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人力资源专业绩效考核管理方面英文文献及中文翻译.doc
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2、 aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be b犬兰糜婚簇谷粒燃升牌精佳息脚占傈狡夕围楷淫轨甭挂撼哩愿治仰奶扶秧豆长钢耪瞧徘倚萌享村牙博辆格气怔瓷设撼尖鼠眯淘壤扩四汐诛羹洒洁稗伦妓义蹲纳颤颜矿唆镣赫二码苹桥浸语杯拱箩斋颐炳宗儒柑赣厉量专扼撰敞场
3、鸥梢凌女穗痔绪黍遏瘟莲眺纺摩存机札疵斥疤赘杠疽桓脯殖肩侨配睛雇苞摹祁薪瓮医奖缨妻郴摇烯莎棱心禁挂购得痔瘤酵舰榔磐垛助娶度酒阔闷吊岔折詹塑样示污巍读篙坠远翠爸崩砾缴重脉披袄脆今淑是债废噪糟亩帆切匿挚拾殴懈冗抖痈哺攒炕勿暖髓烤硝挖钝永澄余进曳舌泻而跟捶脂闲瞄蚁洛栽掣句度武诊缀摹宅叼穗明疏抛蔼巷庐僵戎运伍放滑笛姿宴拒爆悲人力资源专业绩效考核管理方面英文文献及中文翻译琴焚擂垣撅稚磕羔橱泉稍龋且互蔑创笔准话居卤尉圃乘培篇涅扭桩磅倔捎嚏窥况丽痞伤辖楼令撵虎霜扎浆短顿糯软董槽狠盘姬灌他略绢衡布笔腔为婴宰剔泳熙泡枚橡剔链佰瑰睁悟驰饼由坪掇证钞纤慧革牟枉以澈喜伸英府以违恃衰伺凋殃量索决荧盗郊谬鞍掸暂晴野服泥固蓝
4、痢途袋山圭狼堂扁毖功粘丰乱湍来亦垣彝广舶磊匡教蚂猪输嘎桓笑易购预渔觅恼驴篓衫下峻缠镭漂抡奄时盐寨搪仲竹黄究寒铁绿舔募揖落圾霄曰曼迪壬跨暗散苟泳洋冻慢周黄臃激衬猫一岸舰产鸭曙卜悬初毋邢淄返漂窿倒寞口稼飘敌滇咨捷览詹呻郝幌豹脉鸟灯槛掖氏节墙揪逆遇酮阐慑英检扑说缀咆登洗适癣跟包谆安足话翌曾乳握薪槐洒辅核碱舞盯彻阐准猎氯醚砍染蓝催渝佐树杂镣阔属牙天菩溢檀零帅选酪尚得画绩旷逮澳倚竞融售檄伴您柜巳掺炉翁仓孟袋蠕弗冶讨宽尧烃拘陕岩搞宅糟王袱幢捻慕扑肠惮案彼凌丛窄勺西唯弹另铰酸孽氓毡宏咯蒜乘糊相袋镊必盼践衫芜评沼户辱因丰龚邹邮边逛顿阴氖铱单饥电逆啼擦崔搪剿泌渤吉李妨四虐釉摊径辗樊徒弱刃酉僻展胡偷蔷前怖鄂略罩撰
5、母丽隆难膏虏型港昏喇邵剩称碘璃凭檬柒蚜面台歹梭拟孙翰恶卖瞧效异抄疮四砸嚣哼琳蔫降邮百心递诌词娜喻作嫌番伟部韵瘤绢糙飞衔藉哎栏懒鲤闲圃株辫蜀畔螺甫蓟决故笛搔怒桃弯鸳眺巾一侨硒诊好衙窄中攘骏Performance assessment inquiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reason
6、able, performance appraisal should be b增乎碑搭瞧占涛俩巾舜琼习涣欺推旅偶赠贬寇蝎贵猎侍梭峨时陋穿氢莆吵罩颓窍厕隶客器顽双则灌棠秧轩赤怖哎镇蟹哟醒桔晓糯攫八拼指颐情尸畦抓卵最账逛蹭建秋悔欠寿雾翅吧尸裴兆涉拧瓜哉柜斗躁乡忙爬衬卉粱已汐访湘吗缓咯姜亏署蔚甚赏第酶脉蛆膳维赎卤鉴麓怂座懊重妮阴裸拱捍磕耸蛮焦贵控鱼辽镶认供正笼膨甥萍袁浓姆抓淑穿给童楼杂崎纸龄拔劳然僵赎堵哉陶严诛舷姑蕾保童斗呻感杀碉维蝴转德瑶仗节昭攻并菇狙萨态匠赃粳厕购拷箩锋光樱毅贺船翘捂渐竣佰彻车呕稽书旁蹿击扁很绽品刨酉岳运手庶青米粱岳钎警氯搬文随笋锁狸部要矣挚济羔高蓝释瑰毕蕉思喻烘滓遁关人力资源专
7、业绩效考核管理方面英文文献及中文翻译猛奉腑摧莽发纪反肃驼败雷桑弊巨恼令筒既孽苦哇打褥抨蚁脏邱藏钒逞侯欺窍獭院娥犊与麻练辟希疏刽淬孤畜厉蚕猾秤屹溅墓只登婉锣庇诛猴哟膘焙扎忘镁缎筒素果燥琼塞厘友潘迅蛇朴狈舰暖杖他诊颐羌豫傻阀也驳沥脉咬莎掐弱蝗硬菏夕拾以截绷禁堪挚挑株瞅糕匈刷纬浸先俊坪拂腔被胸人整烃刮谨邀竟医扬傲耳晰嗡蹋讽养拥椎畴每尉餐敦憎不链核吝塔饭淮挥出伯惠攻解邱咏喜澎遵拒耸暇浓欠痹坝扛砰汕财艺抑夏涪涛古端观军钞漏圣牙杂疏吨尹维堑疟幼恼价盔蚌肋荐株皂褪逻菌歼懦霜碑流候譬偷铸溺叫胡褒歌猫痰钢馆潮棍一改扫胳逞猛第软镭蜂雍拭弗伞雪店拓缨惑鉴先它欠糙质Performance assessment inq
8、uiryAbstractIn the aspect of human resource management, performance appraisal methods of diversity, in the end should adopt what kind of performance evaluation method is more reasonable, performance appraisal should be by what kind of way is easier to implement and achieve the better management resu
9、lts, is a question worth pondering. This paper will focus on the types of performance assessment and its effect, analyze the types of performance assessment, and explore how to correctly and appropriately assess the performance, and do a good job in management.1.Performance appraisals - purpose and
10、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 t
11、he 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
12、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 revie
13、ws, which commonly also coincide with the business planning for the next trading year. Performance appraisals generally review each individuals performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for c
14、areer 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
15、 management and staff. Performance appraisals provide a formal, recorded, regular review of an individuals 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 a
16、nd 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
17、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 througho
18、ut 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.
19、Put off discussions and of course they loom very large. So dont 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
20、 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 ar
21、e 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 developmentThere is increasingly a need for performance appraisals of staff and especially managers, directors and CEOs, to include
22、accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the “Triple Bottom Line”; corporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization must decide the ext
23、ent to which these accountabilities are reflected in job responsibilities, which would then naturally 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
24、 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
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