质量评价管理系统中英文对照外文翻译文献

中英文对照翻译
设计一种性能评价系统的全面质量管理方法1
摘要：本文在评价全面质量管理(Total quality management TQM)的基础上,提出一种改进的性能评价系统(Performance appraisal system PAS)。

文中强调理解顾客(包括管理人员及雇员)对于PAS的要求,从而突出简化该评价系统的基本要素及实施过程。

经过改进的评价系统包括工作策划、审议及对个人、集体及管理人员所作的贡献进行评估。

此外,将评估标准分为三类,这已成为方便大多数雇员有效的评价方法,同时给那些需要改进的个人以积极改进的余地。

如果在全面质量管理中首先强调人的因素,那么人事体制也必须体现这一原则。

关键词:全面质量管理;性能评价系统;识别
1.用户之声
1.1三个重点
有一种新的，更好地了解客户需要的考绩制度, 用户之声先采访的是涉及面试使雇员受影响的评估。

即是说客户根据什么评价系统，是负责考绩实施的经理还是员工（包括管理者）进行评价。

输入客户的访谈资料，以评价考绩评价体系的性能。

对10位客户每人进行大约1小时的访谈。

这组由2名管理人员， 4名员工一组进行实验，和4名没有管理人员管理的员工从5月26日开始记录，吸取经验。

这些访谈是一对一，面对面的进行结构性的访谈会议，同时也允许受访者发评论。

经过采访了解，最初的问题是使一个不限成员名额的的考绩制度，什么是最宝贵的，怎样达到最大成本和怎样使成本最少。

其次是在一些问题的人的背景下，采访并进行相关的一些绩效评价系统的评估。

此外，受访者被要求评估绩效考勤系统。

最后，采访特别问受访者考绩系统是否应该废除，即他们对考勤系统的评价是什么。

1.2矩阵分析
每个受访者在试验结束后被要求对系统进行评价，满意，一般或者是不满意。

然后考勤系统吸收这些经验。

对该系统列出关系矩阵图说明什么是考绩系统，并说明。

如何完善考绩制度的结构应以满足管理的要求。

采访员工用来测试是否够专业，技术含量怎么样。

受访者指出的力量关系（强，中，弱）使用的价值，记者对这些平均数值做出答复。

此外，客户是否使用改系统，受访者对系统评价的平均值也是重要的参考。

1.3客户需求最重要距离
对于质量的重点，最重要的需要注释（ 5个评分）是有考绩提供一个基础，良好的沟通和提供明确的绩效标。

下一个重要要求是，以提供一个良好的工作说明，提供指导和职业发展，并强调个人实现精神，同时可以提供显着的气温已是团队精神。

在未来的两个最重要的因素（ 3个评分），是绩效评价的考绩可作为主要投入在确定值得加薪和宣传。

同样重要的是，有考绩提供高的重点，鼓励它属性和风险考虑，并创造一种环境，促进长期规划。

顾客认为特殊的机会和排
名不是主要目的，考绩制度在必要时能更好地完成了一方的考绩制度的进程。

1.4相对排名
最重要的制度和程序的内容是，考绩制度必须提供一致性，这是密切配合考绩系统的第一目的。

教育也是加深企业文化的重要的措施，改变企业文化是为驱动更优质的团队导向和相应的质量政策做法，必须要和管理人员和管理人员经过培训领导这一形式化。

除了继续把重点放在个人实现精神，侧重于集团的措施包括考绩制度。

管理也必须了解，以区分在个体从系统和多边环境协定应用考绩制度。

下一阶段的重点的是制定明确绩效制度，上层管理部门的审查和反馈，确保各项目标的个人素质的公平。

2专业定绩效考核制度
2.1全面质量过程
在许多情况下，公司具有良好的人事制度，但在执行和管理时在这些领是疏于管理，使人们对该系统失去信心。

这项建议是建立在现有的系统，购买山全面质量管系统。

还有一个是坚定雇员与绩效考核制度不应该完全消除，但修改是必要的，能使之更加有效。

2.2非捆绑式功能
从这项研究中，建议以下8职能管理作为单独的进程，非捆绑式的考绩制度：（ 1 ）优点补偿; （ 2 ）宣传; （ 3 ）奖励和表彰; ; （ 4 ）特别的机会; （ 5 ）职业发展; （ 6 ）排名; （ 7 ）民意调查（ 8 ）终止。

2.3 6改进后的系统要素的考绩制度的建议
（ 1 ）管理的选择，如果管理人员选择是考绩制度的关键，选择管理者的权利是第一步的成功。

这些管理人员必须有正确的态度，和远见的永无止境的追求目前最重要的，还要有良好的人事管理。

（ 2 ）在管理方面，培训管理人员极为重要。

保持必要的管理方面的培训获得了高质量的管理人员。

此外，良好的沟通和性能标准的明确列为最重要的实
现考绩系统公平的条件，提供员工所需的培训，以确保良好的管理。

所有的培训内容应该有一个管理的重点，包括理论与应用的考绩制度。

（ 3 ）评定数量水平对绩效测量评定的影响是一个重大的问题。

然而，根据考绩研究大多数人一致认为，3组的员工可以有区别的：真正的常使用考绩系统，没有使用，大多员工对该系统感觉好。

因此，拟议的考绩制度有3个等级：（ 1 ）一般的效果（ 2 ）良好的效果（ 3 ）还有待改进。

（ 4 ）评价期间，考绩制度应要求管理人员有绩效计划，每年管理人员需要至少一次的正式评估。

3-6个月的文件显着的问题或实现，加上预期的评价，应传达给员工。

日常沟通的基础上提供建议的论坛，审查结果应会公平。

（ 5 ）职位描述的人事职能应制订通用职务说明。

这些职务说明应阐明的普遍期望的责任和业绩之间额的关系和标准。

.这些职务说明应当审查包括全面质量管理的做法和团队的概念。

（ 6 ）绩效评价的一些标准化和一致性。

员工应该有机会投入绩效规划进程表决，使员期待的目标和制度相符合。

这样的相互结合才能使之达到最佳效果。

3三个关键元素的一种改进的考绩制度
3.1业绩规划
一个关键的管理要求是了解该部的目标并纳入总体任务，知识，经验，是训练的需要，员工的利益和愿望要了解。

管理人员还需要了解的性能水平，需要从该部门员工得知。

管理人员应该认识到，个人的表现直接关系到整体性能，雇员是系统内比较鉴别个人和团队的主要效率，计划执行率是评价过程和必须的一部分。

全面质量管理业绩的计划必须包括的因素为:可靠性，适应稳定性，人际交际能力和技巧，学习新技能或技术的能力，有效的沟通。

必须清楚地向员工解释将这些因素将会影响他们的业绩评价业绩飞机性能必须有一个最终的品质：灵活性。

管理人员必须尽一切努力来减少影响的变动，与公司或工作环境可能对计划的执行情况，特别是对这些因素的控制范围之外的雇员。

员工还可以准备业绩规划会议。

提前通知应当考虑到他们，他们可以利
用一个目标-表格或空白副本评价形式记下想法，主要责任，需要系统的支持，优先事项，将要取得的成果，关键日期。

应鼓励他们思考任何责任之上的基本工作要求的关键，他们可能会感兴趣的追求。

3.2绩效辅导
第二阶段的绩效评估过程咨询。

在日期间业绩规划和评价，管理人员将进行定期审查雇员的进展完成业绩目标。

除了教练，它几乎每天都上，更正式的定期审查应于通知的员工他们是如何做和如何将其性能可以得到改善。

通常经理应进行两到三年的临时评语文件计划的变化和表现的日期。

3.3性能评价
随着系统的变化讨论的地方，工作的评价也将简单和更积极的。

这最后一步将衡量员工的贡献，业务计划期间的重点放在业绩-没有活动。

为了确保所有的观点认为，管理者应该寻求其他的投入，其经理人可能会影响个人的评价，并征求意见，该名雇员。

小组的结果，整体提高的努力也是重要的因素。

除了评估员工对他们的具体任务，整体评级将受到影响的因素，如可靠性，适应稳定性，在际技能，学习新的能力技能或技术，并有能力进行有效沟通。

管理应该承认的情况下，员工的业绩是显着影响的积极或消极的方式和教练这些因素的改善。

同样，一名雇员的影响可能对他人的表现应该得到承认，考虑到总体评价，并投入小组活动应作出重大贡献的整体评价。

4概要
实施过程包括6步骤，这6个步骤必须集成，以提供一个全面的，整体的，积极的态度，用以高质量的考绩。

一个一贯的程序想要成功，必须通过新的范例，6步骤是一个强有力的保证其成为一个成功的考绩制度。

5结论
为了满足日益增长的全球范围的竞争，各种组织必须不断改进。

如果一个组织的考绩制度和进程是一个障碍，那雇员就很难取得最大的生产率，也就不能进行富有成效的管理。

重要的是，在考绩制度方面的职能，比如价值补偿，晋升，奖励和表彰，如果管理层没这个时间和精力，那么该组织必须认真考虑改变他们的考绩制度。

现在准备的考绩制度是根据客户的要求和侧重于一些重要的要求，来进行改进的考绩制度：制定明确的业绩考绩;一致性执行;不因为个人差异而有所区分，提供公平的个人和群体的考评系统。

以特殊的行业，职业发展，与人员排名区分开来做考绩制度，并作为单独的进程管理。

最重要的因素为改善考绩制度是管理培训和改变一些评级制度。

改变评价制度，尽量减少类的数量增加难以准确评级受雇人员的士气和大大减少的因人员增加难以公平考评，非生产性工作（场）管理人员必须做的（发挥）不能用管理考核评价随意评分，要公平。

采用拟议的考绩制度将对组织的发展起推进作用，其集成了全面质量管理哲学。

如果人们全面使用质量管理组织，那么，这种尊重个人激励员工的人事制度将反映这一哲学。

A TO TAL QUAL ITY PROCESS FO R D ESIGN
O F A PERFO RM ANCE APPRA ISAL SY STEMΞ
ABSTRACT：This paper proposes an improved performance appraisal system(PAS)that is based on the philosophy of to quality management(TQM).It focuses on understanding the customers(both geminated employees)requirements for the PAS in order to prioritize and simplify the basic elements of the appraisal system and implementation process The improved process is defined by performance planning counseling and evaluation with assessments for individual team and management contributions In addition reducing the rating scale to three categories should positive evaluation process for most employees and still allow a const focus on those that must be improved Finally if people come first in the TQM organization then the personnel systems must reflect this philosophy Key
Words : total quality management performance appraisal system recognition
VOICE OF THE CUSTOMER
1.1Focused inter views
A new approach to PAS begin switch a better understanding of customer requirements for a PAS. The first step is voice of the customer interviews which involved interviewing representative
employees that are affected by the appraisal process. These employees defined as customers of the process are the managers who are responsible for performance app implementation and employees (including managers) that are evaluated under the performance appraisal process. This customer inter is used as input for determining the design requirements for the proposed appraisal system. The voice of the customer interviews are conducted with 10 people and took approximately 1h each. This group consists of 2 current managers 4 employees that had management experience but are not currently managers and 4 employees that have never been in management. Their experience with PAS ranged from 5-26 years. These interviews are one on one face to face that provided for a structured interview while still allowing spontaneous comment from the interviewees. After an explanation of the purpose of the interview the initial questions enabled an open ended response about what the person liked most or least about PAS and what is most or least valuable about PAS This is followed by some questions about the background of the person being in and for assessment of some specific questions related to some basic purposes of performance appraisal systems. In addition the interviewee is asked to assess 6 perceived problems with PAS as stated by Ref. The comments express about what people liked about PAS far outweighed the comments about what they liked.
1. 2 Matrix analysis
Each respondent is then asked to choose between Strongly (S) Moderately (M ) or do not agree (N ) ;for each of 15 specific Statements about the performance appraisal system based on their own personal experience This information is structured as customer requirements in the relationship matrix shown in Fig “WHAT ”the customer wants from the PAS On the other axis some system or process elements are listed IE HOW ”the PAS should be structured to meet TQM requirements The interviews with the employees are used to test if there is a correlation between the and the strength of the relationship The respondents note the strength of relationship(strong medium or weak) using the values as shown in Fig.1 and the author averages over these numerical values over all the responses In addition the respondents rank the importance of each customer requirement and these are also averaged The scores are aggregated for each PAS element and these give an absolute and relative ranking show n in the law row of the matrix.
1.3 Customer requirement important
For a quality focus the most important requirements (rated 5) are to have the PAS provide a basis for good communication and provide clear performance standard a The next important requirements are to provide a good job description provide for coaching and career development and stress both individual achievement while at the same time providing for can temp has is on teamwork. Two of the next most important factors (rated 3) are that the performance rating of the PAS may be used as key input in determining merit salary increases and promotional opportunity. It is also important to have the PAS provide a quality focus encourage in it and risk taking and create an environment that promotes long-term planning. The customers felt that awards recognition special opportunity and ranking are not the primary purpose of the PAS and when required are better
done out side the PAS process.
1.4 Relative ranking
The most important system and process elements are that the PAS must provide for consistency - which is closely aligned with Deming′s point No 1 constancy of purpose [1]. Education is also very important for the corporate culture to change to be more quality driven and team oriented and its corresponding quality policies and practices must be communicated and managed and managers must be trained to lead this formation. In addition to continuing the focus on individual achievement major emphasis on group measures must be included in the PAS. Management must also learn to distinguish the in from the system and mea sure appropriately. The next level of importance is setting clear performance expectations upper management review and feedback ensuring that the goals of the individual the quality of the day to day communication and the fairness of the annual review are considered.
2PROPOSED PERFORMANCE APP SYSTEM
2.1A total quality process
In many situations corporations have good personnel system in place but the execution by management of their responsibility in these areas is lax and causes people to lose faith in the system. This proposal builds on the existing systems but add quality management addresses the problems that have been described. There is also a firm belief by the employees in the study that the performance appraisal system should not be eliminated completely but that sign if cant modifications are needed to make it more effective.
2.2Unbundled functions
From the study it is proposed that the following 8 functions be managed as separate processes unbundled from the ma in PAS: (1)merit compensation;(2)promotion;(3)awards and recognitions;(4)special opportunity;(5)career development;(6)rankings;(7)opinion survey and (8)termination.
2.3 improved system elements for the PAS recommended
(1)Management selection If managers are key to the PAS process then selection of the right managers is the first step towards success. These managers must have the right attitude and the vision that the never ending pursuit of quality is fore most to business success with a commitment to good people management. The management selection process should consider only those candidates that have demonstrated these quality characteristics and embrace TQM.
(2)Management training Upon selection of these new managers the ongoing education and training of the manager is of the utmost importance. The need for consistency and management training received the highest ratings during the strength of relation ship discussion with the senior managers. In addition good communication and clear performances standards are rated as the most important requirements these objectives is enhanced by a good selection process and by providing the training required to ensure good management practices. All the training elements should have a people management focus including the theory and application of PAS.
(3)Rating scale The number of levels on the performance measurement rating scale is a major problem with most PAS. However based on the PAS study most people agreed that 3 groups of employees can be differentiated the truly out standing contributors the group that have difficulty in consistently meeting the requirements of the job and the majority of the
employees that produce good results within the system. Therefore the proposed appraisal system has 3 ratings:(1)out standing performance (2)good performance and(3)improvement required The criteria to berated out standing should be highly selective and should require sustained excellence R educing the number of ratings makes the appraised process less subjective.
(4)Appraisal period A PAS should require managers to have a performance plan for each employee in place with in a short time say one month and be required to administer a formal appraisal at least once per year Inter should occur every 3-6 months Documentation of sign if cant issues or achievement along with expected rating should be communicated to the employee. Day to day communication should provide the basis more meaningful review session with no surprises expected.
(5)Job description the personnel function should develop generic job descriptions by skill and level. These job descriptions should articulate the general expectations for the position in terms of responsibilities and performance. These job descriptions should be reviewed and up dated to include TQM practices and team concepts.
(6)Forms The performance appraisal forms should have some standardization and consistency. In addition the employee should have an opportunity for input to the performance planning process Therefore a separate form that allows the employee to document their goals and objectives should be facilitated and encouraged by the manager. The planning process should be a two party interactive activity for best results. A design goal for the forms should be increased simplicity for complexity can hide a poor appraisal.
3 THREE KEY PROCESS ELEMENTS OF AN improved
PAS
3. 1 Performance planning
A key management requirement is to understand how the department′s objectives fit into the overall mission of the larger organization and to know the skills knowledge experience training needs interests and aspirations of employees in the department. Managers also need to understand the performance level that is needed from the department to meet the overall requirements of the organization. Managers should be aware that an individual′s performance is directly related to the overall performance of the teams that the employee is part of and the systems the employee works within. Fairly differentiating the individual from the system and the team is a major objective of the appraisal process and must be part of the plan for performance rating. The TQM performance plan must include factors such as dependability interpersonal skills ability to learn new skills or technology and ability to communicate effectively. It must be clear to the employee how these factors will influence their performance rating Performance planes need to have. Managers must make every effort to reduce the effect that changes in the business or work environment may have on the performance plan particularly for those factors outside the control of the employee.
Employees can also prepare for the performance planning session. Advance notice should be given to them and they could use a goals blank copy of the appraisal form for jotting down ideas about key responsibilities system support needed priorities results to be achieved and key dates. They should be encouraged to think about any responsibilities over and above the basic job requirements which key they might be interested in pursuing.
3. 2 Performance counseling
The second phase of the performance appraisal process is counseling. In the period between performance planning and evaluation managers are expected to conduct periodic reviews of an employee′s progress toward the accomplishment of performance objectives. In addition to the coaching that goes on almost daily more formal periodic reviews should be held to advise employees on how they are doing and how their performance can be improved. Usually a manager should conduct two to three inter document plan changes and performance to date.
3.3 Performance evaluation
With the system changes discussed in place the job of evaluation will be simple and much more positive. This final step will measure an employee′s contribution to the business for the plan period by focusing on performance results - not activities. To ensure that all points of view are considered should seek the input of other managers whose people may be impacted by the individual being appraised and solicit input from the employee. Team results and overall improvement efforts are also important factors. In addition to evaluating employees against their specific assignments ratings will be affected by factors such as dependability inter personal skills to learn new ability to communicate effectively. Management should recognize situations where an employee′s performance is significantly affected in either a positive or negative way by these factors and coach for improvement. Similarly the effect one employee may have on the performance of others should be recognized when considering the overall rating and input for team activities should contribute significantly towards the overall rating.
4SUMMARY
The implementation process consists of 6 steps as shown in Fig 2 These
6 steps must be integrated to provide a proactive approach to a quality performance appraisal. A consistent procedure is needed to be successful in adopting a new paradigm and the 6 steps are a robust approach to a successful PAS.
5CONCLUSIONS
To meet increased world-wide competition organizations must be constantly improving. If an organization’s performance appraisal system and process is a barrier to getting maximum productivity and pride of workmanship from all empl oyees and is productively consuming management’s time and energy the organization must seriously consider changing their performance appraisal system. It is important that the PAS-related functions of merit compensation awards and recognition proposed PAS is based on customer requirements and focuses on the vital few requirements of an improved PAS: job description; education and communications vehicle; setting clear performance expectations; consistency in implementation; distinguishing differences between team and system; and providing for fair individual and group measures. Special opportunity career development and ranking be unbundled from the main PAS and managed as separate processes. The most important elements for improving the performance appraisal system are management training and changing the number of categories in the rating system. Changing the rating system by minimizing the number of categories will increase the accuracy of the ratings manager and employee morale and reduce significantly the amount of frustrating work (games) managers must do (play) to manage the app distribution to an arbitrary spread. Adopting the proposed performance appraisal system will move an organization forward faster toward their goal of integrating a TQM philosophy. If people come first in the TQM organization then the personnel systems must reflect that philosophy. It is this basic respect for the individual that motivates employees to work productively and with
pride of workmanship.。