人力资源专业绩效考核管理方面英文文献及中文翻译

Performance assessment inquiry

Abstract

In 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 results, 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 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 businessplanning 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 becausepeople 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 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 naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the director's 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 addre“sswhole 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 advantagein 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 VAK 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) p erformance measurement - transparent, short, medium and long term

(2) c larifying, defining, redefining priorities and objectives

(3) m otivation through agreeing helpful aims and targets

(4) m otivation though achievement and feedback

(5) t raining needs and learning desires - assessment and agreement

(6) i dentification of personal strengths and direction - including unused hidden strengths

(7) c areer and succession planning - personal and organizational

(8) t eam roles clarification and team building

(9) o rganizational 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 managersand appraisesalike. 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, askyourself 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) F ormal annual performance appraisals

(2) P robationary reviews

(3) I nformal one-to-one review discussions

(4) C ounseling meetings

(5) Observation post

(6) Skills or career-related tests

(7) Assignment or task to follow the review, including the secondment

(8) A ssessmentCentre, including the observation group exercises, presentations and other tests

(9) C ommunicate with people who investigate the views of others

(10) Acts of psychological tests and other assessment

(11) Handwriting analysis

绩效考核探究

摘要

在人力资源管理方面，绩效考核的方法多种多样，到底应该采用哪一种绩效考核方法更为合理，绩效考核又应该通过什么样的途径更易于实现并取得更好的管理成效，是一个值得深思的问题。本文将重点探讨关于绩效考核的类型及其效果问题，分析目前绩效考核的种类，并探究如何正确适当地进行绩效考核，做好管理工作。

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。评估帮助开发个体, 改进组织表现, 并投入业务规划。正式的绩效考核,一般每年

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外文文献翻译——参考格式

广东工业大学华立学院 本科毕业设计（论文） 外文参考文献译文及原文 系部经济学部 专业经济学 年级 2007级 班级名称 07经济学6班 学号 16020706001 学生姓名张瑜琴 指导教师陈锶 2011 年05月

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企业人力资源管理系统分析与设计 外文翻译

Enterprise Human Resources Management System Design And Implementation Abstract: Human resource management system is the core content of modern enterprise management. With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce mode，the competition between enterprises is turning from visible economic markets to the network. Developing the human resource management system supported by computer technology，network technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision sciencefic,Modern human resource management uses B/S mode to avoid C/S modes short coming of difficult in maintdning and reusing.According to the functional requirements of the actual project,this article specificly state the analysis of system,the general desigin of the system,the detail design of system and the practice of the system. The development of the system is the practice of MVC design ideas, maing using the Jsp+Servlet+JavaBean form of development.Jsp is the practice of MVC design ideas’view,in charge of receiving/responding the request of the customer.Servlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system. In the practice of the system, somr open-source projrcts,such as the Ajax technique,JfreChart statements,fileupload technology,has been used. Using the modern human resource management theropy and analysising the actual situation, comparing the current situation of human resource management system, a huaman resource contents of management system basied on the Internet/Intranet has been designed. The main management,attendance management training more efficient statistics. Keywords:human resource management; B/S mode; Open-source projects; MVC mode. 摘要 人力资源管理系统是现代企业管理的核心内容。随着计算机信息技术的高速发展，电子商务模式的空前盛行，企业之间的竞争也从有形的经济市场转向了网络。开发以计算机技术、网络技术、信息技术支持的现代人力资源管理系统，既能提高企业人力资源管理的技术含量和企业的办事效率，也能使人力资源管理能够进入现代化、决策科学化的进程。现代人力资源管理系统采用了B/S模式，可以避免C/S模式的重用性差、维护难度高的缺点和

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毕业设计说明书 英文文献及中文翻译 学院：专 2011年6月 电子与计算机科学技术软件工程

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英语短文中英文翻译

my friend and I are taking a , we are seeing a boy sit on the chair,he is crying,we go and ask him.“what’s the matter with you” he tell us“I can’t find my dog can you help me”.“yes,I can”.And we help him find his dong .oh it stay under the big tree! 今天我和我的朋友一起去散步。突然我们看见一个男孩坐在椅子上，他哭的很伤心。我们走过去问他：“你怎么了”。他告诉我们：“我的狗不见了，你们能帮我找到它吗”。“是的，我们能帮你找到你的狗”然后我们帮助他找到了他的狗，原来是它呆在一棵大树下。 day an old man siselling a big young man comes to the elephant and begins to look at it old man goes up to him and says inhis ear,“Don't sa y anything about the elephant before I sell it,then i'll give you some money.”“All right,”says the young the old man slles the elephant,he gives the young man some money and says,“Now,can you tell me how you find the bad ears of theelephant?”“I don't find the bad ears,”says the young man.“Then why do you look at the elephant slowly?”asks the old young man answers,“Because I never see an elephant before,and I want to know what it looks like.” 一天，一个老的男人正在卖一头大象。一个年轻的男人走向大象然后开始慢慢看着它（大象），这个老的男人走向他对着他的耳朵说，“不要在我卖出它（大象）之前说关于它（大象）的事，然后我会给你一些钱。”“好的”，这个年轻的男人说。在这个老的男人卖出大象后，他给了年轻的男人一些钱并且说，“现在，你可以告诉我你是怎样知道大象的坏的耳朵了吧？”“我不知道坏的耳朵”，这个年轻的男人说。“然后为什么你慢慢的看着大象？”这个老的男人问。这个年轻的男人回答，“因为我在这之前从来没有见过大象，还有我想知道它（大象）是什么样子的。” 3.An old woman had a cat. The cat was very old; she could not run quickly, and she could not bite, because she was so old. One day the old cat saw a mouse; she jumped and caught the mouse. But she could not bite it; so the mouse got out of her mouth and ran away, because the cat could not bite it.? Then the old woman became very angry because the cat had not killed the mouse. She began to hit the cat. The cat said, "Do not hit your old servant. I have worked for you for many years, and I would work for you still, but I am too old. Do not be unkind to the old, but remember what good work the old did when they were young."? 一位老妇有只猫，这只猫很老，它跑不快了，也咬不了东西，因为它年纪太大了。一天，老猫发现一只老鼠，它跳过去抓这只老鼠，然而，它咬不住这只老鼠。因此，老鼠从它的嘴边溜掉了，因为老猫咬不了它。? 于是，老妇很生气，因为老猫没有把老鼠咬死。她开始打这只猫，猫说：“不要打你的老仆人，我已经为你服务了很多年，而且还愿意为你效劳，但是，我实在太老了，对年纪大的不