第五章performance feedback

绩效评估的英语
绩效评估是现代企业管理中非常重要的一环，它通过评估员工的工作表现，从而决定他们的晋升、奖励或惩罚。

绩效评估需要进行科学、客观、公正的评价，同时需要考虑不同员工的特点和不同工作的性质。

在这篇文章中，我们将介绍一些与绩效评估相关的英语词汇和表达，以帮助读者更好地理解和应用这一概念。

1. Performance evaluation / appraisal 绩效评估/考核
2. Job responsibilities 工作职责
3. Performance goals 绩效目标
4. Performance indicators 绩效指标
5. Key performance indicators (KPIs) 关键绩效指标
6. Performance metrics 绩效指标
7. Performance review 绩效评审
8. Performance improvement plan (PIP) 绩效改进计划
9. Performance rating 绩效评分
10. Performance feedback 绩效反馈
11. Self-assessment 自我评估
12. Peer assessment 同事评估
13. 360-degree assessment 全方位评估
14. Performance-based pay 绩效工资
15. Bonus 奖金
16. Promotion 晋升
17. Demotion 降职
18. Termination 终止
以上是一些常用的绩效评估相关英语词汇和表达。

希望这些内容能够帮助读者更好地掌握这一概念，从而在工作中更加高效和成功。

人力资源管理师（二级）专业英语词汇表序号词汇中译词意1 Acceptability 可接受性2 Achievement tests 成就测试3 Action plan 行动计划4 Action steps 行动步骤5 Adventure learning 探险学习法6 Adverse impact 负面影响7 Agency shop 工会代理制8 Alternative dispute resolution （ADR）建设性争议解决方法9 Analytic approach 分析法10 Appraisal politics 评价政治学11 Apprenticeship 学徒制12 Arbitrary 仲裁13 Assessment 评价14 Assessment center 评价中心15 Attitude awareness and change program 态度认知与改变计划16 Attitudinal structuring 态度构建17 Audiovisual instruction 视听教学18 Audit approach 审计法19 Balanced scorecard 综合评价卡20 Basic skills 基本技能21 Behavior-based program 行为改变计划22 Behavior modeling 行为模拟23 Benchmarks 基准24 Benchmarking 评判25 Benefits 收益26 Bonus 奖金27 Boycott 联合抵制28 Career 职业29 Career counseling 职业咨询30 Career curves （maturity curves) 职业曲线（成熟曲线)31 Career management system 职业管理系统32 Career support 职业支持33 Centralization 集权化34 Coach 教练35 Cognitive ability 认知能力36 Cognitive outcomes 认知性结果37 Collective bargaining process 劳资谈判过程38 Community of practice 演练小组39 Compa—ratio 比较比率40 Compensable factors 报酬要素41 Competency assessment 能力评估42 Competitive advantage 竞争优势43 Concentration strategy 集中战略44 Concurrent validation 同时效度45 Consumer price index，CPI 消费者价格指数46 Content validation 内容效度47 Continuous learning 持续学习48 Contributory plan 投入计划49 Coordination training 合作培训50 Core competencies 核心竞争力51 Criterion—related validity 效标关联效度52 Critical incident 关键事件53 Critical incident method 关键事件法54 Cross—cultural preparation 跨文化准备55 Cross—training 交叉培训56 Cultural environment 文化环境57 Cultural shock 文化冲击58 Customer appraisal 顾客评估59 Data flow diagram 数据流程图60 Database 数据库61 Decentralization 分散化62 Decision support systems 决策支持系统63 Defined—benefit plan 养老金福利计划64 Defined-contribution plan 资方养老金投入计划65 Delayering 扁平化66 Depression 沮丧67 Development planning system 开发规划系统68 Differential piece rate 差额计件工资69 Direct costs 直接成本70 Discipline 纪律71 Disparate impact 差别性影响72 Disparate treatment 差别性对待73 Diversity training 多元化培训74 Downsizing 精简75 Downward move 降级76 Efficiency wage theory 效率工资理论77 Electronic performance support system （EPSS）电子绩效支持系统78 Employee empowerment 员工授权79 Employee leasing 员工租借80 Employee survey research 雇员调查与研究81 Employee wellness programs （EWPs）雇员健康修炼计划82 Entrepreneur 企业家83 Equal employment opportunity （EEO) 公平就业机会84 Essay method 书面方式85 Ethics 道德86 Expatriate 外派雇员87 Expert systems 专家系统88 External analysis 外部分析89 External growth strategy 外边成长战略90 External labor market 外部劳动力市场91 Factor comparison system 因素比较法92 Feedback 反馈93 Flexible benefits plans （cafeteria plans) 灵活的福利计划（自助福利方案)94 Flextime 灵活的时间95 Forecasting （劳动力供求）预测96 Formal education programs 正规教育计划97 Frame of reference 参照系98 Functional job analysis, FJA 职能工作分析99 Gain sharing plans 收益分享计划100 Globalization 全球化101 Goals 目标102 Goals and timetables 目标和时间表103 Graphic rating-scale method 图式评估法104 Group—building methods 团队建设法105 Group mentoring program 群体指导计划106 Hay profile method 海氏剖析法107 High-leverage training 高层次培训108 High—performance work systems 高绩效工作系统109 Hourly work 计时工资制110 Human capital 人力资本111 Human resource information system (HRIS）人力资源信息系统112 Human resource management 人力资源管理113 Human resources planning, HRP 人力资源计划114 Indirect costs 间接成本115 Individualism/collectivism 个人主义/集体主义116 Input 投入117 Instructional design process 指导性设计过程118 Internal analysis 内部分析119 Internal growth strategy 内部成长战略120 Internal labor force 内部劳动力121 Internet 互联网122 Internship programs 实习计划123 Interview 面试124 Intraorganizational bargaining 组织内谈判125 Job analysis 工作分析126 Job classification system 工作分类法127 Job description 工作描述128 Job design 工作设计129 Job enlargement 工作扩大化130 Job enrichment 工作丰富化131 Job evaluation 工作评价132 Job experiences 工作经验133 Job involvement 工作认同134 Job posting and bidding 工作张贴和申请135 Job progressions 工作提升136 Job ranking system 工作重要性排序法137 Job rotation 工作轮换138 Job satisfaction 工作满意度139 Job specification 工作规范140 Job structure 工作结构141 Key jobs 关键工作142 Labor market 劳动力市场143 Labor relations process 劳动关系进程144 Leaderless group discussion 无领导小组讨论法145 Learning organization 学习型组织146 Long—term-short-term orientation 长期-短期导向147 Maintenance of membership 会员资格维持148 Management by objectives，MBO 目标管理149 Management forecasts 管理预测150 Management prerogatives 管理特权151 Manager and / or supervisor appraisal 经理和/或上司评估152 Managing diversity 管理多元化153 Markov analysis 马克夫分析法154 Mediation 调解155 Mentor 导师156 Merit guideline 绩效指南157 Minimum wage 最低工资158 Motivation to learn 学习的动机159 Needs assessment （培训）需要评价160 Negligence 疏忽161 Nepotism 裙带关系162 Ombudsman 调查专员163 On—the-job training, OJT 在职培训164 Opportunity to perform 实践的机会165 Organizational analysis 组织分析166 Organizational capability 组织能力167 Orientation 导向培训168 Outplacement counseling 重新谋职咨询169 Output 产出170 Outsourcing 外包171 Panel interview 小组面试172 Pay—for-performance standard 按绩效的报酬标准173 Pay grade 工资等级174 Pay level 工资水平175 Pay-policy line 工资政策线176 Pay structure 工资结构177 Peer appraisal 同事评估178 Performance appraisal 绩效评价179 Performance feedback 绩效反馈180 Performance management 绩效管理181 Performance planning and evaluation (PPE) 绩效规划与评价系统182 Perquisites 津贴183 Person analysis 个人分析184 Person characteristics 个人特征185 Personnel selection 人员甄选186 Point system 积分法187 Position analysis questionnaire，PAQ 职位分析问卷调查188 Power distance 权力差距189 Predictive validation 预测效度190 Profit sharing 利润分享191 Promotion 晋升192 Protean career 多变的职业193 Psychological contract 心理契约194 Psychological support 心理支持195 Range spread 工资范围跨度196 Readability 易读性197 Readiness for training 培训准备198 Reasoning ability 推理能力199 Recruitment 招募200 Reengineering 流程再造201 Relational database 关联数据库202 Reliability 信度203 Repatriation 归国准备204 Replacement charts 替换表205 Request for proposal （REP）（培训）招标书206 Return on investment （ROI）投资回报207 Role ambiguity 角色模糊208 Role analysis technique 角色分析技术209 Role play 角色扮演210 School-to—work 从学校到工作211 Selection 甄选212 Self-appraisal 自我评估213 Self-efficacy 自信心214 Situational interview 情景面试215 Skill-based pay 技能工资216 Skill inventories 技能量表217 Specificity 明确性218 Spot bonus 即时奖金219 Staffing tables 人员配置表220 Strategic choice 战略选择221 Strategic congruence 战略一致性222 Strategic human resource management （SHRM) 战略性人力资源管理223 Strategy formulation 战略形成224 Strategy implementation 战略执行225 Task analysis 任务分析226 Team leader training 团队领导培训227 360—degree feedback process 360度反馈过程228 Total quality management （TQM）全面质量管理229 Training 培训230 Training administration 培训管理231 Training outcomes 培训结果232 Transaction processing 事务处理233 Trend analysis 趋势分析234 Utility 效用235 Utility analysis 效用分析236 Validity 效度237 Verbal comprehension 语言理解能力238 Vesting 既得利益239 Virtual reality 现实虚拟240 Voicing 发言241 Wage and salary survey 薪资调查242 Wage-rate compression 工资压缩243 Web-based training 网上培训244 Work permit/ work certificate 就业许可证245 World Wide Web 万维网246 Yield ratio 成功率助理人力资源管理师（三级)专业英语词汇表序号认知词汇中译词意1 Acceptability 可接受性2 Achievement tests 成就测试3 Action plan 行动计划4 Action steps 行动步骤5 Adventure learning 探险学习法6 Adverse impact 负面影响7 Alternative dispute resolution （ADR）建设性争议解决方法8 Analytic approach 分析法9 Appraisal politics 评价政治学10 Apprenticeship 学徒制11 Arbitrary 仲裁12 Assessment 评价13 Assessment center 评价中心14 Basic skills 基本技能15 Behavior-based program 行为改变计划16 Behavior modeling 行为模拟17 Benchmarks 标杆18 Benchmarking 评判19 Benefits 收益20 Bonus 奖金21 Boycott 联合抵制22 Career 职业23 Career counseling 职业咨询24 Career curves （maturity curves）职业曲线（成熟曲线)25 Career management system 职业管理系统26 Career support 职业支持27 Centralization 集权化28 Community of practice 演练小组29 Compa—ratio 比较比率30 Compensable factors 报酬要素31 Competency assessment 能力评估32 Competitive advantage 竞争优势33 Concentration strategy 集中战略34 Concurrent validation 同时效度35 Consumer price index，CPI 消费者价格指数36 Core competencies 核心竞争力37 Criterion—related validity 效标关联效度38 Critical incident 关键事件39 Critical incident method 关键事件法40 Cross-cultural preparation 跨文化准备41 Cross—training 交叉培训42 Cultural environment 文化环境43 Cultural shock 文化冲击44 Customer appraisal 顾客评估45 Data flow diagram 数据流程图46 Database 数据库47 Decentralization 分散化48 Delayering 扁平化49 Depression 沮丧50 Development planning system 开发规划系统51 Differential piece rate 差额计件工资52 Direct costs 直接成本53 Discipline 纪律54 Disparate impact 差别性影响55 Disparate treatment 差别性对待56 Diversity training 多元化培训57 Downsizing 精简58 Downward move 降级59 Efficiency wage theory 效率工资理论60 Electronic performance support system (EPSS）电子绩效支持系统61 Employee empowerment 员工授权62 Employee leasing 员工租借63 Ethics 道德64 Expatriate 外派雇员65 Expert systems 专家系统66 External analysis 外部分析67 External growth strategy 外边成长战略68 External labor market 外部劳动力市场69 Factor comparison system 因素比较法70 Feedback 反馈71 Forecasting (劳动力供求）预测72 Formal education programs 正规教育计划73 Frame of reference 参照系74 Functional job analysis，FJA 职能工作分析75 Gain sharing plans 收益分享计划76 Globalization 全球化77 Goals 目标78 Goals and timetables 目标和时间表79 Graphic rating-scale method 图式评估法80 Group-building methods 团队建设法81 Group mentoring program 群体指导计划82 Hay profile method 海氏剖析法83 High—leverage training 高层次培训84 High—performance work systems 高绩效工作系统85 Hourly work 计时工资制86 Human capital 人力资本87 Human resource information system （HRIS）人力资源信息系统88 Human resource management 人力资源管理89 Human resources planning, HRP 人力资源计划90 Indirect costs 间接成本91 Individualism/collectivism 个人主义/集体主义92 Input 投入93 Instructional design process 指导性设计过程94 Internal analysis 内部分析95 Internal growth strategy 内部成长战略96 Internship programs 实习计划97 Interview 面试98 Intraorganizational bargaining 组织内谈判99 Job analysis 工作分析100 Job classification system 工作分类法101 Job description 工作描述102 Job design 工作设计103 Job enlargement 工作扩大化104 Job enrichment 工作丰富化105 Job evaluation 工作评价106 Job experiences 工作经验107 Job involvement 工作认同108 Job posting and bidding 工作张贴和申请109 Job progressions 工作提升110 Job ranking system 工作重要性排序法111 Job rotation 工作轮换112 Job satisfaction 工作满意度113 Job specification 工作规范114 Job structure 工作结构115 Key jobs 关键工作116 Labor market 劳动力市场117 Labor relations process 劳动关系进程118 Leaderless group discussion 无领导小组讨论法119 Learning organization 学习型组织120 Long—term—short-term orientation 长期—短期导向121 Maintenance of membership 会员资格维持122 Management by objectives, MBO 目标管理123 Management forecasts 管理预测124 Management prerogatives 管理特权125 Manager and / or supervisor appraisal 经理和/或上司评估126 Managing diversity 管理多元化127 Markov analysis 马克夫分析法128 Mediation 调解129 Mentor 导师130 Merit guideline 绩效指南131 Minimum wage 最低工资132 Motivation to learn 学习的动机133 Needs assessment (培训)需要评价134 Negligence 疏忽135 Nepotism 裙带关系136 Ombudsman 调查专员137 On—the—job training(OJT) 在职培训138 Opportunity to perform 实践的机会139 Organizational analysis 组织分析140 Organizational capability 组织能力141 Orientation 导向培训142 Outplacement counseling 重新谋职咨询143 Output 产出144 Outsourcing 外包145 Pay—policy line 工资政策线146 Pay structure 工资结构147 Peer appraisal 同事评估148 Performance appraisal 绩效评价149 Performance feedback 绩效反馈150 Performance management 绩效管理151 Performance planning and evaluation （PPE) 绩效规划与评价系统152 Perquisites 津贴153 Person analysis 个人分析154 Person characteristics 个人特征155 Personnel selection 人员甄选156 Point system 积分法157 Position analysis questionnaire，PaQ 职位分析问卷调查158 Power distance 权力差距159 Predictive validation 预测效度160 Profit sharing 利润分享161 Promotion 晋升162 Protean career 多变的职业163 Psychological contract 心理契约164 Psychological support 心理支持165 Readiness for training 培训准备166 Reasoning ability 推理能力167 Recruitment 招募168 Reengineering 流程再造169 Reliability 信度170 Repatriation 归国准备171 Replacement charts 替换表172 Request for proposal （REP）（培训）招标书173 Return on investment (ROI）投资回报174 Role ambiguity 角色模糊175 Selection 甄选176 Self—appraisal 自我评估177 Self—efficacy 自信心178 Situational interview 情景面试179 Skill-based pay 技能工资180 Skill inventories 技能量表181 Specificity 明确性182 Spot bonus 即时奖金183 Staffing tables 人员配置表184 Strategic choice 战略选择185 Strategic congruence 战略一致性186 Strategic human resource management （SHRM）战略性人力资源管理187 Strategy formulation 战略形成188 Strategy implementation 战略执行189 Task analysis 任务分析190 Team leader training 团队领导培训191 360-degree feedback process 360度反馈过程192 Total quality management （TQM）全面质量管理193 Training 培训194 Training administration 培训管理195 Validity 效度196 Voicing 发言197 Wage and salary survey 薪资调查198 Wage—rate compression 工资压缩199 Web-based training 网上培训200 Work permit/ work certificate 就业许可证人力资源管理：（Human Resource Management ，HRM）资源经理：（human resource manager）高级管理人员：（executive）职业：（profession）道德标准：（ethics）操作工:(operative employees）专家:（specialist）人力资源认证协会：(the Human Resource Certification Institute,HRCI）外部环境:(external environment）内部环境：(internal environment)政策：(policy)企业文化:（corporate culture）目标：（mission）股东:(shareholders)非正式组织:（informal organization）跨国公司：（multinational corporation，MNC)管理多样性：（managing diversity）工作：（job）职位：(posting）工作分析:（job analysis）工作说明：（job description)工作规范:(job specification）工作分析计划表:（job analysis schedule,JAS)职位分析问卷调查法:（Management Position Description Questionnaire,MPDQ) 行政秘书:（executive secretary)地区服务经理助理：(assistant district service manager）人力资源计划：（Human Resource Planning,HRP）战略规划：(strategic planning）长期趋势：(long term trend）要求预测：（requirement forecast）供给预测：(availability forecast)管理人力储备：(management inventory）裁减:(downsizing）人力资源信息系统：（Human Resource Information System，HRIS）招聘:（recruitment)员工申请表：(employee requisition）招聘方法：(recruitment methods）内部提升：（Promotion From Within ，PFW）工作公告：（job posting)广告：(advertising)职业介绍所：（employment agency）特殊事件：（special events）实习：（internship）选择:（selection)选择率:（selection rate）简历：（resume）标准化:（standardization）有效性：（validity)客观性：（objectivity）规范：（norm）录用分数线:(cutoff score）准确度：(aiming）〉业务知识测试:（job knowledge tests）求职面试：(employment interview）非结构化面试：(unstructured interview)结构化面试:（structured interview)小组面试：(group interview）职业兴趣测试:(vocational interest tests）会议型面试：（board interview）>业务知识测试：（job knowledge tests) 求职面试：(employment interview）非结构化面试：（unstructured interview）结构化面试:（structured interview)小组面试:(group interview）职业兴趣测试:（vocational interest tests）会议型面试：（board interview)。

上海交通大学工商管理专业管理学院、教授上海市法华镇路535号上海交通大学管理学院邮政编码：200052电子邮件：verasjtu66@电话：62932760 个人简介管理学博士，博士生导师,人力资源管理研究所执行所长。

中国人力资源管理教学与实践研究会副会长；中国人力资源开发研究会常务理事；上海市劳动与社会保障学会人力资源专业委员会副主任；上海世博会志愿者培训专家导师；美国管理学术学会（AOM）会员。

在复旦大学获学士和硕士学位,在上海交通大学获博士学位。

2003年作为研究交流学者，在美国新泽西州州立大学商学院研究跨国企业知识转移合作项目，1997年为美国康涅狄格大学商学院的访问学者，研修人力资源管理。

2001年在香港科技大学研修管理研究方法。

作为第一研究者,获国家人事部第四届科研成果二等奖,上海市教学成果二等奖,中国人力资源开发研究会、中国人力资源开发杂志社科研成果一等奖,上海市精品课程《人力资源管理》负责人。

科学研究近年发表的主要论文姜秀珍，顾琴轩，王莉红，金思宇，.错误中学习与研发团队创新：基于人力资本与社会资本视角，管理世界, 录用王莉红，顾琴轩, 团队学习行为、个体社会资本及学习倾向：个体创新行为的多层次视角，研究与发展管理，录用顾琴轩,姜秀珍,王莉红,青年公务员职业倾向影响实证研究，中国人力资源开发，2011（4），13-19Qinxuan Gu，Yingting Gu. A Factorial Validation of Knowledge-Sharing Motivation Construct. Journal of Service Science and Management, 2011(1),59-65.Qinxuan Gu, Lihong Wang, Judy Y. Sun and Yanni Xu. Understanding China’s Post-80 Employees’ Work Attitudes: An Explorative Study. Journal of Chinese Human Resource Management,2010( 2), 74-94.王莉红，顾琴轩, 许彦妮, 组织人力和社会资本与探索性和拓展性绩效：知识共享中介效应, 人力资源管理评论，2010（1），39-50顾琴轩，王莉红，人力资本与社会资本对创新行的影响：基于科研人员个体的实证研究，科学学研究，2009(10), 1564-1570顾琴轩，傅一士，贺爱民，知识共享与组织绩效：知识驱动的人力资源管理实践作用研究，南开管理评论，2009(2), 59-66王莉红顾琴轩，人力资本与社会资本对创新行为的影响：跨层次模型研究，工业工程与管理，2009(5), 91-97顾琴轩，田相庆，王莉红，职业倾向对组织承诺与留职意向影响研究，工业工程与管理，2008(5),106-112孙锐顾琴轩，基于问题解决的科技创新人才能力培养策略研究自然辩证法研究，2007(11), 95-99顾琴轩、石金涛，员工股权激励：一项反思性案例研究，管理评论，2007（10），30-36顾琴轩陈亮，优化劳动力派遣用工体系研究?D?D以某汽车公司“星级劳务工”模式为例，中国人力资源开发，2007（4）卢慧顾琴轩，绩效考核，你究竟惹了谁？中国人力资源开发，2006(9),顾琴轩杨彩玲，技术人员的职业倾向与职业满意、组织忠诚研究，科学学研究，2006(2),288-293顾琴轩田新民龚晓麒，研究型大学建设中教师职业倾向实证研究，中国人力资源开发，2005(9),顾琴轩周铖，国企经营者人力资本价值评估指标：国企与外企不同视角的研究，中国人力资源开发，2004年(10)，中国人大报刊资料中心《工业企业管理》全文转载，2004(12)顾琴轩黄培清，研发人员职业倾向与职业成功发展，科学学与科学技术管理，2004(12)顾琴轩朱勤华，可口可乐中国公司薪酬制度变化及其启示，管理现代化，2003(5)主要著作、教材及译著顾琴轩专著：国企经营者人力资本价值与收入分配，华东理工大学出版社，2004年12月版顾琴轩主编，组织行为学，上海人民出版社/格致出版社，2003年第1版, 2007年第2版, 2011年3月第3版顾琴轩主编，绩效管理，上海交通大学出版社，2006年第1版，2009年第2版顾琴轩主编，职务分析：技术与范例，中国人民大学出版社，2006年版顾琴轩主译《组织行为学》（作者：Kreitner,R.& Kinicki），中国人民大学出版社，2007年7月版顾琴轩主译《督导管理：原理与技能训练》（作者：(Samuel C. Certo），机械工业出版社，2007年7月版顾琴轩主译《组织行为学经典文献》（第8版,Osland，Turner，Kolb，Rubin)，中国人民大学出版社，2010年12月版主要研究课题国家自然基金重点课题，负责人，组织文化与组织创造力研究:基于组织二元情境视角，71032003国家自然基金课题，负责人，基于多层次组织创新行为的影响因素研究--从人力资本与社会资本互动视角，70771064国家社会科学基金课题，负责人，国有企业经营者人力资本价值计量与收入分配激励研究，01BJY034上海市教育科学研究项目，负责人，基于职业生涯发展的高校毕业生就业指导研究, B08005 上海市科技发展基金软科学研究重点课题, 负责人，提升企业创新能力的知识库研究(09692101500教育部重点课题，负责人，基于战略的开发与行政功能协同的高校教师工作绩效评价研究（DFA090224）教学概况为MBA、研究生和人力资源管理本科专业承担《人力资源管理》、《组织行为学》、《招聘评价与绩效评估》、《培训与开发》、《组织设计与开发》课程。

员工激励英文Employee motivation refers to the various strategies and techniques used by organizations to inspire, encourage, and incentivize employees to perform at their best and achieve organizational goals. It plays a crucial role in enhancing employee engagement, job satisfaction, and productivity.There are several effective approaches to employee motivation, including:1. Recognition and rewards: Acknowledging and rewarding employees for their hard work, achievements, and contributions can be a powerful motivator. This can be in the form of monetary bonuses, promotions, public recognition, or even simple gestures of appreciation.2. Development opportunities: Providing employees with opportunities to learn new skills, undertake training programs, or attend workshops can boost their motivation by enhancing their professional growth and career prospects.3. Goal setting: Setting clear and challenging goals for employees can motivate them to strive harder and perform at their best. Goals should be specific, measurable, attainable, relevant, and time-bound (SMART), and should align with both individual and organizational objectives.4. Effective communication: Regular and open communication between managers and employees is essential for motivation. It helps in clarifying expectations, providing feedback, andaddressing concerns or queries, thereby fostering a positive work environment and boosting motivation.5. Employee involvement and empowerment: Involving employees in decision-making, giving them autonomy and responsibility, and empowering them to take ownership of their work can significantly increase their motivation levels.6. Performance feedback: Providing timely and constructive feedback on employees' performance helps them understand their strengths and areas for improvement. Constructive feedback can motivate employees to enhance their performance, while positive feedback can boost their morale and motivation.7. Work-life balance: Promoting work-life balance through flexible work arrangements, wellness programs, and initiatives that prioritize employees' personal well-being can improve job satisfaction and motivation.8. Fairness and equity: Employees must perceive the workplace as fair and equitable for motivation to flourish. Offering fair compensation, providing equal opportunities for growth and advancement, and addressing concerns or grievances in a just and impartial manner are crucial factors in motivating employees. Overall, employee motivation is a multifaceted aspect of organizational management that requires a combination of strategies and techniques tailored to individual and organizational needs. By creating a motivating work environment, organizationscan foster employee satisfaction, engagement, and productivity, ultimately contributing to their success.。

人力资源管理之绩效管理专业术语英语翻译集团标准化工作小组 #Q8QGGQT-GX8G08Q8-GNQGJ8-MHHGN#人力资源管理之绩效管理专业术语英语翻译1绩效管理，2绩效评价3绩效计划4绩效目标5绩效辅导6绩效沟通7绩效分析8绩效评价面谈9绩效反馈10排序法11强制分布法12关键事件法13图尺度评价法14配对比较法，行为锚定等15级评价法16目标管理法17绩效评价标准不清，趋紧，趋松，居中趋势，18晕轮效应19效度、信度20关键绩效指标21 360反馈过程22平衡记分卡23绩效改进24高绩效工作系统1, performance management,2 Performance Evaluation3 Performance Plan4 performance targets5 Performance counseling6 the performance of communication7 Performance Analysis8 Performance Evaluation interviews9 Performance Feedback10 Sort11 mandatory distribution12 critical incident method13 map-scale evaluation14 pairs of comparative law, and other acts of anchoringEvaluation 15Management Act, 16 goals17 Performance evaluation criteria clear, tight, more loose, center trend18 halo effect19 validity, reliability20 Key Performance IndicatorsFeedback processes 21,36022 Balanced Scorecard23 performance improvement24 high-performance work systems。

Chapter 5The Performance of Feedback Control Systems 主要内容：5.2 Test Inputs signals(典型输入信号)；5.3 Performance of a Second-Order System(二阶系统的性能)；5.4 Effects of a Third Pole and a Zero on the Second-order System Response(第三个极点、零点对二阶系统的影响);5.5The s-plane Root Location and Transient Response(s-平面极点分布和动态响应) ;5.6The Steady-State Error of Feedback Control System(反馈系统的稳态误差) ;概念要点:1.The ability to adjust the transient and steady-state response of a feedback control system is a beneficial outcome of the design of control system.The transient response (动态响应)is the response that disappears with time. Thesteady-state response（稳态响应）is that which exists a long time following any input signal initiation.The common time-domain (时域)performance specifications (性能指标) are such as percent overshoot P .O.%(超调量) ,the settling time T s (调整时间)，the peak time T p (峰值时间), the rise timeT r .(上升时间),and steady-state error ss e (稳态误差) etc.2.The physical significance of ζand nαζω=(阻尼比和阻尼系数的物理意义)αcontrols the rate of rise or decay of the unit-step response ，in other words, αcontrols the “damping”of the system, and is called the damping factor (阻尼系数). The inverse of α,1α, is proportional to the time constant of the system.When the two roots of the characteristic equation are real and equal ，we call the system critically damped(临界阻尼)，which occurs when1ζ=，at this condition ，the d amping factoris simply n αω=.Thus ，we can regard ζas the dampingratio (阻尼比), that is nαζω=(damping ratio=actual damping factor/damping factor at critical damping)(阻尼比=实际阻尼系数/临界阻尼系数)3.The classification of the system dynamics with respect to the value of ζ1)1ζ>, overdamped (过阻尼)When 1ζ≥, the step response does not exhibit any overshoot; that is y(t) never exceeds its final value during the transient.2)1ζ=, critically damped (临界阻尼)3)01ζ<<, underdamped (欠阻尼)The transient response that occurs when 01ζ<<exhibit an oscillation in which the amplitude decreases with time, and it is called a damped oscillation (阻尼震荡).As ζdecreases, the closed-loop roots approach the imaginary axis(虚轴), and the response becomes increasing oscillatory with larger overshoot.4)0ζ=, undamped(无阻尼)The imaginary axis corresponding to zero damping or undamped(0ζ=). Zero damping results in a sustained oscillation response,and the system is marginally stable or marginally unstable(临界稳定).5)0ζ<,negatively damped （负阻尼）The right-half s-plane corresponds to negative damping. Negative damping gives a response that grows in magnitude without bound with time, and the system is unstable.4.The physical significance of n ωand n d ωω=The n ωis defined as the natural undamped frequency (无阻尼自然震荡频率).When 0ζ=, the damping is zero, the roots of the characteristic equation are imaginary;the unit-step response is purely sinusoidal.n ωcorresponds to the frequency of undamped sinusoidal response.When 01ζ<<, the imaginary part of the roots has the magnitude of d ω,d ωissometimes defined as the damped frequency (阻尼震荡频率).5.The specification of prototype second-order system （二阶系统的性能指标）. (1)Percent overshoot (P.O.)（超调量）The percent overshoot (P.O.)of a prototype second-order system is a function of only the damping ratio ζ. As ζdecrease, the P.O. becomes larger.(2)Settling Time s T （调整时间）When 00.69ζ<<, the settling time 4n s T ζω≈.A practical way of reducingthe settling time is to increase n ωwhile holding ζconstant. Although the response will be more oscillatory, the percent overshoot depends only on ζ, and can be controlled independently.(3)Rise Timer T (上升时间)and Peak Time p T （峰值时间）r T and p T are proportional to ζand inversely proportional to n ω;Increase the natural frequency n ω,will reduce r T and p T .6.Effects of a Third Pole and a Zero on the Second-order System Response （附加闭环零点、极点对二阶系统性能的影响）Adding a pole of the closed-loop transfer function increase the rise time(r T and p T )of the step response and decrease the percent overshoot (P.O.)；(附加闭环极点延缓系统的响应，减小超调量)The additional of close-loop zero reduce the rise time and increase the percent overshoot.(附加闭环零点加快系统的响应，增大超调量)7.Dominant poles (主导极点)of transfer functionsThe poles that have a dominant effect on the transient response are called dominant poles .The response of high-order system can be approximated by the dominant poles of the second-order system as long as the real part of the dominant roots is less than 1/10~1/5of the real part of the other roots.(高阶系统的性能可用二阶主导极点近似)In design ，we can use the dominant poles to control the dynamic performance of the system, whereas in insignificant poles are used for the purpose of ensuring that the controller transfer function can be realized by physical components.8.Steady-State Error (稳态误差)1)The Steady-State Error of a system response is defined as the discrepancy between the output and the reference input when the steady state (t →∞) is reached.2)The steady-state errors of linear system depend on the type of the input signal and the type of the system.(稳态误差与输入信号的类型与系统的型有关)3)When using the final value theorem (终值定理)of Laplace transform to analysis the steady-state errors, it is important to check that ()sE s has not any poles on the j ω-axis or in the right-half s-plane.4)The error-constant method does not apply to systems with sinusoidal input.(误差系数的方法不适用于正弦输入信号)。

绩效管理期末复习内容1.目标管理成功实施的关键点？（1）有效的领导风格；（2）组织层次分明；（3）挑战性目标；（4）进行即时的工作反馈2.如何理解战略地图的四个层面？（1）财务层面财务层面用传统财务术语(如投资报酬率、收入增长和单位成本等)描述了战略的有形成果，提供了组织成功的最终定义(针对企业而言)。

①收入增长战略②生产率战略（2）客户层面客户层面由组织在市场上的预期绩效成果和驱动绩效达成的客户价值主张构成。

预期绩效成果代表了组织希望在既定的细分市场上所取得的最终业绩，通常表现为组织针对预期成长和获利能力最大的目标客户群确定的概括性目标和指标。

①产品/服务特征②客户关系③形象和声誉。

（3）内部业务流程层面流程是指一系列活动的组合，这一组合接受各种投入要素，包括信息、资金、人员、技术等，最后产生客户所期望的结果，包括产品、服务或某种决策结果。

①运营管理流程②客户管理流程③创新流程④法规与社会流程。

（4）学习与成长层面学习与成长层面描述了组织的无形资产及其在战略中的作用。

所谓无形资产，是指没有实物形态，但能被所有者占有、使用并带来经济效益的非货币性长期资产。

人力资本、信息资本、组织资本3.评价主体培训的主要内容？（1）关于避免评价主体误区的培训（2）关于绩效信息收集方法的培训（3）关于熟悉评价指标的培训（4）关于如何确定绩效标准的培训（5）关于正确使用评价方法的培训（6）关于如何做好绩效反馈的培训4.简述绩效反馈面谈的步骤？(一)绩效反馈面谈的前期准备（1）选择合适的面谈时间（2）选择合适的面谈地点和环境（3）收集、整理面谈所需要的信息资料(二)绩效反馈面谈的过程（1）面谈的开场白（2）面谈的实施（3）面谈的结束（三）绩效反馈面谈的总结和改进5.绩效管理流程简图6.目标管理有什么优点？（1）明确了目标和方向；（2）有一定的激励性；（3）为绩效考核提供依据7.标杆管理的类型？按标的不同分类（1）内部标杆管理内部标杆管理以企业内部操作为基准，是最简单且易操作的标杆管理法之一。

员工绩效管理程序Staff Performance Management Procedu res1.目标Objectives通过上级经理与下属员工之间就工作职责、工作目标及标准、工作绩效等问题所做的沟通，帮助下属不断提高工作业绩，促进下属员工能力的提高，确保个人、部门及公司绩效目标的实现。

同时通过对员工一定时期的工作成绩、工作能力的考核，把握每一位员工的实际工作状况，为教育培训、工作调动，以及提薪、晋升、奖励、表彰等提供客观可靠的依据。

Performance management is for ensuring the achievement of performance targets of each staff, department and the company through communication between the managers and his subordinates on job duties, objectives and standards as well as performance, which support the improvement of performance and competence of subordinates. Performance appraisal aims to appraise the performance and capability of staff in a certain time to know each employee’s working status.Meanwhile, it’s also offering objective and reliable proofs for training, reassignment, salary increment, promotion, reward and commendation etc.2.绩效管理环节 Performance Management Courses●绩效计划Performance planning●绩效实施与监控Performance monitoring●绩效考核Performance appraisal●绩效反馈Performance feedback3.各环节具体要求、流程 Process of Performance Management Courses3.1制订绩效计划 Performance Plan上级经理根据考核周期公司对员工要求和期望，和员工共同确定工作绩效目标及衡量标准，并将员工绩效计划考核表(包括关键绩效考核指标和通用指标等部分) 交员工确认。