least two employees to work together. Managers should points out the problem of employees euphemism.They should provide more cool uniform in summer. Communication is very important.ReferencesDish & Webber in 2006. Team's strength: the cooperation casting the successGary Dessler Human Resource Management Eleventh EditionLv Hang in 2007 Measurement and assessment method and technique in human resource。

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