绩效考核中英文

合集下载

员工绩效考核表KPI(中英文对照)

0-7
excellent in all aspects of the work area
9-10
2
specialized
knowledge
comprehensive and sufficient understanding in work area 10 considerable understanding in work area
0-1
never ask for leave, be late or leave early
10
seldom ask for leave, be late or leave early ecsept for reas10 ask for leave, be late or leave early occasionally
4-8
delay the main work for personal reasons
0-3
great innovation ability and play a significiant role
9-10
with innovation abilty and can cope with the job
4-6
work only follow the instruction and need monitor
0-3
effective cooperation with workmates or supervisor, ready to accept new 9-10
good cooperation, willing to accept new methods
16-18
1 work quality
20 generally good with little errors some time

员工绩效考核方案-中英文对照

PERFORMANCE APPRAISAL PLAN员工绩效考核方案1. General Principles总则In order to standardize the performance appraisal policy of MFC, the Compan y constituted this plan. 为规范公司对员工的考察与评价，特制定本制度。

2. Objective考核目的2.1 To bring up a professional talent group with high agglomeration and tea m building spirit. The talent management system shall be guided by perform ance appraisal.在公司造就一支业务精干的具有高度凝聚力和团队精神的人才队伍，并形成以考核为核心导向的人才管理机制。

2.2 To evaluate the past performance promptly and equitably, affirming achie vements, finding out problems and preparing for the improvements on next phases. 及时、公正地对员工过去一段时间的工作绩效进行评估，肯定成绩，发现问题，为下一阶段工作绩效的改进做好准备。

2.3 An empowerment tool to involve employee in managing own performance especially in obtaining feedback.为员工自我管理提供相应手段，特别是能得到绩效反馈。

2.4 To support an employee’s efforts of successful development and supply t he personal information and decision gist on salary, welfare(including stock o ption )adjustment and training plans.支持员工职业发展，为员工薪酬待遇（含员工持股权调整）以及相关的教育培训提供人事信息与决策依据。

绩效考核标准(中英文)

绩效考核标准Performance assessment standard序号S/N 项目ITEM内容CONTENT权重weight1 工作态度Workingattitude1，品德端正，遵纪守法，每月无违反公司的各项管理规定和制度（3）；Possess virtue, following regulations, no violation of companyregulations within one month（3）.2，工作认真负责，积极主动，能吃苦耐劳，服从安排（3）；Reliable andactive to work, capable of doing hard job, obedience to workarrangement(3)3，为公司利益不计个人得失，扎根本职工作，锐意进取，为公司员工树立良好形象并起到带头作用（3）Take company interest as first priority,make more progress based on your win duty to set an good example toother staff in company(3).4，热爱公司，维护公司形象，认同公司企业文化，爱岗敬业，乐于助人，与同事相处融洽，有团队精神和集体荣誉感（3）；Trust company frominside your heart, protect company culture and image, be loyal tocompany, possess sense of team spirit and collective honor(3).5，良好的个人形象和素养（3）suitable personnel appearance andcadibre(3)，个人（工序）岗位7S工作做得好（10）do well atimplementation of 7S working standard(10)；6，每月内无任何被投诉记录（经查实的）；受到领导、员工或雇主普遍好评的（3）No compliance received within one month, get high praisefrom boss, master and other working staff(3).28%2工作能力Workingcapability8，生产的重点就是平衡产量和质量，不能要求产量忽视了质量，也不能因质量忽视了产量，达到并超过专业技能或业务水平优秀，完全胜任本职工作，把质量放到首位；The most important point of production is tokeep balance between product quality and quantity.（考核办法：按返工、修复频次和数量核算，找不到责任人，班组长承担所有罚款，每个罚款₦10，再每个扣1分，扣完为止，如果已外发客户因质量问题退回返工，每个罚款₦20 Assessment rules: for each unqualifiedproduct, the person who is responsible will be fined 10 NAIRAS andlose 1 point, until all available points are gone. For eachunqualified product which is detected by customer, the fine wouldbe 20 NAIRAS. Squad leader will be responsible for the fine if thedirect responsible cannot be found ）20%DISCOVERY INTERNATIONAL FZE拓展国际自贸区公司1，每月统计在案，并适时张榜公布，做到公平公正；Assessment statics record will be made and published every month in order to keep open and fair.2，作为每月绩效评估依据，确定每月绩效津贴（100分，NGN3000元）发放金额；The allowance base for monthly assessment is 100 points and 3000 NAIRAS.3，试行期间只考核工序组长及以上职位的员工。

绩效考核的五个标准英文

绩效考核的五个标准英文绩效考核是评估员工工作表现的一种方法，在现代企业管理中扮演着重要的角色。

以下是绩效考核的五个标准的英文名词和定义，以帮助我们更好地理解和应用这些标准。

1. Achievement（成果）Achievement指的是员工在一定时间内完成的任务、目标或项目的结果。

同时，这个标准还涵盖了员工在完成工作过程中所展现的个人能力，如创新、解决问题的能力，以及领导才能等。

绩效考核中的Achievement标准是衡量员工工作成果和贡献的重要指标。

2. Quality（质量）Quality是指员工在工作中完成任务的质量和准确性。

这个标准评估员工的注意细节和工作能力，包括专业知识的掌握程度、工作流程的规范化、精确性和准确性等。

一个高质量的工作表现是组织和客户信赖和满意的基础。

3. Timeliness（及时性）Timeliness是衡量员工完成任务的速度和时间效益的标准。

在快节奏的商业环境中，及时完成工作对组织的成功至关重要。

这个标准考察员工的工作效率、时间管理能力和应对压力的能力。

对于某些具有紧急程度和时效性要求的任务，及时性是一个关键的衡量指标。

4. Communication（沟通）Communication是指员工与他人之间的有效沟通和合作能力。

这个标准衡量员工的口头和书面沟通能力，包括与团队成员、上级、客户和合作伙伴之间进行信息交流的能力。

同时，一个好的沟通者还应具备倾听能力、表达清晰的能力和反馈理解的能力。

5. Leadership（领导能力）Leadership标准评估员工的领导能力和影响力。

一个优秀的领导者能够激励、指导和激发团队成员，促进团队的有效合作和发展。

领导能力还包括决策能力、问题解决能力和人际关系管理能力等。

在进行绩效考核时，领导能力是重要的评估指标之一。

以上是关于绩效考核的五个标准的英文名词和定义的详细介绍。

这些标准可以帮助企业更全面地评估员工的绩效表现，从而为员工的个人和职业发展提供有价值的反馈和指导。

行政岗位绩效考核总结英文范文

行政岗位绩效考核总结英文范文BackgroundThe performance appraisal for administrative positions is a crucial process that helps organizations evaluate the effectiveness and efficiency of their employees in a structured manner. This process allows managers to assess the skills, competencies, and achievements of their employees, and provide feedback on their performance.ObjectivesThe main objective of the performance appraisal for administrative positions is to evaluate how well employees have performed their duties and responsibilities, and to provide feedback on areas of improvement. The performance appraisal also aims to identify the strengths and weaknesses of employees, and to set goals for future development.Key Performance Indicators (KPIs)To evaluate the performance of administrative employees, organizations can use a range of key performance indicators (KPIs) that measure their ability to meet specific goals and objectives. Some common KPIs for administrative positions include:1. Accuracy and attention to detail: This KPI measures the ability of employees to produce accurate and error-free work, as well as their attention to detail in completing tasks.2. Time management: This KPI evaluates how well employees manage their time and prioritize tasks to meet deadlines and achieve goals.3. Communication skills: This KPI assesses the ability of employees to communicate effectively with colleagues, clients, and other stakeholders in a professional and clear manner.4. Problem-solving skills: This KPI measures how well employees can identify, analyze, and solve problems that arise in their work.5. Teamwork: This KPI evaluates the ability of employees to work collaboratively with others to achieve common goals and objectives.Performance Appraisal ProcessThe performance appraisal process for administrative positions typically follows a four-step approach:1. Setting goals and objectives: At the beginning of the performance appraisal period, managers and employees should set clear and measurable goals and objectives that align with the organization's strategic priorities.2. Monitoring performance: Throughout the performance appraisal period, managers should monitor the performance of their employees and provide feedback on their progress towards achieving their goals.3. Evaluating performance: At the end of the performance appraisal period, managers should conduct a formal evaluation of their employees' performance against the set goals and objectives.4. Providing feedback and development opportunities: Based on the evaluation, managers should provide constructive feedback to employees on their performance and identify areas for improvement. They should also discuss development opportunities that can help employees enhance their skills and competencies.ChallengesThe performance appraisal process for administrative positions can pose a number of challenges for organizations, including:1. Bias and subjectivity: Managers may have biases that influence their evaluation of employees, leading to unfair and inaccurate assessments.2. Lack of clear criteria: In the absence of clear and objective criteria for evaluating performance, managers may struggle to provide accurate feedback to employees.3. Resistance to feedback: Some employees may be resistant to receiving feedback on their performance, which can hinder their development and growth.Best PracticesTo overcome these challenges and ensure a fair and effective performance appraisal process for administrative positions, organizations can implement the following best practices:1. Training for managers: Organizations should provide training for managers on how to conduct performance appraisals objectively and fairly, and how to provide constructive feedback to employees.2. Clear and measurable goals: Managers and employees should set clear and measurable goals and objectives at the beginning of the performance appraisal period, to guide the evaluation process.3. Regular feedback: Managers should provide regular feedback to employees throughout the performance appraisal period, to keep them informed of their progress and areas for improvement.4. Development opportunities: Organizations should offer development opportunities to employees, such as training programs and mentoring, to help them enhance their skills and competencies.ConclusionThe performance appraisal process for administrative positions is a critical tool that helps organizations evaluate the performance of their employees and provide feedback on areas for improvement. By using key performance indicators, following a structured process, and implementing best practices, organizations can ensure a fair and effective performance appraisal process that promotes employee development and growth.。

绩效考核方案中英双语

XX绩效考核方案XX Performance Assessment Plan一、考核算施目旳The assessment objective1．作为员工薪资调整、绩效奖金发放、职务调整旳根据。

As the basis of employees’ salary adjustment, performance bonus, position adjustment 2．有效增长员工之间旳合作精神，对员工全面旳工作进行客观理解和公正评价。

Increase the team spirit between the employees ; know and evaluate employees’ job effectively3．协助员工改善工作方式，提高工作绩效。

Help employee improve the work way and work efficiency二、合用范围Scope of application企业所有高级经理级及如下员工。

All the senior managers and employees三、考核频率Assessment frequency1．季度考核，对当季度旳工作体现进行考核，考核算施时间为下月旳1～5日，遇节假日顺延。

Quarter assessment, assess the work performance in the quarter, the assessment date is September 1-5 and will be put off if it is holiday.四、考核内容Assessment content1．工作业绩work achievement2．工作能力work ability3．工作态度work attitude4．合作配合work cooperation5．自我提高self-improvement以上为基本考核内容，详细详情另见考核附件Above is the basic assessment content, the details is as the follow ’s assessment attachment五、评分对照Score compare考核分数对照表Assessment score form六、考核算施Assessment carrying out1．考核算施及考查对象配比Assessment carrying out and object matching备注：总部各部门负责人由CEO直接考核。

绩效考核的五个标准英文缩写

绩效考核的五个标准英文缩写概述绩效考核是管理层评估员工工作表现、确定薪酬奖励和晋升机会的重要方法。

在绩效考核中，有五个关键标准被广泛使用，并用英文缩写来表示。

本文将详细介绍这五个标准及其英文缩写。

1. Key Performance Indicators (KPI)•英文缩写：KPI•中文解释：关键绩效指标•描述：KPI是用来衡量员工或团队执行业务目标的效率和效果的重要指标。

通过设定KPI，并与实际绩效进行比较，可以评估工作表现，并帮助制定改进措施。

2. Objectives and Key Results (OKR)•英文缩写：OKR•中文解释：目标与关键结果•描述：OKR是一种目标管理框架，用于根据目标的数量和质量来衡量工作表现。

员工设定目标，并通过关键结果来评估实现目标的程度，从而确保各级目标的协调和整体达成。

3. Return on Investment (ROI)•英文缩写：ROI•中文解释：投资回报率•描述：ROI是衡量投资获得回报的指标。

在绩效考核中，ROI用于评估员工或团队的工作成果是否能够带来经济效益。

高ROI表明投资的回报率高，反之则表示投资的回报率低。

4. Service Level Agreement (SLA)•英文缩写：SLA•中文解释：服务级别协议•描述：SLA是一种合同协议，规定了服务提供方应满足的各种服务标准和好的表现。

在绩效考核中，SLA用于衡量员工或团队提供的服务质量是否达到了预期水平。

5. Key Result Areas (KRA)•英文缩写：KRA•中文解释：关键结果领域•描述：KRA是工作职责的重要领域或关键要素。

在绩效考核中，KRA被用于确定员工应该专注和取得成果的关键领域。

通过评估KRA的完成情况，可以客观地评估员工的工作表现。

结论绩效考核的五个标准英文缩写提供了一种有组织且标准化的方式来衡量员工工作表现。

了解并应用这些缩写，可以帮助管理层更全面地评估员工的工作表现，并为员工提供明确的改进目标。

关于业绩考核英语作文

关于业绩考核英语作文1. Performance evaluation is a crucial part of any job. It helps us understand how well we are doing and where we need to improve.2. Setting clear goals and objectives is essential fora successful performance evaluation. It gives us something to strive for and helps us stay focused on what really matters.3. Feedback is also key in performance evaluation. Constructive criticism can help us grow and develop, while positive feedback can boost our confidence and motivation.4. It's important to be honest and transparent during performance evaluations. This allows for open communication and helps build trust between employees and their supervisors.5. Taking ownership of our performance is crucial. Weshould be proactive in seeking feedback, setting goals, and working towards improvement.6. Continuous learning and development are also important in performance evaluation. We should always be looking for ways to enhance our skills and knowledge in order to excel in our roles.7. Celebrating successes and achievements is a great way to motivate employees and boost morale. It's important to acknowledge hard work and dedication.8. Performance evaluation should be seen as a learning opportunity rather than a judgment. It's a chance for us to reflect on our performance and make necessary changes for the future.。

绩效考核外文文献及其译文

The Dilemma of Performance AppraisalPeter Prowse and Julie ProwseMeasuring Business Excellence,V ol.13 Iss:4,pp.69 - 77AbstractThis paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals.This paper willevaluatethe aims and methodsof appraisal, thedifficulties encountered in the appraisalprocess. It also re-evaluates the lack of theoretical development in appraisaland move from he psychological approachesof analysistoamorecritical realisation ofapproaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.13.1IntroductionThis paper will define and outline performance management and appraisal. It will start by evaluating what form of performance is evaluated, then develop links to the development of different performance traditions (Psychological tradition, Management by Objectives, Motivation and Development).It will outline the historical development of performance management then evaluate high performance strategies using performance appraisal. It will evaluate the continuing issue of subjectivity and ethical dilemmas regarding measurement and assessment of performance. The paper will then examine how organisations measure performance before evaluation of research on some recent trends in performance appraisal.This chapter will evaluate the historical development of performance appraisal from management by objectives (MBO) literature before evaluating the debates between linkages between performance management and appraisal. It will outline the development of individual performance before linking to performance management in organizations. The outcomes of techniques to increase organizational commitment, increase job satisfaction will be critically evaluated. It will further examine the transatlantic debates between literature on efficiency and effectiveness in the North American and the United Kingdom) evidence to evaluate the HRM development and contribution of performance appraisal to individual and organizational performance.13.2 What is Performance Management?The first is sue to discuss is the difficulty of definition of Performance Management. Armstrong and Barron(1998:8) define performance management as: A strategic and integrated approach to delivering sustained success to organisations by Improving performance of people who work in them by developing the capabilities of teams And individual performance.13.2.1 Performance AppraisalAppraisal potentially is a key tool in making the most of an organisation’s human resources. The use of appraisal is widespread estimated that 80–90%of organizations in the USA and UK were using appraisal and an increase from 69 to 87% of organisations between 1998 and 2004 reported a formalperformance management system (Armstrong and Baron, 1998:200).There has been little evidence of the evaluation of the effectiveness of appraisal but more on the development in its use. Between 1998 and 2004 a sample from the Chartered Institute of Personnel and Development (CIPD, 2007) of 562 firms found 506 were using performance appraisal in UK.What is also vital to emphasise is the rising use of performance appraisal feedback beyond performance for professionals and managers to nearly 95% of workplaces in the 2004 WERS survey (seeTable 13.1).Clearly the use of Appraisals has been the development and extension of appraisals to cover a large proportion of the UK workforce and the coverage of non managerial occupations and the extended use in private and public sectors.13.2.2 The Purpose of AppraisalsThe critical issue is what is the purpose of appraisals and how effective is it ？Researched and used in practice throughout organizations? The purpose of appraisals needs to be clearly identified. Firstly their purpose. Randell (1994) states they are a systematic evaluation of individual performance linked to workplace behaviour and/or specific criteria. Appraisals often take the form of an appraisal interview,usually annual,supported by standardised forms/paperwork.The key objective of appraisal is to provide feedback for performance is provided by the linemanager.The three key questions for quality of feedback:1. What and how are observations on performance made?2. Why and how are they discussed?3. What determines the level of performance in the job?It has been argued by one school of thought that these process cannot be performed effectively unless the line manager of person providing feedback has the interpersonal interviewing skills to providethat feedback to people being appraised. This has been defined as the “Bradford Approach” which places a high priority on appraisal skills development (Randell, 1994). This approach is outlined in Fig. 13.1 whichidentifies the linkages betweeninvolving,developing, rewarding and valuing people at work..13.2.3 Historical Development of AppraisalThe historical development of performance feedback has developed from a range of approaches.Formal observation of individual work performance was reported in Robert Owens’s Scottish factory inNew Lanarkin the early 1800s (Cole, 1925). Owen hung over machines a piece of coloured wood over machines to indicate the Super intendent’s assessment of the previous day’s conduct (white forexcellent, yellow, blue and then black for poor performance).The twentieth centuryled to F.W. Taylor and his measured performance and the scientific management movement (Taylor, 1964). The 1930sTraits Approaches identified personality and performance and used feedback using graphic rating scales, a mixed standard of performance scales noting behaviour in likert scale ratings.This was used to recruit and identify management potential in the field of selection. Later developments to prevent a middle scale from 5 scales then developed into a forced-choice scale which forced the judgement to avoid central ratings.The evaluation also included narrative statements and comments to support the ratings (Mair, 1958).In the 1940s Behavioural Methods were developed. These included Behavioural Anchored Rating Scales (BARS); Behavioural Observation Scales (BOS); Behavioural Evaluation Scales (BES); critical incident;job simulation. All these judgements were used to determine the specific levels of performance criteria to specific issues such as customer service and rated in factors such asexcellent,average orneeds to improve or poor.These ratings are assigned numerical values and added to a statement or narrative comment by the assessor. It would also lead to identify any potential need for training and more importantly to identify talent for careers in linemanagement supervision and future managerial potential.Post1945 developed into the Results-oriented approaches and led to the development of management by objectives (MBO). This provided aims and specific targets to be achievedand with in time frames such as pecific sales, profitability,and deadlines with feedback on previous performance (Wherry, 1957).The deadlines may have required alteration and led to specific performance rankings of staff. It also provided a forced distributionof rankingsof comparative performance and paired comparison ranking of performance and setting and achieving objectives.In the 1960s the developmentof Self-appraisal by discussion led to specific time and opportunity for the appraisee to reflectively evaluate their performance in the discussion and the interview developed into a conversation on a range of topics that the appraise needed to discuss in the interview. Until this period the success of the appraisal was dependent on skill of interviewer.In the 1990s the development of 360-degree appraisal developed where information was sought from a wider range of sources and the feedback was no longer dependent on the manager-subordinate power relationship but included groups appraising the performance of line managers and peer feedback from peer groups on individual performance (Redman and Snape, 1992). The final development of appraisal interviews developed in the 1990s with the emphasis on the linking performance with financial reward which will be discussed later in the paper.13.2.4 Measures of PerformanceThe dilemma of appraisal has always to develop performance measures and the use of appraisal is the key part of this process. Quantitative measure of performance communicated as standards in the business and industry level standards translated to individual performance. The introduction of techniques such as the balanced score card developed by Kaplan and Norton (1992).Performance measures and evaluation included financial, customer evaluation, feedback on internal processes and Learning and Growth. Performance standards also included qualitative measures Which argue that there is an over emphasis on metrics of quantitative approach above the definitions of quality services and total quality management.In terms of performance measures there has been a transformation in literature and a move in the 1990s to the financial rewards linked to the level of performance.The debates will be discussed later in the paper.13.3 Criticism of AppraisalsCritiques of appraisal have continued as appraisal shave increased in use and scope across sectors and occupations. The dominant critique is the management framework using appraisal as an orthodox technique that seeks to remedy the weakness and propose of appraisals as a system to develop performance.This “orthodox” approach argues there are conflicting pur poses of appraisal (Strebler et al, 2001). Appraisal can motivate staff by clarifying objectives and setting clear future objectives with provision for training and development needs to establish the performance objective. These conflicts withassessing past performance and distribution of rewards based on past performance (Bach, 2005:301).Employees are reluctant to confide any limitations and concerns on their current performance as this could impact on their merit related reward or promotion opportunities(Newton and Findley, 1996:43).This conflicts with performance as a continuum as appraisers are challenged with differing roles as both monitors and judges of performance but an understanding counsell or which Randell(1994)argues few manager shave not received the raining to perform.Appraisal Manager’s reluctance to criticise also stems from classic evidence fromMcGregor that managers are reluctant to make an egative judgement on an individual’s performance a sit could be demotivating,leadto accusationsoftheirown supportand contributiontoindividual poor performance and to also avoid interpersonal conflict (McGregor, 1957).One consequence of this avoidance of conflict is to rate all criterion as central and avoid any conflict known as the central tendency.In a study of senior managers by Long neckeretal.(1987),they found organisational politics influenced ratings of 60 senior executives.The findings were that politics involved deliberate attempts by individuals to enhance or protect self-interests when conflicting courses of action are possible and that ratings and decisions were affected by potential sources of bias or inaccuracy in their appraisal ratings (Longeneckeret al., 1987).There are methods of further bias beyond Longenecker’s evidence. The polit ical judgements and they have been distorted further by overrating some clear competencies in performance rather than being critical across all rated competencies known as the halo effect and if some competencies arelower they may prejudice the judgment acrossthe positive reviews known as the horns effect (ACAS, 1996).Some ratings may only cinclude recent events and these are known as the recency effects. In this case only recent events are noted compared to managers gathering and using data throughout the appraisal period .A particular concern is the equity of appraisal for ratings which may be distorted by gender ,ethnicity and the ratings of appraisers themselves .A range of studies in both the US and UK have highlighted subjectivity in terms of gender (Alimo-Metcalf, 1991;White, 1999) and ethnicity of the appraise and appraiser(Geddes and Konrad, 2003). Suggestions and solutions on resolving bias will be reviewed later.The second analysis is the radical critique of appraisal. This is the more critical management literature that argues that appraisal and performance management are about management control(Newton and Findley, 1996;Townley, 1993). It argues that tighter management control over employee behaviour can be achieved by the extension of appraisal to manual workers, professional as means to control. This develops the literature of Foucault using power and surveillance. This literature uses cases in examples of public service control on professionals such a teachers (Healy, 1997) and University professionals(Townley, 1990).This evidence argues the increased control of public services using appraisal as a method of control and that the outcome of managerial objectives ignores the developmental role of appraisal and ratings are awarded for people who accept and embrace the culture and organizational values . However, this literature ignores the employee resistance and the use of professional unions to challenge the attempts to exert control over professionals and staff in the appraisal process (Bach, 2005:306).One of the different issues of removing bias was the use of the test metaphor (Folgeretal.,1992).This was based on the assumption that appraisal ratings were a technical question of assessing “true” performance and there needed to be increased reliability and validity of appraisal as an instrument to develop motivation and performance. The sources of rater bias and errors can be resolvedby improved organisational justice and increasing reliability of appraiser’s judgement.However there were problems such as an assumption that you can state job requirements clearly and the organization is “rational” with objectives that reflect values and that the judgment by appraisers’ are value free from political agendas and personal objectives. Secondly there is the second issue of subjectivity if appraisal ratings where decisions on appraisal are rated by a “political metaphor”(Hart le, 1995).This “political view” argues that a appraisal is often done badly because there is a lack of training for appraisers and appraisers may see the appraisal as a waste of time. This becomes a process which managers have to perform and not as a potential to improve employee performance .Organisations in this context are “political” and the appraisers seek to maintain performance from subordinates and view appraises as internal customers to satisfy. This means managers use appraisal to avoid interpersonal conflict and develop strategies for their own personal advancement and seek a quiet life by avoiding censure from higher managers.This perception means managers also see appraisee seeks good rating and genuine feedback and career development by seeking evidence of combining employee promotion and pay rise.This means appraisal ratings become political judgements and seek to avoid interpersonal conflicts. The approaches of the “test” and “political” metaphors of appraisal are inaccurate and lack objec tivity and judgement of employee performance is inaccurate and accuracy is avoided.The issue is how can organisations resolve this lack of objectivity?13.3.1 Solutions to Lack of Objectivity of AppraisalGrint(1993)argues that the solutions to objectivity lies in part with McGregor’s (1957) classic critique by retraining and removal of “top down” ratings by managers and replacement with multiple rater evaluation which removes bias and the objectivity by upward performance appraisal. The validity of upward appraisal means there moval of subjective appraisal ratings.This approach is also suggested to remove gender bias in appraisal ratings against women in appraisals (Fletcher, 1999). The solution of multiple reporting(internal colleagues, customers and recipients of services) will reduce subjectivity and inequity of appraisal ratings. This argument develops further by the rise in the need to evaluate project teams and increasing levels of teamwork to include peer assessment. The solutions also in theory mean increased closer contact with individual manager and appraises and increasing services linked to customer facing evaluations.However, negative feedback still demotivates and plenty of feedback and explanation by manager who collates feedback rather than judges performance andfail to summarise evaluations.There are however still problems with accuracy of appraisal objectivity asWalker and Smither (1999)5year studyof 252 managers over 5 year period still identified issues with subjective ratings in 360 degree appraisals.There are still issues on the subjectivity of appraisals beyond the areas of lack of training.The contribution of appraisal is strongly related to employee attitudes and strong relationships with job satisfaction(Fletcher and Williams, 1996). The evidence on appraisal still remains positive in terms of reinvigo rating social relationships at work (Townley,1993)and the widespread adoption in large public services in the UK such as the national health Service (NHS)is the valuable contribution to line managers discussion with staff on their past performance, discussing personal development plans and training and development as positive issues.One further concern is the openness of appraisal related to employee reward which we now discuss.13.3.2 Linking Appraisals with Reward ManagementAppraisal and performance management have been inextricably linked to employee reward since the development of strategic human resource management in the 1980s. The early literature on appraisal linked appraisal with employee control (Randell, 1994;Grint, 1993;Townley, 1993, 1999) and discussed the use of performance related reward to appraisals. However therecent literature has substituted the chapter titles employee “appraisal” with “performance management”(Bach, 2005; Storey, 2007) and moved the focus on performance and performance pay and the limits of employee appraisal. The appraisal and performance pay link has developed into debates to three key issues:The first issue is has performance pay related to appraisal grown in use?The second issue is what type of performance do we reward?and the final issue is who judges management standards?The first discussion on influences of growth of performance pay schemes is the assumption that increasing linkage between individual effort and financial reward increases performance levels. This linkage between effort and financial reward increasing levels of performance has proved an increasing trend in the public and private sector (Bevan and Thompson, 1992;Armstrong and Baron, 1998). The drive to increase public sector performance effort and setting of targets may even be inconsistent in the experiences of some organizational settings aimed at achieving long-term targets(Kessler and Purcell, 1992;Marsden, 2007). The development of merit based pay based on performance assessed by a manager is rising in the UK Marsden (2007)reported that the: Use of performance appraisals as a basis for merit pay are used in65 percent of public sector and 69 percent of the private sector employees where appraisal covered all nonmanagerial staff(p.109).Merit pay has also grown in use as in 1998 20% of workplaces used performance related schemes compared to 32% in the same organizations 2004 (Kersley et al., 2006:191). The achievements of satisfactory ratings or above satisfactory performance averages were used as evidence to reward individual performance ratings in the UK Civil Service (Marsden, 2007).Table 13.2 outlines the extent of merit pay in 2004.The second issue is what forms of performance is rewarded. The use of past appraisal ratings as evidence of achieving merit-related payments linked to achieving higher performance was the predominant factor developed in the public services. The evidence on Setting performance targets have been as Kessler (2000:280) reported “inconsistent within organizations and problematic for certain professional or less skilled occupations where goals have not been easily formulated”. There has been inconclusive evidence from organizations on the impact of performance pay and its effectiveness in improving performance. Evidence from a number of individual performance pay schemes report organizations suspending or reviewing them on the grounds that individual performance reward has produced no effect in performance or even demotivates staff(Kessler, 2000:281).More in-depth studies setting performance goals followed by appraisal on how well they were resulted in loss of motivation whilst maintaining productivity and achieved managers using imposing increased performance standards (Marsden and Richardson, 1994). As Randell(1994) had highlighted earlier, the potential objectivity and self-criticism in appraisal reviews become areas that appraisees refuse to acknowledge as weaknesses with appraisers if this leads to a reduction in their merit pay.Objectivity and self reflection for development becomes a weakness that appraises fail to acknowledge as a developmental issue if it reduces their chances of a reduced evaluation that will reduce their merit reward. The review of civil service merit pay (Makinson, 2000)reported from 4major UK Civil Service Agencies and the National Health Service concluded that existing forms of performance pay and performance management had failed to motivate many staff.The conclusions were that employees found individual performance pay divisive and led to reduced willingness to co-operate with management ,citing managerial favorites and manipulation of appraisal scores to lower ratings to save paying rewards to staff (Marsden and French, 1998).This has clear implications on the relationship between line managers and appraises and the demotivational consequences and reduced commitment provide clear evidence of the danger to linking individual performance appraisal to reward in the public services. Employees focus on the issues that gain key performance focus by focusing on specific objectives related to key performance indicators rather than all personal objectives. A study of banking performance pay by Lewis(1998)highlighted imposed targets which were unattainable with a range of 20 performance targets with narrow short term financial orientatated goals. The narrow focus on key targets and neglect of other performance aspects leads to tasks not being delivered.This final issue of judging management standards has already highlighted issues of inequity and bias based on gender (Beyer, 1990; Chen and DiTomasio, 1996; Fletcher, 1999). The suggested solutions to resolved Iscrimination have been proposed as enhanced interpersonal skills training are increased equitable use of 360 degree appraisal as a method to evaluate feedback from colleagues as this reduces the use of the “political metaphor”(Randell, 1994;Fletcher, 1999).On measures linking performance to improvement require a wider approach to enhanced work design and motivation to develop and enhance employee job satisfaction and the design of linkages between effort and performance are significant in the private sector and feedback and awareness in the public sector (Fletcher and Williams, 1996:176). Where rises be in pay were determined by achieving critical rated appraisal objectives, employees are less self critical and open to any developmental needs in a performance review.13.4 ConclusionAs performance appraisal provides a major potential for employee feedback that could link strongly to increasing motivation ,and a opportunity to clarify goals and achieve long term individual performance and career development why does it still suffers from what Randell describes as a muddle and confusion which still surrounds the theory and practice?There are key issues that require resolution and a great deal depends on the extent to which you have a good relationship with your line manager . Barlow(1989)argued `if you get off badly with your first two managers ,you may just as well forget it (p. 515).The evidence on the continued practice of appraisals is that they are still institutionally elaborated systems of management appraisal and development is significant rhetoric in the apparatus of bureaucratic control by managers (Barlow, 1989). In reality the companies create, review, change and even abolish appraisals if they fail to develop and enhance organisational performance(Kessler, 2000). Despite all the criticism and evidence the critics have failed to suggest an alternative for a process that can provide feedback, develop motivation, identify training and potential and evidence that can justify potential career development and justify reward(Hartle, 1997).绩效考核的困境Peter Prowse and Julie Prowse摘要本文旨在用绩效考核方法来解决绩效管理的困境。

绩效考核英文评价范文

绩效考核英文评价范文绩效考核本质上是一种过程管理，而不是仅仅对结果的考核。

但是在结果的员工自我评价那里的自我评价可以怎么写？下面是小编为大家带来的英文范文，相信对你会有帮助的。

绩效考核英文评价范文篇一In 2010, I can support the leadership of the Communist Party of China, adhere to the four basic principles, conscientiously study the rules and regulations, abide by the rules and regulations of the country, in the work of hard work, hard working, on time to complete the leadership layout The task, to unite the relationship between colleagues in the completion of their own work, and actively help the needy colleagues. Principle of strong, positive hard work, serious and responsible, have a strong entrepreneurial spirit. To deal with the problem in an orderly manner, act neat and accurate; the overall concept, to unite colleagues, to complete the task. In the completion of their own work, and actively help the needy colleagues.My main work in 2010 are:1, to learn new business knowledge, to consolidate the original knowledge, based on the self-conscious and constantly enrich their knowledge and work skills, in order to clear the use of all systems and familiar with the maintenance methods. In addition to the perfect system, in addition to the international business of gold trading, the other such as fmis, cms, the people's anti-money laundering system, personnel management systems, trade union financial systems, and so the system has been replaced by web version, each update a system, Will take the initiative to understand the relevant operation and technical conditions, through continuous learning and humbly ask, so thattheir never backward.2, deal with the relationship between colleagues, so that the fastest speed to solve the problem, such as a moment to go, will explain the reasons for all failures as far as possible within two working days to solve, especially important departments, such as the fifth floor of the President of the Office of the Office of the boss and the computer, there is a failure to do to solve immediately. Often remind colleagues in a timely manner to backup, important documents must be stored in the non-system disk, and patiently answer a variety of computer colleagues questions. Usually think colleagues think, urgent colleagues urgency, through patient and meticulous work, not only won the recognition of colleagues also increased the status of the Ministry of Science and Technology in the organs.3, encountered a computer hardware damage, promptly notify the manufacturers to replace the equipment, branches are now the majority of computers are newer, there is no warranty period, when there are bad pieces, the timely notification of over 800 manufacturers to replace parts, to protect the system Of the normal operation.4, sort out the various departments of the equipment, will be eliminated and not used the old computer: the departments are still a lot of phase-out and old computers such as debris-like stack, in addition to leaving a small amount of configuration as a backup machine, With all the old computer on the collection, so that after the asset clean-up to reduce a lot of work.5, the management gradually standardized: the majority of the current branch of the computer are dell and Lenovo, there are a small number of Founder.Dell in the 520 and 320 are equipped with a system CD, whenthe two computer systems crash, with a random CD to restore the genuine winxp system.6, pay attention to the safe operation of computer environment, the existing branch of more than 200 sets of computers, each machine has its own professional software, in order to ensure the normal work of each system, each machine is installed provincial bidding pc cillen antivirus software, In order to prevent the spread of Trojans, in the pc cillen based on the installation of 360 security guards and other security software.7, the maintenance of the sub-camp, sub-camp in the branch building, in addition to reception of ordinary customers, the organs of all employees in this business, sometimes two floors of the workload even more than the entire branch, including the Internet, office Network and production network, due to a high degree of concentration, the smooth flow between the network and the network has become the most important work, followed by the normal operation of various equipment, such as video check system, check printing system, type of business inquiries, to ensure external Within the normal business, often overtime to rule out the fault.绩效考核英文评价范文篇二Ideologically, the fine style, treat people sincere, can better deal with interpersonal relations, doing things calm and stable, can reasonably arrange the affairs of life. For the community for the school for the students to do things for the people around is no longer feel cumbersome, but very happy to do and can be satisfied and happy, not to think about doing their own things, others less control. And has been in the pursuit of personality sublimation, pay attention to their own conduct.I worship people who have great charisma, and have alwayswanted to be able to do it myself. In college life, I insist on self-reflection and strive to improve their own personality, and now I understand the truth, willing to help others not only to cast a noble character, but also get a lot of their own interests to help others but also to help themselves. Looking back over the past few years, I have been very happy to have helped the students when I was in trouble. Similarly, my classmates also gave me a helping hand when I was in trouble. For the teacher, I have always been very respected, because they are in a loss when I guide to help me.Without the help of a teacher, I might not know where to go.I now realize that character is not so much a personal character to run, as it is the responsibility of the individual society as a whole. A person living in this world, you have to bear some responsibility to the community obligations, with a noble character, you can correctly understand their responsibilities, in the contribution to achieve their own value.Learning, I did not let myself down, the results have been among the best.Scholarships are awarded each year. I am a mechanical and electrical professional, know not only the theoretical knowledge, but also practical ability, so I often participate in practical activities. Now is the information age, learning the professional at the same time, I also conducted a computer learning, through efforts to get the national computer grade three. I learned a lot of new things, I am very willing to help people who need help, and greatly improve their self-learning ability. Then there is learned to use the learning method at the same time pay attention to independent thinking.To learn hard only hard to learn is not enough, to learn "methods" to do things.I have come here to learn the purpose of "fishing", but it iseasier said than done, I changed a good many ways to do what is diligent in thinking, the case of the old man, There do not know where to diligent to ask.In learning, to "independent thinking" as their motto, always remember not to alert. With the progress of learning, I not only learned the basic knowledge of the public and a lot of professional knowledge, my mind has also been a qualitative leap, to a more rapid grasp of a new technical knowledge, I think this is very important for the future. In the study of knowledge this time, I and teachers to establish a strong friendship between teachers and students.The teacher's earnest teaching, so I realized the fun of learning. I and many students around, but also established a good learning relationship, help each other to overcome the difficulties. Now I have to face graduation, is doing graduate design, I became the design team leader, but also exercise the self-hands and analysis of problem-solving ability, benefit.绩效考核英文评价范文篇三The basis for the assessment of staff positions, is divided into five categories of personnel, management, engineering and technical personnel, basic production personnel, auxiliary production personnel, service personnel, by the departments of the two wage management committee is responsible for the specific assessment methods, Wage Management Committee is responsible for supervision and management, various departments can be combined with the specific circumstances of the unit to develop the appropriate assessment rules and implementation.The management personnel to job responsibilities based on work, carefully approved the workload of each job, specific to each work score, from the work objectives, quality, methods,progress, feedback, innovation, implementation, decision-making, Resilience and integrity, solidarity, responsibility and other elements, the implementation of quantitative assessment.Technical personnel to the project by the technical level of the leading technology, ease of completion, time to complete the sanctions and other factors, the approved workload, to develop easy to operate quantitative standards, quantitative scores, the implementation of assessment.Quantitative assessment of basic production personnel to each position of the working hours quota, quality, material consumption, safety, labor discipline as the main basis, combined with the assessment elements, the implementation of quantitative assessment.Quantitative assessment of auxiliary production personnel, to work tasks, quality, material consumption, safety, labor discipline as the main basis, combined with the assessment elements, the implementation of quantitative assessment. Quantitative assessment of service personnel to job objectives and responsibilities as the main basis for the work tasks, quality, integrity, solidarity, responsibility, etc., combined with the assessment elements, the implementation of quantitative assessment.The implementation of staff assessment must be pregnant with the position I correspond to the staff is strictly forbidden to take the position of remuneration and engage in low-post work, where the violation will be found on the department and staff penalties.。

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]。

(完整word版)绩效考核外文文献及翻译

绩效考核外文文献及翻译外文文献1.Performance appraisals - purpose and how to make it easier Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. His or her line manager appraises each staff member. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations. Managers and appraises commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose. Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or the appraises can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too. 2.Appraisals, social responsibility and whole-person development There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate so cial responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would thennaturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors’ job descriptions section. Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraises must be formal and constrained. In fact the opposite applies. Appraisals must address “whole person” development - not just job skills or the skills required for the next promotion. Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc. The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraises to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing and managing people, unless proper 'objective justification' can be proven. See the Age Diversity information. When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognize that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organization. Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, and to retain the best staff. Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognized this over fifty years ago. If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favor at your own appraisal and suggest they look at these ideas, or maybe mention it at your exit interview prior to joining a better employer who cares about the people, not just the work. Incidentally the Multiple Intelligences test and V AK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be. 3 .Are performance appraisals still beneficial and appropriate It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organizational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well. It's a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons. Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example: (1)performance measurement - transparent, short, medium and long term (2)clarifying, defining, redefining priorities and objectives (3)motivation through agreeing helpful aims and targets (4)motivation though achievement and feedback (5)training needs and learning desires - assessment and agreement (6)identification of personal strengths and direction - including unused hidden strengths (7)career and succession planning -personal and organizational (8)team roles clarification and team building (9)organizational training needs assessment and analysis (10)appraise and manager mutual awareness, understanding and relationship (11)resolving confusions and misunderstandings (12)reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc (13)delegation, additional responsibilities, employee growth and development (14)counseling and feedback (15)manager development - all good managers should be able to conduct appraisals well - it's a fundamental process (16)the list goes on People have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and cost effective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve. There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper. In fact performance appraisals of all types are effective if they are conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved. Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraises alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraises at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation. Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because they are uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy. All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and is a waste of everyone's time. Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraise and managers improve and develop, and thereby also the organizations for whom they work. Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted. 4. Effective performance appraisals Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment. The formal annual performance appraisal is generally the over-riding instrument, which gathers together and reviews all other performance data for the previous year. Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming('blocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings. 5. Types of performance and aptitude assessments (1)Formal annual performance appraisals (2)Probationary reviews (3)Informal one-to-one review discussions (4)Counseling meetings (5) Observation post (6) Skills or career-related tests (7) Assignment or task to follow the review, including the secondment (8)Assessment Centre, including the observation group exercises, presentations and other tests (9)Communicate with people who investigate the views of others (10) Acts of psychological tests and other assessment (11)Handwriting analysis 外文文献译文1、考绩考核的用途和如何使其易于实现绩效考核根本上是对职员有效的管理和评估。

员工绩效考核方案-中英文对照

员工绩效考核方案-中英文对照PERFORMANCE APPRAISAL PLAN员工绩效考核方案1. General Principles总则In order to standardize the performance appraisal policy of MFC, the Compan y constituted this plan. 为规范公司对员工的考察与评价，特制定本制度。

2.3 An empowerment tool to involve employee in managing own performance especially in obtaining feedback.为员工自我管理提供相应手段，特别是能得到绩效反馈。

薪酬及绩效考核管理英语

薪酬及绩效考核管理英语本文将介绍薪酬及绩效考核管理的相关英语词汇和表达方式。

在人力资源管理中，薪酬和绩效考核是重要的工作内容。

以下是一些相关的英语表达：1. 薪酬管理- Salary management- Compensation management- Payroll management- Wage management2. 绩效考核- Performance appraisal- Performance evaluation- Performance review- Performance assessment3. 绩效考核指标- Performance indicators- Key performance indicators (KPIs)- Metrics- Performance measures4. 薪酬结构- Salary structure- Pay structure- Compensation structure- Wage structure5. 薪酬福利- Compensation and benefits- Pay and benefits- Salary and benefits- Remuneration and benefits6. 绩效奖金- Performance bonus- Incentive bonus- Merit bonus- Performance-based pay7. 绩效改进计划- Performance improvement plan (PIP) - Performance development plan (PDP) - Performance enhancement plan- Performance growth plan8. 绩效管理流程- Performance management process- Performance appraisal process- Performance evaluation process- Performance review process以上是一些薪酬及绩效考核管理相关的英语表达，希望对大家有所帮助。

绩效考核计划表和绩效考核评估表

绩效考核计划表和绩效考核评估表（中英文实用版）Performance Appraisal Plan and Performance Appraisal Evaluation Form绩效考核计划表和绩效考核评估表To ensure the effectiveness and efficiency of our employees, we have developed a comprehensive performance appraisal plan and evaluation form.This will help us in identifying the strengths and areas of improvement for each employee, ultimately leading to the overall growth of the organization.为了确保员工的有效性和效率，我们制定了一份全面的绩效考核计划和评估表。

这将有助于我们识别每个员工的优点和需要改进的地方，最终促进组织的整体成长。

The performance appraisal plan outlines the objectives and criteria for evaluation, while the evaluation form provides a structured format to assess the employee"s performance against these criteria.This will help in maintaining a fair and unbiased assessment process.绩效考核计划概述了评估目标和标准，而评估表则提供了一个结构化的格式，用于根据这些标准评估员工的表现。

这将有助于保持评估过程的公平和客观。

绩效考核标准（中英文）

绩效考核标准（中英⽂）绩效考核标准Performance assessment standard序号S/N 项⽬ITEM内容CONTENT权重weight1 ⼯作态度Workingattitude1，品德端正，遵纪守法，每⽉⽆违反公司的各项管理规定和制度（3）；Possess virtue, following regulations, no violation of company regulations within one month（3）.2，⼯作认真负责，积极主动，能吃苦耐劳，服从安排（3）；Reliable and active to work, capable of doing hard job, obedience to work arrangement(3)3，为公司利益不计个⼈得失，扎根本职⼯作，锐意进取，为公司员⼯树⽴良好形象并起到带头作⽤（3）Take company interest as first priority, make more progress based on your win duty to set an good example to other staff in company(3).4，热爱公司，维护公司形象，认同公司企业⽂化，爱岗敬业，乐于助⼈，与同事相处融洽，有团队精神和集体荣誉感（3）；Trust company from inside your heart, protect company culture and image, be loyal to company, possess sense of team spirit and collective honor(3).5，良好的个⼈形象和素养（3）suitable personnel appearance and cadibre(3)，个⼈（⼯序）岗位7S⼯作做得好（10）do well at implementation of 7S working standard(10)；6，每⽉内⽆任何被投诉记录（经查实的）；受到领导、员⼯或雇主普遍好评的（3）No compliance received within one month, get high praise from boss, master and other working staff(3).28%2⼯作能⼒Workingcapability8，⽣产的重点就是平衡产量和质量，不能要求产量忽视了质量，也不能因质量忽视了产量，达到并超过专业技能或业务⽔平优秀，完全胜任本职⼯作，把质量放到⾸位；The most important point of production is tokeep balance between product quality and quantity.（考核办法：按返⼯、修复频次和数量核算，找不到责任⼈，班组长承担所有罚款，每个罚款?10，再每个扣1分，扣完为⽌，如果已外发客户因质量问题退回返⼯，每个罚款?20 Assessment rules: for each unqualifiedproduct, the person who is responsible will be fined 10 NAIRAS andlose 1 point, until all available points are gone. For eachunqualified product which is detected by customer, the fine wouldbe 20 NAIRAS. Squad leader will be responsible for the fine if thedirect responsible cannot be found ）20%DISCOVERY INTERNATIONAL FZE拓展国际⾃贸区公司1，每⽉统计在案，并适时张榜公布，做到公平公正；Assessment statics record will be made and published every month in order to keep open and fair.2，作为每⽉绩效评估依据，确定每⽉绩效津贴（100分，NGN3000元）发放⾦额；The allowance base for monthly assessment is 100 points and 3000 NAIRAS.3，试⾏期间只考核⼯序组长及以上职位的员⼯。

绩效考核英文自我评价范文（精选11篇）

绩效考核英文自我评价范文（精选11篇）绩效考核英文范文篇1Time flies, the sun and the moon flies, nervous, full -x years is coming. In this year, under the guidance of the leadership of care, with the support of colleagues with the help of my hard-working to complete their own work, but also successfully completed the task assigned by the leadership itself has improved in all aspects, are Will this year's study, work, etc. to do the following self-identification:First, focus on learning theory, improve their political quality Usually pay attention to study and implement the party. . . . Spirit, and strive to practice the "Three Represents" important thought, and constantly improve their political theory, and strengthen the political ideology and moral qualities. We have carefully studied the Central Committee's Decision on Major Issues in Building Socialism and a Harmonious Society, and have gained a profound understanding of the construction of a harmonious society and put it into practical use in the construction of a harmonious society.Second, strengthen learning, work diligently, improve work performanceIn order to better adapt to the work of the new situation demands, reflect the comprehensive implementation of the scientific concept of development requirements, this year I still clutching business learning, seriously study the "People's Republic of China Highway Law", "Administrative Permission Law" Management regulations "and other road management policies and regulations, to lead the older generation to learn their good experience, a good way to further improve their levelof business knowledge and ability.One-sided grasp of their work business is not enough, I usually focus on other business units to learn # From the familiar with the understanding of a variety of work processes, in the multi-learning , More contact to enhance their business level, improve the efficiency, so that they better serve the community and serve the people. During the day-to-day work, I can strictly abide by the rules and regulations on the station, earnestly complete the higher level, the task assigned to the leadership. But also abide by the purpose of serving the people, so polite, warm service, patient and meticulous. According to the actual situation of work to actively explore new ideas and new methods of work, improve road traffic safety and capacity.Work over the deployment of super-governance as the focus of work, and actively study the scientific and feasible governance measures.Third, honesty and self-disciplineIn the actual work, he strictly abide by the Central, Sheng Municipal Committee on the construction of clean government and other aspects of the provisions, in accordance with the "ten not allowed", "six are not allowed," the right to treat the hands of the power, according to the law, According to principles, civilized service. Adhere to establish a correct concept of power and scientific development concept, strict self-discipline, just and strict, in accordance with the rules and regulations, strict control of their own law enforcement behavior.Overall, this year, I improved in all aspects. Although I have made some achievements, I have also realized that there are some shortcomings in my own life. The new year is coming, and I always stick to it. I will try my best to overcome shortcomings and respond to the call of the party and the government.Implement the scientific concept of development, and strive to participate in the construction of harmonious society, and effectively serve the masses.绩效考核英文自我评价范文篇220xx years, I passed the civil service examination was recruited to record X Bureau, a glorious national civil service. Over the past year, under the guidance and guidance of the leaders of the Bureau, concerned about the training, with the help and support of my colleagues and close cooperation, I have continuously strengthened my ideological and political studies, perfected the work, perfected the various tasks, personal thoughts Political quality and operational ability have made some progress for the future work and study laid a good foundation, now the specific work is summarized as follows: First, in the ideological always adhere to the Deng - small - ping theory and the important thought of "Three Represents" as guidance, conscientiously implement the party 's and session of the Fourth Plenary Session of the Fifth Plenary Session, seriously strengthen ideological and political learning,Policies, and measures to continuously improve their political and theoretical level, firmly establish the purpose of serving the people wholeheartedly and the correct world outlook, outlook on life and values, strengthen self-awareness of honesty and self-discipline, so that the ideological awareness and their own quality has a New improvement. At the same time actively to move closer to the party organization, and submitted to the party organization to join the party application.Second, in the work of the work in a positive, serious and responsible attitude, conscientiously abide by the rules and regulations, with an open mind to the leadership andexperienced comrades ask, and strive to learn the business knowledge. In accordance with the requirements of the leadership to participate in X supervision and inspection work and X reporting platform, work in the search for ways to learn, through continuous learning, continue to accumulate, and gradually grasp the X supervision and inspection skills and laws, the work efficiency and quality of work Greatly improve, better completed the work tasks.Third, in the course of the work, deeply feel to strengthen oneself study, improve the quality of their own urgency, therefore, every day out of a certain time to continuously enrich themselves, correct attitude, improve the method, extensively absorb all kinds of "nutrition". At the same time to learn from the surrounding comrades, and always maintain a modest and prudent, humbly ask for advice attitude, take the initiative to the leadership and colleagues to ask, learn their hard working, realistic and pragmatic work style and approach to problems in their own efforts in the shortest possible timeFamiliar with the work, and the knowledge used in practical work, in practice, the knowledge of the test, to find the lack of self-improvement, to prevent and overcome the tedious, little knowledge of the tendency.绩效考核英文自我评价范文篇3To work with passion, solid professional knowledge, has the team cooperation spirit, strong sense of responsibility and collective sense of honor. Work conscientiously careful, can bear hardships and stand hard work, broad scope, good psychological quality, to new things to learn and accept fast, strong pressure on my open and frank disposition, work carefully responsible, adaptable, have the courage to accept new challenges, good at communication, communication ability, team spirit, have goodpersonal accomplishment. Strong learning ability, flexible processing daily affairs; Sensitivity to digital has a unique, familiar with the management by objectives, set by the company can finish the monthly sales tasks, can independently accomplish various tasks assigned by superiors; Outgoing, lively and cheerful. Can quickly adapt to the work environment and integrated into the group, affinity, good communication skills.Familiar with computer basic operation, the actual work experience and work ability, strong resistance to pressure, in the face of problems can independently make the right judgment and deal with affairs, has the team spirit, bears hardships and stands hard work, can rapidly adapt to various environment, and into it.绩效考核英文自我评价范文篇4Self-confident, self-disciplined; cheerful, willing to communicate with people, so make a lot of friends, with good adaptability and skilled communication skills.Be able to accept all aspects of the views, not afraid of failure, self-summary and improve.Materials warehousing management, material distribution and other processes can be well controlled, skilled in Office, ERP and other office software. In the above companies have had ERP operators on a number of ERP operations training, The training content is produced by me personally.Lively and cheerful personality, like reading books, listening to music, travel, dancing, easy to get along with people around.Careful and meticulous work, honesty and trustworthiness, strong sense of confidentiality.The biggest advantage is the young, energetic, able to complete any work. Give me a chance, I will use time and sweatto prove. Please rest assured that the leadership, I will be the quality and quantity to complete the task.绩效考核英文自我评价范文篇5Key Performance Indicators Affecting Employee Performance. The source of individual employee kpi is the department's annual work target.Scorecards can be used as a decomposition tool when the department's annual goals are broken down. From the financial, customer, internal process level, learning and growth of the four levels of the department's annual target decomposition. According to the various indicators and the relevance of departmental responsibilities to extract, the formation of sector performance indicators library. Staff kpi personal kpi dismantling according to the department, as possible to quantify the inconvenience of the project can be described qualitative description of the project.Electrode design, for example, the end of the year kpi quantitative indicators are as follows:Image is off, click to viewAnnual self - evaluation summarySelf-evaluation (with electrode design as an example)This year, in charge of all levels and colleagues with the guidance and help, I feel very fast growing. Their skills continue to improve at the same time, also know that the electrode design needs to learn a lot.Now summarize the year-end summarized as follows:1. Actively complete the tasks assigned to the competent arrangement, and the effective working hours of more than 98.8% per day.2. This year the work of detailed, 365 days without exception.3. Participation in the work of the goods within the group tohelp solve this group of colleagues in the design of the problem, the detection of the proportion of ng electrode is only 0.1%.4. Training and guidance of new work to help new people understand the electrode design specifications, master the electrode design process, so that new people faster into working condition.5. Eliminate a number of major security risks, to avoid the occurrence of abnormal.6. Actively communicate with the site to optimize the design and processing programs to reduce unnecessary work hours, effectively improve the design and processing efficiency.7. Annual attendance zero anomaly, zero late, zero early leave, zero leave.8. Update / produce electrode design copy materials, to facilitate the timely sharing of information9. The production of video courseware for easy visual communication.10. Write technical briefings, service teams, and jointly improve.绩效考核英文自我评价范文篇6Graduation bell is about to ring, usher in the practice of the test, which was found in the internship, the community is not imagined so simple.In the face of the first job, no time to worry about will calmly face, overcome from the difficulties.Inventory work is not new to a warehouse manager, because it is a job that must be done every month. The other can not have the effect of the mentality, because the company's senior management of the company's assets and the New Year to have a better start, but also a recognition of me.Inventory, I like the wok on the ants, every day for the kind,card, account is consistent with the busy. But my busy is worth it, my work is affirmed by others, because my inventory work is very smooth, and this is what I should be proud of, if the usual work to do well, inventory and then anxious Busy to no avail. Although the end of the store, a lot of good things are I want to continue to use it.绩效考核英文自我评价范文篇7The basis for the assessment of staff positions, is divided into five categories of personnel, management, engineering and technical personnel, basic production personnel, auxiliary production personnel, service personnel, by the departments of the two wage management committee is responsible for the specific assessment methods, Wage Management Committee is responsible for supervision and management, various departments can be combined with the specific circumstances of the unit to develop the appropriate assessment rules and implementation.The management personnel to job responsibilities based on work, carefully approved the workload of each job, specific to each work score, from the work objectives, quality, methods, progress, feedback, innovation, implementation, decision-making, Resilience and integrity, solidarity, responsibility and other elements, the implementation of quantitative assessment.Technical personnel to the project by the technical level of the leading technology, ease of completion, time to complete the sanctions and other factors, the approved workload, to develop easy to operate quantitative standards, quantitative scores, the implementation of assessment.Quantitative assessment of basic production personnel to each position of the working hours quota, quality, materialconsumption, safety, labor discipline as the main basis, combined with the assessment elements, the implementation of quantitative assessment.Quantitative assessment of auxiliary production personnel, to work tasks, quality, material consumption, safety, labor discipline as the main basis, combined with the assessment elements, the implementation of quantitative assessment. Quantitative assessment of service personnel to job objectives and responsibilities as the main basis for the work tasks, quality, integrity, solidarity, responsibility, etc., combined with the assessment elements, the implementation of quantitative assessment.The implementation of staff assessment must be pregnant with the position I correspond to the staff is strictly forbidden to take the position of remuneration and engage in low-post work, where the violation will be found on the department and staff penalties.绩效考核英文自我评价范文篇8During the internship, he served as the basic responsibility of warehouse management, participated in the storage and management, order management, visual management, 5S management, FIFO management and Kanban management activities.An understanding of each item:First: out of storage management, see a single operation, how can send and receive, on what basis to send and receive documents, conscientiously verified, careful inventory, handover, face to face signature; seriously according to strict procedures.Second: the order management, warehouses play part of the control function, understanding of safety stock, working capital, the highest stock, procurement of bulk, closely follow up eachitem Invoicing, timely submission of material shortage purchase; Can continue to supply the production line, on the one hand to ensure that reduce inventory, on the one hand take into account the procurement cycle and procurement costs, to find a balance, statistics of each material of the month to receive with the law, understanding the purchase of economic volume and cycle, comprehensive analysis, continuousattention.Fourth: 5S management, the basis of on-site management work, as important as the warehouse management, warehousing fixed-point quantitative principle is to do a good job rectification work, warehouses warehouses in charge of the classification of goods, sorted out, warehouse Many items, in the delivery of storage and delivery of various types of activities, the need for an orderly and tidy work environment, and only do a good job sorting and cleaning work in order to ensure the efficiency and quality of these efforts. Warehouse management is a long-term repetitive work, it is necessary to develop a good habit, every day to do a good job, Nissin clean, 5S literacy to have a very big help.Fifth: FIFO management is one of the three principles of warehouse management, not the implementation of FIFO can easily lead to overstock, easy to produce goods deterioration, easy to produce engineering changes the risk of scrapping. The implementation of FIFO approach to the colored standard method, dual-zone shift method of goods, gravity method, the most stringent accounting records recount method.绩效考核英文自我评价范文篇920xx years, I passed the civil service examination was recruited to record X Bureau, a glorious national civil service. Over the past year, under the guidance and guidance of the leaders of the Bureau, concerned about the training, with thehelp and support of my colleagues and close cooperation, I have continuously strengthened my ideological and political studies, perfected the work, perfected the various tasks, personal thoughts Political quality and operational ability have made some progress for the future work and study laid a good foundation, now the specific work is summarized as follows: First, in the ideological always adhere to the Deng - small - ping theory and the important thought of "Three Represents" as guidance, conscientiously implement the party 's and session of the Fourth Plenary Session of the Fifth Plenary Session, seriously strengthen ideological and political learning,Policies, and measures to continuously improve their political and theoretical level, firmly establish the purpose of serving the people wholeheartedly and the correct world outlook, outlook on life and values, strengthen self-awareness of honesty and self-discipline, so that the ideological awareness and their own quality has a New improvement. At the same time actively to move closer to the party organization, and submitted to the party organization to join the party application.Second, in the work of the work in a positive, serious and responsible attitude, conscientiously abide by the rules and regulations, with an open mind to the leadership and experienced comrades ask, and strive to learn the business knowledge. In accordance with the requirements of the leadership to participate in X supervision and inspection work and X reporting platform, work in the search for ways to learn, through continuous learning, continue to accumulate, and gradually grasp the X supervision and inspection skills and laws, the work efficiency and quality of work Greatly improve, better completed the work tasks.Third, in the course of the work, deeply feel to strengthen oneself study, improve the quality of their own urgency, therefore, every day out of a certain time to continuously enrich themselves, correct attitude, improve the method, extensively absorb all kinds of "nutrition". At the same time to learn from the surrounding comrades, and always maintain a modest and prudent, humbly ask for advice attitude, take the initiative to the leadership and colleagues to ask, learn their hard working, realistic and pragmatic work style and approach to problems in their own efforts in the shortest possible timeFamiliar with the work, and the knowledge used in practical work, in practice, the knowledge of the test, to find the lack of self-improvement, to prevent and overcome the tedious, little knowledge of the tendency.绩效考核英文自我评价范文篇10Control the performance of the leadership team performance objectives at the beginning of the content of the plan, now my goals for the year 20xx, the task report is as follows, please review.First, the completion of key work objectives1, the completion of the tasks assigned by the superior center. This year, the higher level of the central task of more, involving me mainly two, one is the basic organization "five basic construction" and "A Good" activities, a people - the main comment on the wind activity. These two tasks, the Bureau of party committees have arranged effective competent leadership, my role is mainly involved in co-management. This is a major theme in party building work this year. In the face of heavy tasks and more activities and demanding high pressure, I was mainly involved in a series of follow-up activities, such as "five basic constructions" and " Supervision activities. For example, in Juneand December this year, we carried out two comprehensive supervision, to promote the work carried out and in-depth, but also for the inspection and acceptance of Jingzhou City, the necessary preparations, passed the inspection and acceptance of Jingzhou City. Besides, the main comment on the work of the popular style of government, my main responsibility is to lead the publicity and education group. Throughout the event, we carried out a number of publicity and education activities, the city's health system people - the main comment on the work style of popular wind, and made wind and water, sound and color. In particular, the propaganda of public commitment system, the propaganda of large-scale volunteer activities, the selection and propaganda of "double top ten", and so on, played a very good public opinion-oriented and guiding role in the critical moment of the people's appraisal.2, the completion of the new rural construction objectives. This year, 16 units of the health system have counterpart support village-level organizations work tasks. In charge of leadership, I mainly assume the program development, upload and release and inspection and supervision and other aspects of the work. We strengthened the leadership, the implementation of training, follow-up supervision and other means to promote the health system of 16 rural task force to achieve the "selected people in the village, to ensure working hours, conscientiously do a good job of discipline," fulfilled the " To formulate development plans, to develop special economy, to promote public utilities, to strengthen organization construction, to strengthen mission training ". The system-wide contact in 16 villages contact poor households or members of the "double band" model households 165, 33 on-site office, to support cash and material 210,000 yuan,looking for 30 development projects.Second, the completion of the daily work objectives1, the completion of the Bureau of funds directly under the unit unions task.This year, trade union funds, one task increased by 15%, the second is a half year or a year to settle the practice, the implementation of the monthly or 15 days after the initiative to declare the payment method. T o this end, we actively do a good job 9 units directly under the coordination and supervision work, in accordance with the requirements of the Municipal Federation of Trade Unions, the completion of the union funds on time 91918 yuan.2, to promote the system workers to participate in the city's model selection activities. In accordance with the city's "once every two years," the model selection mechanism, this year is exactly the mode of ratification in recognition of the year. 51 on the eve of our extensive publicity, bottom-up, trade union review, the party decided to approach, recommended the City Maternal and Child Health Hospital Tan Yanping, Municipal People's Hospital of Chen Jian, Shishi City labor model, recommended City People's Hospital Xie Honghua Jingzhou City, participated in the advanced workers. As we are fair and impartial, strict pre-trial, recommended positive, complete materials, three people were elected to the appropriate level of the model workers and advanced.3, the organization staff to actively participate in the system, "5.1" festival and other festivals. And the medical department together, organized the "5.12" nurse festival art show. Recommended City People's Hospital group dance program "Desert Rose" to participate in Shishou Federation of Trade Unions 5.1 Labor Day cultural activities, Jingzhou City, "5.12"Nursery Festival and Jingzhou City Federation of Trade Unions "Voice of Jingjiang" Staff Culture and Art Festival of theatrical performances.4, the organization of veterans to actively participate in the system Chung Yeung Festival activities. We adhere to the veteran's political treatment and economic treatment, but also often organize veteran cadres to carry out healthy and beneficial fitness activities. Especially the organization of the annual celebration of the Chung Yeung Festival activities. On the day of the Chung Yeung Festival, we organized the retired veteran cadres of the city's medical units to participate in the city's collective mountaineering activities. For each retired veteran cadre who participated in the activity, the memorial items were issued. The retired cadres Bureau of retired veteran cadres collective discussion and dinner, so that retired veteran cadres feel the warmth of her family.绩效考核英文自我评价范文篇11First, the practical work attitude:Over the past year, I insist on practical work, hard working, consciously safeguard the company's corporate image, properly do their jobs, try to avoid any flaws in the work.Administrative clerks are the nature of the work of the service, and more complicated.(1) every day I do a good job in the service work to ensure that the business department, document department, shipping department, finance department and the design department of the normal work.(2) the clerk's daily work is more trivial, need careful, cautious, and not negligence, but can not be sloppy.(3) under the guidance of the Department of AdministrationManager MAY, the establishment of the day memorandum. I will be included in the day's work in the memorandum, one by one to complete, so as to avoid omissions.Second, dedication, good job of administrative personnel work:Conscientiously do their own work and daily work, to help the leadership to maintain a good working order and working environment, so that the file management has become more standardized and standardized. At the same time do a good job of logistics services, so that leaders and colleagues to avoid worrying about, under the direct leadership of the department manager, active and active do the daily housekeeping work.1, the daily reception work: the call, the use of civilized language, speak and gas, warm, polite reception of foreign visitors to factories and foreign staff, for the relevant issues to ask or ask for help, I will give my best to give Answer or promptly convey the relevant leadership to solve.2, material management work: the development of the company's daily office supplies purchase and receive form, do a good job with the use of materials management, according to the department to receive the situation, to receive registration.3, file management: according to the work needs, at any time production of various forms, documents, etc., at the same time to complete the department to explain the English scan, copy the documents, the company issued the notice, the file to upload in a timely manner.4, personnel file management: the staff will be working and separation of staff files classified archives, and do scanning electronic archives, the new staff assessment table sorted by annual bookbinding and other preservation.5, recruitment: Check the e-mail reading resume, appointment arrangements for the manager interview and general manager of the re-examination.6, business meetings and exhibition itinerary work: the development of travel plans, booking domestic and international air tickets and hotels to ensure the normal travel of staff travel.。

绩效考核办法绩效考核制度中英文

绩效考核办法绩效考核制度中英文Revised on July 13, 2021 at 16:25 pm绩效考核办法Performance Appraisal Procedure一、目的Purpose为了调动员工积极性;不断提升工作技能;增强工作责任心;同时实现人员优胜劣汰;特制定绩效考核办法..In order to mobilize the enthusiasm of employees; constantly improve their work skills; enhance their sense of responsibility; and achieve the survival of the fittest.The Company constituted this procedure.二、考核方式Assessment method以部门为单位组织考核;每月/季度考核一次;年度内所有月度/季度考核得分的平均分作为年度考核得分..We have annual assessment and monthly assessment.And departments organizes the assessments each month. The average score of all months assessment scores in the year is taken as the annual assessment score.三、适用范围Scope本办法适用公司所有白领员工以及生产领班..This procedure covers all HT Solar white collar employees and shift leaders..四、绩效考核管理委员会Performance Appraisal management Committee领导：总经理Committee leader: General Manager成员：行政副总、运营总监、人力资源经理Committee Member: Admin Vice General Manager、 Operation Director、HR Manager.五、绩效工资比例及月度绩效工资核算度绩效工资=工资标准*绩效工资比例*月度绩效得分*100%Monthly performance salary = standard salary * performance salary ratio *monthly performance scores /100六、考核周期：Assessment cycle月度考核：自每月1日到月末最后一天..Monthly assessment: from 1st day to thelast day of each month.季度考核：每季度第一天至最后一天..Quarterly assessment: from the first day tothe last day of each quarter.年度考核：每年1月至12月..Annual assessment: from January to December.七、考核人、被考核人及考核方式The appraiser and the appraised person1.总经理考核副总经理及总监;实行半年度、年度工作述职的方式进行考核..TheGeneral Manager assesses and evaluate the Vice general manager and Director by semiannual and annual work reporting methods.;2.副总经理/总监考核各部门经理;实行月度考核;采用KPI考核表评分的方式进行考核..The Vice General Manager/Director assesses and evaluate the managers ofdepartments monthly by KPI evaluation form..3.部门经理考核部门主管及员工;实行月度考核;采用KPI考核表评分的方式进行考核..The department manager assesses the supervisor and staff of the departmentmonthly by KPI evaluation form.4.销售人员实行季度销售业绩考核;由商务部及人力资源部共同考核..Sales personwere evaluated according sales quarterly by Business department and HR department.八、考核指标Assessment Indicators1.KPI指标的确定Determination of KPI indicators1公司年度战略目标及KPI指标的确定Determination of the company's annualstrategic goals and KPI indicators每年11月由公司高层召开管理运营会议确定次年公司战略发展目标及公司年度KPI指标;并对未来12个月公司发展形势评估;将年度总体目标分解到12个月中..根据各部门职责将年度KPI指标分解至各部门;以此确定各部门年度KPI指标;经总经理审批后下发各部门..In November each year; the company's senior management operation meeting to determine the company's strategic development goals and the annual KPI indicators for the next year; decomposing the annual overall target into 12 months. The com pany’s annual KPI indicators are decomposed into each departments according to their responsbility;.Then determine the annual KPI indicators for each department.After the approval of the general manager; it will be send to all departments.2部门KPI指标的确定Determination of departmental KPI indicators各部门依据部门年度KPI指标;运用鱼骨图法对指标进行分解;制定部门详细的、可执行的二级指标;并将指标分摊到12个月中;制定出部门月度KPI考核表..经考核委员会审议后开始实施..According to the department's annual KPI index; each department uses the fishbone diagram method to decompose the indicators to make detailed and executable secondary indicators of the department;and distributes the indicators to 12 months. Make the monthly KPI assessment form of the department.It was implemented after review by the performance appraisal committee.部门经理对部门KPI指标的达成负全部责任..The department manager is fully responsible for the achievement of the departmental KPI indicators.3员工考核指标的确定Determination of employee assessment indicators员工考核指标包括：部门指标经分解后的KPI指标、阶段性重点工作任务、工作态度、奖惩指标等;具体指标确定和考核由部门确定;但需提交人力资源部审核..The employee assessment indicators include: KPI indicators after the decomposition of departmental indicators; important tasks; work attitudes; rewards and punishments; etc. The specific indicators are determined and assessed by the department manager; but must be submitted to the Human Resources Department for review.2.考核指标的调整Adjustment of assessment indicator1公司KPI指标的调整Adjustment of company KPI indicators当市场发生变化时;公司根据实际运营情况;对年度KPI指标进行适当调整;各部门根据调整后的公司KPI指标修改部门KPI指标;并制定新的部门KPI考核表..When the market changes; the company will adjusts the annual KPI indicators according to the actual operation situation. Each department modifies the department KPI indicatorsaccording to the adjusted company KPI indicators; and make new KPI assessment form of department.2员工考核指标调整Staff assessment indicator adjustment当部门KPI、岗位工作重点发生变动;或者上级分配阶段性重点工作时;必须对员工考核指标进行调整;并形成新的考核表..When the department's KPI; post work focus changes; or the superior assigns phased key work; the employee assessment indicators must be adjusted and make new assessment form.3.员工奖惩指标Employee reward and punishment indicator1惩罚Punishment：对于当月迟到、早退扣2分/次;旷工每次扣5分;被公司或其他部门警告的员工;当月考核扣5分/次..For those who are late or early leave will be deducted 2 points/time; absenteeism will be deducted by 5 points/time. The employees who are warned by the company and other departments will be deducted 5points/time.2奖励Reward：对公司工艺改进、工作业绩突出、挽救公司财产损失有功、见义勇为等行为被公司表彰的给予5分奖励;当月获得总经理提名奖的员工加5分..5 points of reward for the company's process improvement; outstanding work performance; saving the company's property losses; and being willing to be commended by the company;And5 points for employees who received the GM Spot Award in the month.4.销售人员指标Salesperson indicator销售人员实行以销售指标为导向的考核方式..We evaluate the salesperson by sales indicator.试用期指标：根据试用期确定的销售指标考核..Probation period indicator: evaluation of salesperson according to sales target determined in probation period.试用期后指标：将年度销售指标分解到各个季度;确定季度考核指标..The indicator after probation period:Decompose the annual sales indicators into quarters and determine quarterly assessment indicators.九、具体考核：Assessment process1.每月2日前由考核人对被考核人上月工作表现进行考核评分;并将考核结果反馈给被考核人;由被考核人签字确认..Before 2nd day of each month; the assessor assesse the performance of the assessed person last month; and feedback the results to the assessed person; which is confirmed by the assessed person.2.考核人应向被考核人指出工作中的不足;鼓励并协助被考核人不断改进;在下个考核周期中绩效有明显提高..The assessor should point out the deficiencies in the work to the assessed person; encourage and assist them to improve continuously; and improve their performance in the next month.3.每月3日前各部门将考核表经分管副总签字后统一交人力资源部统计存档..Before 3rd of each month; the departments will submit the signed assessment forms to the HR department .4.部门经理的绩效考核结果需经考核小组审议、考核组长签字后生效..The performance appraisal results of department managers shall be reviewed by the appraisal committee and signed by the appraisal committee leader.5.销售人员试用期过后按季度进行考核;每季度的第一个月对上季度销售指标完成情况进行考核;并将考核结果、处理建议报总经理..The sales personnel will be assessed on a quarterly basis after the probation period; and the first month of each quarter will be evaluated for the completion of sales indicators in the previous quarter.And report the results and proposal to the General Manager.十、考核结果应用Application of assessment results考核结果为A级的人数不能超过部门总人数的5%..The percentage of A grade should not over 5% occupied in the total numbers of persons in the department.1绩效工资核算Calculate performance salary人力资源部将根据绩效结果计算绩效工资..HR department will calculate performance salary according performance appraisal result.2岗位晋升Position promotion：当有空缺岗位需要对员工进行晋升时;对于绩效考核优秀的员工;将优先考虑;C级以下的员工不予晋升..When there are vacancies that need to be promoted to employees; employees with excellent performance will be given priority; and employees below C will not be promoted..3培训依据Training basis：根据绩效考核结果有针对性的安排培训;并跟踪考核;不断提升员工工作技能..According to the performance assessment results; we will arrange the training; follow-up assessment; and continuously improve employee work skills 4岗位淘汰Elimination：对连续2个月或半年内有3次考核得分低于59分的;根据绩效评估对人员进行调岗或淘汰..For employees who have scores under 59 score in 2 consecutive months; or who have 3 times under 59 in half of year; the employee will be adjust position or be eliminated.2.年度考核结果影响年终奖金及涨薪..Annual assessment results affect annual1年度考核结果按正态分布;其中A级不能超过总人数10%;B级不超过总人数50%;C级约占30%;D级约占总人数5%;E级强制5%..The annual assessment results are distributed according to normal distribution. The A level does not exceed the total number of 10%.; The B level does not exceed the total number of 50%.The C level ranks about 30% of the total.D level ranks about 5% of the total.And the E level is mandatory 5%.2年度考核D级以下的员工次年不予涨薪..The annual assessment of employees below the D level will not increase the salary for the next year.3年度考核为E的员工公司给予解雇处理..The employee whose annual assessment is E will be dismissed by company.十一、考核申诉流程Performance assessment appeals process1.考核申诉是为了使考核制度完善化和在考核过程中真正做到公开、公正、合理而设定的特殊程序..It’s the special process to be sure the syst em is open; equity and in reason.2.被考核员工对考核结果不认可时;可向人力资源部提出绩效申诉；If the assessed employee does not approve the assessment result; he/she may submit a performance complaint to the HR Department;3.人力资源部受理申诉后;应及时向考核人了解考核的具体细节；After accepting the appeal; HR Department shall promptly investigate the assessment details to the assessor.4.考核者应向人力资源部提供考核评估依据;如被考核者的考勤情况、工作记录、工作业绩等信息；The assessor shall provide the HR Department with the basis for assessment; such as the attendance; work record; and work performance of the assessed person.5.申诉处理后;人力资源部对考核结果重新确认..After the appeal is processed; HR department reconfirm the assessment results with the assessed person..十二、本考核办法由人力资源部制定;根据公司经营情况进行修改调整;并负责对本办法进行解释说明..The assessment procedure is made by HR department; and is modified and adjusted according to the company's operating conditions.HR department is responsible for the explanation of the procedure.。

绩效考核用英语怎么说

绩效考核用英语怎么说引言在职场中，绩效考核是一项十分重要的工作。

通过对工作绩效进行评估和量化，能够有效地衡量员工的工作能力和表现。

然而，对于学英语的人来说，绩效考核用英语怎么说可能是一个常见的疑问。

本文将为大家介绍一些常用的表达方式。

正文以下是几个与绩效考核相关的常用英语表达：1.Performance Appraisal–绩效评估–例句：The company conducts performance appraisalsannually to assess employee performance.2.Performance Evaluation–绩效评估–例句：The performance evaluation process includes setting goals, providing feedback, and assessing performance.3.Performance Assessment–绩效评估–例句：The manager conducted a performance assessment to determine individual contributions to the project.4.Performance Review–绩效评审–例句：The performance review meeting allows for open discussion and feedback between the employee and the manager.5.Performance Management–绩效管理–例句：Effective performance management involves setting clear goals, providing regular feedback, and recognizing achievements.6.Key Performance Indicators (KPIs)–关键绩效指标–例句：The company uses key performance indicators to measure and track performance against specific goals.7.Performance Metrics–绩效指标–例句：The HR department collects performance metrics to analyze individual and team performance.8.Performance Improvement Plan (PIP)–绩效改进计划–例句：The employee was placed on a performanceimprovement plan to help them meet performance expectations.以上是一些常用的与绩效考核相关的英语表达，通过这些词汇的运用，你可以更流利地讨论绩效考核的话题。

绩效考核表(中英文)

Performance Management Form绩效管理表式Values / 标准•Seek solutions, not problems / 找解决问题的方法。

而不是找茬•Keep it simple / 尽量简单•Take ownership / 要有主人翁态度•Think new - act fast / 思维创新–马上行动This form is to be used for the performance review and personal development exercise. It is highly recommended that employee could conduct a self-appraisal of his/her performance against the performance objectives in advance. The form needs to be completed & agreed by the line manager and employee during an open discussion.此表格用作雇员绩效评估和个人发展讨论，建议在评估和讨论之前，雇员可根据考核目标先行自我评估。

此表格需要主管经理和雇员面对面讨论后达成一致共识后来完成填写。

PART I: Performance Review / 第一部分：绩效评估PART II: Personal Training and Development第二部分：培训和发展Appraisee’s signature Date 被考核人签字：日期：Appraiser’s signature Date 考核人签字：日期：Manager’s signature: Date 主观经理签字：日期：。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

绩效考核中英文篇一：浅谈人力资源管理中的绩效考核管理中英文翻译//浅谈人力资源管理中的绩效考核管理中英文翻译introductiontohumanresourcemanagementintheperformanceappraisalman agementinbothchineseandEnglishtranslation摘要：人力资源管理已经随着时代的发展在企事业单位所占的位置越来越重要，企事业单位的发展无处不需要员工的劳动和贡献，在以人为本的社会体制下，要对人力资源进行有效的管理就需要建立良好的绩效管理制度，通过绩效考核来促进企业内部人力资源的良性发展，从而最大限度上为企业的反正提供动力。

本文主要论述人力资源中的绩效管理中需要注意的问题。

abstract:humanresourcemanagementhasalongwiththedevelopmentoftheera ofmoreandmoreimportantinenterprisesandinstitutionsoftheposition,thedev elopmentoftheenterprisesandinstitutionsisnotneedtoemployeesandthecontr ibutionoflabor,underthesocialsystemofpeople-oriented,tocarriesontheeffec tivemanagementofhumanresourceswillneedtosetupagoodperformanceman agementsystem,throughtheperformanceevaluationtopromotethevirtuousde velopmentoftheenterpriseinternalhumanresources,soastomaximizetheany way,providepowerfortheenterprise.Thispapermainlydiscussesproblemsneedtopayattentiontointheperformancemanagementofhumanresources.关键词：人力资源管理绩效考核管理策略Keywords:humanresourcemanagement,performanceappraisalmanagement strategy世界经济发展正朝着一体化方向迈进，我国的企业管理模式改革也应该紧紧跟上世界经济发展的部分，进行系统的改变，把人力资源当做发展的重中之重，通过加强人力资源管理中的绩效考核实施力度，将人力资源管理推上新的台阶，为企事业单位发展提供充足的动力保障。

人力资源管理是一项系统性的，实践性很强的工作。

绩效考核又是人力资源管理中重要的一环，绩效考核就是把企业发展的既定目标当做标准，进行解析，为员工在各自岗位上的工作态度和行为以及工作的结果，进行制定，评判，反馈和调整。

在整个考核的过程中要本着公平公正合理的原则，充分调动员工的工作积极性，让企事业单位具有良好的凝聚力和创造力，那么也就有效的增强了企业在市场竞争中的核心竞争力，从而让企业不断壮大发展。

worldeconomicdevelopmentismovingtowardintegrationdirection,ourcount ryenterprisemanagementmodereformshouldalsobecloselykeepupwiththep artsoftheworldeconomic/development,tothechangeofthesystem,thehumanresourcesdevelopmentasa toppriority,bystrengtheningperformanceappraisalinhumanresourcesmanag ementenforcement,tohumanresourcesmanagementontoanewstage,thedevelopmentfortheenterprisesandinstitutionstoprovidesufficientpowerprotectio n.Humanresourcemanagementisasystematic,practicalwork.Performanceev aluationisaimportantpartofthehumanresourcemanagement,performanceap praisalistotargetthedevelopmentoftheenterpriseasastandard,parsing,forthe employeesintheirrespectivepositionsontheworkandtheresultofthework,attit udeandbehaviorareintroduced,assessment,feedbackandadjustment.Throug houttheassessmentprocessshouldbebasedontheprincipleoffairandreasonabl e,fullymobilizethestaff'sworkingenthusiasm,maketheenterprisesandi nstitutionswithgoodcohesionandcreativity,thentherewouldbeeffectivetoen hancethecorecompetitivenessofenterprisesinmarketcompetition,sothattheg rowingdevelopmentofenterprise.一、人力资源管理的深度和在企业中重要地位a,thedepthofthehumanresourcemanagementandtheimportantpositioninthee nterprise企事业单位在人力资源的选聘以及工作劳动所得分配上需要一套公平合理的考核标准，绩效考核就是应这一要求逐渐发展完善的，在人力资源管理中把每个员工的绩效考核标准根据公司的发展状况进行明确的规划，把员工的工作任务，工作能力，工作态度作为考核的基本内容，把单位的发展目标和发展中的需要当做考核的标准，通过对目标进行有效分解，落实到工作岗位中的每个人，让每个人都能在发展中明白自己的工作目标，并按照整体目标实现所需的时间完成自己份内的工作，这就是我们所说的绩效考核体系，绩效考核管理对于企业的发展具有非常实际的作用，每个人的目标完成情况直接关系着企事业单位的发展状况，反过来单位根据每个人完成的工作状况对每个人进行合理的奖酬分配，不仅对员工的付出是一种肯定，更能体现出多劳多得，按劳分配的市场原则。

Enterprisesandinstitutionsworkinhiringhumanresourcesandlaborincomedi stributionneedafairandreasonableassessmentstandards,performanceapprai salisdemandedbythedevelopmentgraduallyperfect,inthehumanresourcesm anagementeachemployeeperformanceappraisalstandardaccordingtoclearth esituationofthedevelopmentplanningofthestaffworktasks,workability,work attitude,asthebasiccontentofassessment,theunitofthegoalofdevelopmentan dtheneedfortheinspectionstandards,throughthetargetdecomposition,effecti velyimplementtoeveryoneinthework,leteverybodycanunderstandtheirwork goalsindevelopment,andin// accordancewiththeoverallgoalofthetimerequiredtocompleteherwork,thisis whatwecallsystemofperformanceappraisal,performanceappraisalmanagem entisverypracticalroleinthedevelopmentoftheenterprise,thegoalofeveryone completesituationdirectlyrelatedtothedevelopmentofenterprisesandinstitut ions,whichinturnunitaccordingtoeachpersontocompleteworksituationforev eryonetocarryonthereasonabledistributionofreward,notonlytotheemployee s'payisakindofaffirmation,canreflectmoreworkmore,theprincipleofdi stributionaccordingtoworkinthemarket.绩效考核在现今企事业单位为了实现预定目标的一个手段。

通过这个手段，既减少了一次性的投入过大和存在的不科学部公平现象。

也能更清晰地看到每一个考核的真实数据。

企业的生存靠什么？无非是靠自身的技术或者业务水平。

那么企事业单位的这些利润和业绩谁来创造呢？就是在科学管理下的职员。

这就足以说明了绩效考核在企事业单位人力资源管理中的作用：鼓励员工提高技术、扩展业务来实现更大的利润。

因而，绩效考核不仅仅只是一个考核，是为了提高工作效率，为了企业的共同利益。

把每一个员工都纳入自我绩效考核的气氛中来。

Performanceevaluationinmodernenterprisesandinstitutionsinordertoachiev etheintendedtargetofamethod.Bythismeans,bothtoreducetheone-timeinves tmentistoolargeandtheexistingphenomenonofsciencefair.canseemoreclearl yeveryinspectionofrealdata.Enterprisesurvivaldependsonwhat?nothingmo reistorelyontheirowntechnologyorbusinesslevel.Sotheenterprisesandinstit utionsofthewhotocreateprofitsandperformance?isunderthescientificmanag ementofstaff.itissufficienttoillustratetheperformanceevaluationinenterpris esandinstitutionstheroleofhumanresourcemanagement,encourageemploye estoimprovetechnologyandexpandthebusinesstoachievegreaterprofits.asse ssmentofperformanceappraisalismorethanjusta,therefore,istoimprovework efficiency,inordertothecommoninterestsofenterprises.Turneveryemployeei ntoselfperformanceappraisaltotheatmosphere.二、绩效考核存在的问题Second,theproblemsexistingintheperformanceappraisal就目前各个企事业单位的发展来说，人力资源管理中绩效考核管理还存在着诸多问题，这些问题表现相对集中，也比较繁琐，为单位的发展产生的阻碍作用，所以我们要认真分析这些问题，进而采取有效的手段，克服这些问题，让人力资源管理走上良性发展的道路。

绩效考核中英文

员工绩效考核表KPI(中英文对照)

员工绩效考核方案-中英文对照

绩效考核标准(中英文)

绩效考核的五个标准英文

行政岗位绩效考核总结英文范文

绩效考核方案中英双语

绩效考核的五个标准英文缩写

关于业绩考核英语作文

绩效考核外文文献及其译文

绩效考核英文评价范文

绩效考核表英文版

(完整word版)绩效考核外文文献及翻译

员工绩效考核方案-中英文对照

薪酬及绩效考核管理 英语

绩效考核计划表和绩效考核评估表

绩效考核标准（中英文）

绩效考核英文自我评价范文（精选11篇）

绩效考核办法绩效考核制度中英文

绩效考核用英语怎么说

绩效考核表(中英文)

薪酬及绩效考核管理英语