Performance management-how to appraise employee performance Abstract
Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two
Introduction
Challenges of performance management
Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; make major decisions, a way of getting information; improve the quality of staff, to make the organization more competitive., performance management of organization,must be useful to managers, the only reason of performance management is to help employees to success. to understand better how to design and what made him act. , the performance management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.
Performance management is a system
The performance plan -- starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both tracking
progress, find the obstacles that affect performance and process so that the two sides success required information. Communication methods: (1) around were observed;
(2)employees; (3) allow employees to work review;
Performance diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process.
Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.
Performance management and strategic planning, budget, staff ,employee salary incentive system, improve the quality of plans are related. Do the performance management process to do the preparation of 1, there are two key points: with the staff to collect meaningful, to establish the information needed to measurable goals; to do some basic work, so that in the whole process of performance management and employee can fully cooperation. In part, access to information and data of performance management effect is it can help organizations, units and employees towards a direction some "target"information each employee's job description; (2) employee last performance review data and related documents.
The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in the performance management process, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication, we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performance management. In order to make the performance management on the right track, truly play its role,enterprises must
put the supervisor and employee performance communication as a priority among priorities to research and development, through the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.
Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason -- may be because employees can not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess performance, avoid two traps are important: 1) don't do performance problems or"always the fault of employees" this hypothesis; 2) without any assessment can give the "why" and "what is happening in the picture". Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis. Three methods of performance evaluation: 3, 1) rating method:: features, to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,protection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibility of target; both sides disagree;defect: need more time; text work more; more energy.
Communication method and communication technology
Way of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt a cooperative mode; C, most of the staff, once you understand what they are asked to do things, will try the method can meet the requirements D,performance management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance deficit to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and understand the process of responsibility. Purpose: don't most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you don't listen, you don't know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always can't finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you must do it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those who avoid. What you think; is the need to need; what is you get this conclusion? Don't trust to avoid language: are you sure you can finish on time?I've heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierce debate.
The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, remember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or angry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.
The performance of communication is the core of performance management, is refers to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and tries to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance the.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.
绩效管理——如何考评员工表现
摘要
绩效考核是现代企业人力资源管理的重要内容。通过对中国企业现阶段绩效考核中存在问题的探讨，提出了完善绩效考核的改进对策。绩效管理是经理与员工之间工作职责和提高工作绩效问题持续进行的沟通过程。合作各方应明白他们为什么会成为合作伙伴，从而支持这项工作。绩效评价只是绩效管理的一个环节，不要将两者混淆。
介绍
绩效管理的挑战性：
回避绩效管理工作的原因：经理：报表和程序没有意义；没有时间；害怕冲突；反馈和观察问题。（绩效管理--防止问题发生的时间投资，保证管理者有时间做自己应该做的事情）员工：槽糕经历；对即将发生的事情没底；不懂绩效管理的意义；不喜欢收到批评。二、绩效管理的判断标准：1.组织成功的因素：①协调内部各单位的手段，向着共同目标努力；②问题出现时，有找到问题的方法，发现问题或者阻止问题；③遵守法律规定，得到法律保护；④做重大决策时，有获得信息的途径；⑤不断提高员工的素质，以使组织更有竞争力。2.绩效管理方法必须对组织、对管理者有用，实现绩效管理的唯一原因就是帮助员工去的成功。3.要明白好的方法是如何设计的以及是什么因素使他发生作用。4.绩效管理的挑战是如何找到实用、有意义的方法去完成它，这点需要思想和智慧。
绩效管理是一个系统：
1.绩效计划--启动绩效管理的关键点：员工和管理者一同合作，就员工做什么，做到什么程度等问题进行识别、理解。
2.持续的绩效沟通：双方追踪进展情况、找到影响绩效的障碍以及得到使双方成功所需信息的过程。沟通方法：①四处走动进行观察；②会见员工；③让员工进行工作回顾；
3.绩效诊断：用以识别引起个人、部门甚至组织绩效问题的真实原因的沟通和解决问题的过程。
4.绩效管理是大系统中的一个小系统。要想得到最大的收益，必须完成绩效管理的全部环节，而不是其中的一部分。
5.绩效管理同战略计划、预算、员工发展、员工工资奖励制度、质量提高计划等都是相关的。做好进行绩效管理过程要做的准备工作。1.关键的两点：①同
员工一起收集对建立有意义、可度量的目标所需要的信息；②做一些基础工作，以便在整个绩效管理过程中能与员工充分协作。2.获取信息和数据绩效管理有效果的部分原因就是它能帮助组织、单位和全体员工朝着一个方向努力。3.某些“小目标”信息：①每个员工的工作描述；②员工上次绩效回顾资料以及相关文档绩效计划：1.三个步骤：准备、会见、敲定计划。2.你的工作职责、你应该做什么、如何衡量你的成功？3.①设置气氛和抓住重点；②回顾相关信息--多问、少讲；③使工作职责和目标具体化；④确定成功的标准；⑤讨论有哪些困难以及需要什么帮助；⑥讨论重要性级别和授权问题；4.注意：在整个绩效管理过程当中，应注重与员工沟通思想是行动的先导，要进行有效的绩效沟通，首先在思想上一定要重视。绩效沟通贯穿于绩效循环的各个环节，在任何一个环节都发挥着重要作用，离开了绩效沟通，主管人员的任何单方面的决定都将影响员工的工作热情、影响绩效管理。没有绩效沟通就没有绩效管理。为了使绩效管理在正常的轨道上运行，真正发挥其作用，企业必须把主管与员工的绩效沟通作为重中之重加以研究和发展，通过制度的规范，让绩效管理成为主管的习惯，员工的习惯，用对话和交流解决员工工作中的绩效问题，使绩效管理落到实处。
绩效评价的三种方法：1.个人绩效评价的困境：最好的歌剧演员与业余管弦乐队同台演出。歌剧演员发挥极至，但是效果还是很糟糕。没有人是孤立存在的，仅关注个人，就不能解决问题。我们要求在个人的基础上对员工的绩效进行评价，但如果我们强调个人绩效而不看前因后果以及限制绩效的条件，我们没有进步，因为我们没有找到真正的原因--可能会因为员工不能控制的事情而惩罚员工，也可能因为错误的理2.不管采用什么办法评估绩效，避免两个陷阱很重要：①不要做绩效问题出现或“总是员工的错”这样的假设；②没有任何评估能给出“为什么发生”和“发生了什么的全貌”。评价只是开始，是做进一步讨论以及诊断的起始点。3.绩效评价的三种方法：①评级方法：组成：待评价的特征、区域和行为项目；标明每个项目绩效水平的标尺和其他方式。优点：轻松完成评价工作。缺点：忘记为什么要做这项工作；过于模糊，在绩效计划、预防问题、保护组织和发展员工等方面没有什么作用提高方法：与员工定期谈话；写简短评价；解释评价项目的意思；与员工一起评级等；②排名方法：迫使员工相互竞争，短期内可以有刺激作用，长远而言可能会引起内部恶意竞争；③目标和标准评价法：标准：根据一系列的事先和员工协商制定好的标准来度量员工的绩效。优点：将个
人目标与工作单位目标结合起来；减少双方意见不一致的可能性；缺陷：需要更多的时间；更多的文字性工作；更多的精力。
沟通方法和沟通技术：
思想方式：绩效管理过程是沟通的过程与员工的关系不仅仅体现在讨论绩效管理的行为上，还应体现每日怎样与成功的思想方式：绩效管理过程是一个与员工一起完成的过程，而不是一个针对员工的过程；除了某些单方面的纪律行动，绩效计划、沟通和评估都应该采取合作的方式；大多数员工，一旦明白他们被要求做什么事情，都会想尽方法的达到要求；绩效管理的目的不是盯着过去，搞清错误的责任，而是为了在问题出现时解决问题和尽可能；发生绩效赤字时，要搞清楚赤字的原因，不论是个人原因还是系统原因；大多数情况下，如果经理将支持员工的工作作为自己的工作，那么每位员工都必须有的交际技能气氛设置技巧：经理负有引导员工参与讨论过程并了解过程的责任。明确目的：不要想当然。要有充足的准备以建立共同责任感并且每阶段都有助于搞好关系的目标。明确共同责任：提高绩效不仅仅是员工的责任。明确程序：防止冲突的技巧：明确个人责任，邀请员工参与建议。针对人的批评和评论：避免如你不在听，你根本就不知道你自己在讲什么，你能不能安静一会，你读过那个报告没针对过去的言论：避免如多少年来，你总是不能按时完成工作，我们过去试过那些，也是没有用引导内疚的企图：避免如如果你真关心这个团队，你就应该努力些；我猜想你不怎么关心这个项目不适当的劝告和肯定：避免如我知道项目是迟了，但是我确信你还会赶上来；你将会做好的，你会明白的主动提供建议和肯定：避免你必须这样做；这是唯一的方法；今天把这个做完，然后把它放在我的桌子上。挑衅性提问：避免你到底为什么要说哪些？是什么是你想到了到底是什么是你得到这个结论的？不信任的语言：避免你确信你能准时完成吗？我以前也听你说过这些言过其实：避免你从来都不按时完成工作；你总是设法拒绝我的建议。争论激烈时的降温技巧：绩效讨论过程发生争论时，要注意两个目标：必须就冲突的问题达成建议；尽量避免伤害双方关系，在将来引起新的绩效问题。给员工一定的发泄受挫感受和愤怒余地，不要很快反击。记住人们是关系他们所做的事情的时候才会出现冲突。两者方式处理冲突：通过说服、权利等手段赢得冲突；努力理解员工的立场，找到解决方法。处理冲突的最有效一项技术就是积极倾听。与心烦意乱或者愤怒员工打交道，基本原则就是首先关注他的情感。争执出现时，要求提出解决争执的措施，但是永远不要脱离主题。过于激动时，沟通应暂停。
绩效沟通是绩效管理的核心，是指考核者与被考核者就绩效考评反映出的问题以及考核机制本身存在的问题展开实质性的面谈,并着力于寻求应对之策,服务于后一阶段企业与员工绩效改善和提高的一种管理方法。绩效管理就是上下级间就绩效目标的设定及实现而进行的持续不断双向沟通的一个过程。
中小企业如何进行绩效管理--规章制度 所谓绩效管理，是指各级管理者和员工为了达到组织目标共同参与的绩效计划制定、绩效辅导沟通、绩效考核评价、绩效结果应用、绩效目标提升的持续循环过程，绩效管理的目的是持续提升个人、部门和组织的绩效。 影响绩效的主要因素有员工技能、外部环境、内部条件以及激励效应。员工技能是指员工具备的核心能力，是内在的因素，经过培训和开发是可以提高的;外部环境是指组织和个人面临的不为组织所左右的因素，是客观因素，我们是完全不能控制的;内部条件是指组织和个人开展工作所需的各种资源，也是客观因素，在一定程度上我们能改变内部条件的制约;激励效应是指组织和个人为达成目标而工作的主动性、积极性，激励效应是主观因素。 绩效管理对于中国企业已经不是一个陌生的话题，从以年终分配为目的的绩效考核到以全面提升企业管理水平为目的的绩效管理，很多经营者都希望通过绩效考核能够提高企业整体绩效水平。而如何真正将绩效管理运用到企业的经营中，并起到战略牵引的作用，也是让很多管理者头痛的问题。在绩效管理的实施中，最常见的问题就是流于形式，实际工作没有深入下去，执行不到位，造成推行绩效考核的管理成本大于绩效水平提高的效果;或者绩效考核实施目标不明确，为了分配奖金而考核，大家挖空心思寻找考核的漏洞和可能的机会，而不是将关注点集中在绩效水平的提升上。这里就涉及到绩效考核的战略导向、实施目标和切入点等一系列需要前期明确和处理的问题，在此就中国中小型企业中可能存在的一些现象做研究分析与大家共享。 在绩效考核实际实施和操作过程中，不同企业之间或相同企业在不同阶段，企业具体的战略目标是大相径庭的，这就决定了推进和实施绩效考核的切入点和侧重点也不相同。如果仅仅根据绩效考核理论生搬硬套，多数情况会象一盘好看却不好吃的菜，让人大倒胃口，有时还会造成不同程度的负面影响。 对于中国多数的中小型企业，绩效考核并不是一步到位、在短时间内建立得非常完善、表面十分光鲜就可以解决问题的;而是要从实际出发，从梳理流程、规范管理入手，开始绩效管理的第一步，等到运行时机成熟、数据积累充分之后，再将绩效考核全面推进，做到每个阶段都有明确具体的目标，每个阶段的实施都能对绩效水平的提高产生较大作用。 一、中小企业的现状与现代管理理论的矛盾 以目前中国中小型企业为例，绩效考核的操作和实施并不是一蹙而就、一步到位，建立得非常完善就可以解决问题的。在很多关于绩效考核的介绍中，为大家提供了完备的建立和实施绩效考核的方法及步骤，而从绩效考核的实施操作来看，这相当于为大家提供了一个非常规范的范本，不过这个范本通常隐含了很多假设作为前提条件，比如一般都要求企业的各项规章制度比较完备、管理流程比较清晰，从而设置各种绩效指标将目标层层分解，把企业的战略目标宣灌到各个层级的各个岗位上，从而保持多数员工的工作目标与整体战略目标的一致性，最大限度调动员工的积极性和创造性达到绩效水平的整体提升。显然，是一个完美的设想，但是对于我们多数的中小企业是否真的可以在这个美丽的设想下，实现绩效水平的大幅提升呢? 目前对于很多企业，尤其是中国的中小型企业，多数是由原来几十人、甚至十几个人的小单位或小作坊发展壮大起来的，在改革开发的市场大潮中有勇气、有魄力，做出了一番事业，在多年的经营中积累了大量的经验和竞争优势;同时这些企业最容易出现的弊病就是管理体系的不规范与落后，尤其是相对与现代化企业制度和管理理论而言。 当然，这是一定时期，中国企业发展的历史造成的，从小作坊或小单位发展到几百人、几千人、几万人甚至更大的企业，他们都有过十分辉煌的历史，但原有的经营模式和管
英文文献及翻译 文献题目An Overview of Servlet and JSP Technology 文献作者Nagle ,Wiegley 题目翻译Servlet和JSP技术简述 参考人 院 (系) 专业班级 学号
1 A Servlet's Job Servlets are Java programs that run on Web or application servers, acting as a middle layer between requests coming from Web browsers or other HTTP clients and databases or applications on the HTTP server. Their job is to perform the following tasks, as illustrated in Figure 1-1. Figure 1-1Web middleware role 1.1 Read the explicit data sent by the client. The end user normally enters this data in an HTML form on a Web page. However, the data could also come from an applet or a custom HTTP client program. 1.2 Read the implicit HTTP request data sent by the browser. Figure 1-1 shows a single arrow going from the client to the Web server (the layer where servlets and JSP execute), but there are really two varieties of data: the explicit data that the end user enters in a form and the behind-the-scenes HTTP information. Both varieties are critical. The HTTP information includes cookies, information about media types and compression schemes the browser understands, and so on. 1.3 Generate the results. This process may require talking to a database, executing an RMI or EJB call, invoking a Web service, or computing the response directly. Your real data may be in a relational database. Fine. But your database probably doesn't speak HTTP or return results in HTML, so the Web browser can't talk directly to the database. Even if it could, for security reasons, you probably would not want it to. The same argument applies to most other applications.You need the Web middle layer to extract the results inside a document.
指纹识别方法的综述 摘 要: 对在指纹的预处理和特征提取、指纹分类、指纹的匹配过程中的方向图、滤波器、神经网络等关 键性原理和技术做了详细的说明,并对在各个过程中用到的方法做了进一步的比较,讨论了各种方法的优越性。 0 引 言 自动指纹识别是上世纪六十年代兴起的,利用计算机取代人工来进行指纹识别的一种方法。近年 来,随着计算机技术的飞速发展,低价位指纹采集仪的出现以及高可靠算法的实现,更使得自动指纹识 别技术越来越多地进入到人们的生活和工作中,自动指纹识别系统的研究和开发正在成为国内外学术 界和商业界的热点。相对于其他生物特征鉴别技术例如语音识别及虹膜识别,指纹识别具有许多独到 的优点,更重要的是它具有很高的实用性和可行性,已经被认为是一种理想的身份认证技术,有着十分 广泛的应用前景,是将来生物特征识别技术的主流。 1 指纹取像 图 1 是一个自动指纹识别系统AFIS(Automated Fingerprint Identification System) 的简单流程。 → → → ↓ ↑ ———— 将一个人的指纹采集下来输入计算机进行处理是指纹自动识别的首要步骤。指纹图像的获取主要利用设备取像,方便实用,比较适合AFIS 。利用设备取像的主要方法又利用光学设备、晶体传感器和超声波来进行。光学取像设备是根据光的全反射原理来设计的。晶体传感器取像是根据谷线和脊线皮肤与传感器之间距离不同而产生的电容不同来设计的。超声波设备取像也是采用光波来取像,但由于超声波波长较短,抗干扰能力较强,所以成像的质量非常好。 2 图像的预处理与特征提取 无论采取哪种方法提取指纹,总会给指纹图像带来各种噪声。预处理的目的就是去除图像中的噪 音,把它变成一幅清晰的点线图,以便于提取正确的指纹特征。预处理是指纹自动识别过程的第一步, 它的好坏直接影响着指纹识别的效果。常用的预处理与特征提取( Image Preprocessing and Feature Ex 2 t raction) 方法的主要步骤包括方向图计算、图像滤波、二值化、细化、提取特征和后处理。当然这些步骤 可以根据系统和应用的具体情况再进行适当变化。文献[ 1 ]提出了基于脊线跟踪的方法能够指纹取像 图像预处理 特征提取 指纹识别 数据库管理
绩效考核制度 一、绩效管理制度 二、高层绩效考核表 三、中层绩效考核表 四、主管绩效考核表 五、基层绩效考核表
目录 第一章总则 第二章考核方法 第三章月度考核 第四章年度考核 第五章考核组织与申诉处理 第六章附则
第一章总则 第一条为提高珠联公司基础管理水平，建立科学的现代管理制度，充分调动员工的积极性和创造性，使员工紧紧围绕公司的发展目标，高效地完成工作任务，根据公司目前的实际情况，特制定本管理办法。 第二条适用范围 本办法适用于珠联公司全体员工。 第三条考核目的 1.通过目标逐级分解和考核，促进公司经营目标的实现； 2.通过考核合理计酬，提高员工的主观能动性； 3.通过绩效考核促进上下级沟通和各部门间的相互协作； 4.通过考核规范工作流程，提高公司的整体管理水平； 5.通过评价员工的工作绩效、态度、能力和素质，帮助员工提升自身工作水平和综合素质水平，从而有效提升公司的整体绩效和整体员工素质。 第四条考核原则 1.以提高员工绩效为导向； 2.定性考核与定量考核相结合； 3.多角度考核； 4.公平、公正、公开原则。 第五条考核用途 考核结果的用途主要体现在以下几个方面： 1、月度绩效奖金的发放； 2、年度绩效奖金的发放；
3、薪酬等级的调整； 4、岗位晋升及调整； 5、员工培训安排； 6、先进评比 具体实施方法参照《珠联公司薪资管理制度》 第二章考核方法 第六条考核周期 考核分为月度考核和年度考核。月度考核于每月的1-10日内完成上月的考核，年度考核于次年元月25日前完成。 第七条月度绩效考核 （一）绩效是指被考核人员所取得的工作成果，考核员工本职工作任务完成的情况，包括每个岗位的岗位职责指标和公司年度任务分解到部门及岗位的指标。 （二）月度考核的考核工具为绩效考核表格，各岗位均有岗位相对应的绩效考核表格。 第八条考核维度（即所占比例） 考核维度是考核对象考核的不同角度和不同方面，包括业绩维度、行为维度。 （一）业绩维度：业绩指被考核人员所取得的工作成果，考核范围包括每个岗位的岗位职责指标、任务目标完成情况、对下属的管理和工作指导的绩效。 （二）行为维度：即品行考核，对被考核人员的品行考核，考核范围为对岗位任职者在工作过程中表现出来的行为情况的考核。
外文资料译文及原文 译文(一) 消费者体验旅游和品牌的结合 米契尔罗伯特 定义消费者体验旅游 制造工厂参观，公司博物馆和公司访客中心表现为被不同名字已知的观光事业片段：制造业观光事业，工业的吸引、工业的观光事业和工业的遗产观光事业。在每一个描述性的长期的共同目标是在消费者学习品牌，其运作，生产过程，历史和历史意义的时候建立一个消费者和品牌之间的纽带。有人建议在这里CET代表一个统一的主题的旅游。这个术语捕捉消费者的消费能力发现更多关于他们所消费的品牌，而制造商可以在与该工厂的客人接触的30-120分钟时间里建立与这些消费者更密切的关系。 参与的品牌 品牌经理寻求解决在三个层次消费者的需求： （1）功能（对消费者提供解决问题的办法）; （2）符号（提供心理欲望满意度）; （3）经历（提供感官快乐，品种，认知，刺激） CET可以通过视觉地介绍品牌，运作，生产工艺，历史和历史意义加强消费者和品牌之间的纽带。这种纽带可以被看作是个人品牌参与和品牌忠诚度的提高。认知参与反映了消费者对产品的兴趣（或学习更多）。CET可以通过刺激消费者对于品牌和生产过程的想象提高消费者的认知水平。此外，积极口碑沟通刺激满足旅客可能会比其他形式的促销更可信。 缺乏现有的直接研究关注 迄今为止，CET已经在行销文学中受到一点注意。米契尔和米契尔（2001年）对此内容这种的旅游网站进行了评估。此外，这些相同的作者已经评估食物和饮料工业中的现象（米契尔和米契尔，2000年），非营利部门（米契尔和米契尔，2001年b），和整体经济（米契尔等， 2001）。米契尔和米契尔（2002）为学者提出了格式，用来评估在当地的服务领域这些设施的地方利益。该主题通常包括对整合营销的简要讨论，但已收到直接研究的关注很有限。
绩效管理外文翻译外文文献中英翻译____________________________________________________________________ ________________________ Performance management-how to appraise employee performance Abstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two Introduction Challenges of performance management Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means,
虹膜识别外文翻译文献 虹膜识别外文翻译文献 (文档含中英文对照即英文原文和中文翻译) 外文： The first chapter 1.1 The research background of iris recognition Biometrics is a technology for personal identification using physiological characteristics and behavior characteristics inherent in the human body. Can be used for the biological characteristics of biological recognition, fingerprint, hand type face, iris, retina, pulse, ear etc.. Behavior has the following characteristics: signature, voice, gait, etc.. Based on these characteristics, it has been the development of hand shape recognition, fingerprint recognition, facial recognition, iris recognition, signature recognition and other biometric technology, many techniques have been formed and mature to application of. Biological recognition technology in a , has a long history, the ancient Egyptians through identification of each part of the body size measure to carry out identity may be the earliest human based on the earliest history of biometrics. But the modern biological recognition technology began in twentieth Century 70 time metaphase, as biometric devices early is relatively expensive, so only a higher security level atomic test, production base.due to declining cost of microprocessor and various electronic components, precision gradually improve, control device of a biological recognition technology has been gradually applied to commerce authorized, such as access control, attendance management, management system, safety certification field etc.. All biometric technology, iris recognition is currently used as a convenient and accurate.
外文文献原稿和译文 原稿 Performance management - how to appraise employee performance Abstract Performance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the two Introduction Challenges of performance management Reasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected
旅游品牌定位外文翻译文献(文档含英文原文和中文翻译)
原文： Destination brand positions of a competitive set of near-home destinations Abstract: Although the branding literature commenced during the 1940s, the first publications related to destination branding did not emerge until half a century later. A review of 74 destination branding publications by 102 authors from the first 10 years of destination branding literature (1998–2007) found at least nine potential research gaps warranting attention by researchers. In particular, there has been a lack of research examining the extent to which brand positioning campaigns have been successful in enhancing brand equity in the manner intended in the brand identity. The purpose of this paper is to report the results of an investigation of brand equity tracking for a competitive set of destinations in Queensland, Australia between 2003 and 2007. A hierarchy of consumer-based brand equity (CBBE) provided an effective means to monitor destination brand positions over time. A key implication of the results was the finding that there was no change in brand positions for any of the five destinations over the four year period. This leads to the proposition that destination position change within a competitive set will only
首先，画一下我们通常讲研发管理的范畴：确定如何立项，如何确定产品目标，如何把控项目进度，如何驱动产品一代代完善以及如何调动团队积极性等。 在时间周期上来说，我们归纳为5个关键步骤：选方向、定目标、控进度、带团队和排干扰。相配套的，则是在这五个关键步骤的一些流程和工具的使用。 一、高效研发的5个关键步骤 第一步：立项——定方向 在豌豆荚的整个研发过程中，立项称为ProductBrief或者Project Brief。团队的产品经理会撰写一个1－2页的文档，然后和执行团队进行评审，如果评审通过，立项就成功了。文档一般包含会包含以下内容： 1. 愿景：一句话表达清楚要做什么； 2. 分析市场机会和趋势，决定当前策略； 3. 确定目标用户的特征和核心需求； 4. 现存的解决方案和各自的优劣势； 5. 该项目对豌豆荚的利益点；如果不做该项目，哪些竞争对手会做，对竞争对手的利益点； 6. 需要哪些技术的支持和驱动，哪些技术是豌豆荚的弱项； 7. 人力需求； 8. 项目的紧急程度，是否需要快速推进； 9. 发布策略； 10.核心衡量指标，用来衡量成功的指标。 第二步，OKR 体系——定目标 对一个项目来说，设定目标是非常重要的，因为这决定了如何去做，以及能做到何种程度。豌豆荚采纳的目标管理是从 Google 引进的 OKR 体系（Objectives& Key Results，目标与关键成果），这跟传统的 KPI（Key Performance Indicator，关键绩效考核）稍微有些区别： 1. OKR 首先是沟通工具：豌豆荚共有 300 多人，每个人都要写 OKR。为了便于沟通，所有这些OKR都会放在一个文档里。任何员工都可以看到 CEO 的这个季度最重要的目标是
外文文献翻译译文 一、外文原文 Corporate Performance Management Abstract Two of the most important duties of a chief executive officer are (1) to formulate strategy and (2) to manage his company’s performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies, and then proceed to explain how the functioning of a company can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system is the corporate performance evaluation model, the structure of which is mapped into the planning system’s database, simulation models and budgeting tools’ structures, and also used to shape information contained in the system’s products, besides being the nucleus of the language used by the system’s agents to talk about corporate performance. The ontology of planning, the guiding principles of corporate planning and the history of ”MADE”, the corporate performance management system discussed in this article, are reviewed next, before we proceed to discuss in detail the structural components of the corporate planning and control system introduced before. We conclude the article by listing the main steps which should be followed when implementing a performance planning, control and evaluation system for a company. 1.Introduction Two of the most important corporate tasks for which a chief executive officer is p rimarily responsible are (1) to formulate strategy and (2) to manage the company’s performance. In this article we examine the second of these tasks and discuss how
企业如何认识和做好绩效管理 随着集团绩效考评体系一系列举措的出台，同事们开始关注绩效管理，集团领导更是亲力亲为参与绩效考评办法的审定及各项配套体系建设工作。那么，何谓绩效管理？让我们大家一起来回顾这个既古老又新颖的概念，更让我们用睿智的思维去评判我们这个大家庭该如何做好这项管理工作。 什么是绩效管理 1、绩效管理的含义 所谓绩效管理，是指各级管理者和员工为了达到组织目标共同参与的绩效计划制定、绩效辅导沟通、绩效考评评价、绩效结果应用、绩效目标提升的持续循环过程，绩效管理的目的是持续提升个人、部门和组织的绩效。 对于绩效管理的含义，可以从以下三个方面进行理解： （1）绩效管理是一个过程 绩效管理是一个包含若干环节的系统，融入于我们工作的每一天，通过该系统的运行来实现企业的管理目的。绩效管理不但关注结果，更关注管理每一个环节，它是一个过程。 （2）绩效管理注重持续沟通 绩效管理特别强调通过沟通辅导实现员工能力的提高，进而实现绩效改进的目的。绩效管理不是迫使员工工作的“大棒”，也不是引诱员工工作的“胡萝”，而是以人本思想为指导的组织——员工双赢策略。各级管理者都要参与到绩效管理的过程中来，各种方式的沟通辅导贯穿于整个绩效管理系统之中，管理者与员工通过这一平台相互理解、彼此促进。（3）绩效管理的最终目的在于绩效改进 绩效管理旨在通过绩效评价促使员工持续改进工作绩效，评是手段，改进才是最终目的。组织在对员工制定的绩效计划进行跟踪考评，以绩效沟通贯穿全程，通过辅导员工持续改进绩效，从而实现组织战略目标和培育组织核心竞争力。 2、绩效管理的作用 （1）绩效管理能有效推进企业战略目标实施 企业的战略目标逐年以年度目标形式分解为部门目标，再将员工个人目
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”; c orporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the extent to which these accountabilities are reflected in job responsibilities, which would then