淺談人力資源管理中的績效考核管理 中英文翻譯

1、<p>　　淺談人力資源管理中的績效考核管理</p><p><b>　　中英文翻譯</b></p><p>　　Introduction to human resource management in the performance appraisal management in both Chinese and English translation &

2、lt;/p><p>　　摘要：人力資源管理已經(jīng)隨著時代的發(fā)展在企事業(yè)單位所占的位置越來越重要，企事業(yè)單位的發(fā)展無處不需要員工的勞動和貢獻，在以人為本的社會體制下，要對人力資源進行有效的管理就需要建立良好的績效管理制度，通過績效考核來促進企業(yè)內(nèi)部人力資源的良性發(fā)展，從而最大限度上為企業(yè)的反正提供動力。本文主要論述人力資源中的績效管理中需要注意的問題。</p><p>　　Abstract: hu

3、man resource management has along with the development of the era of more and more important in enterprises and institutions of the position, the development of the enterprises and institutions is not need to employees a

4、nd the contribution of labor, under the social system of people-oriented, to carries on the effective management of human resources will need to set up a good performance management system, through the performance evalua

5、tion to promote the virtuous development of the </p><p>　　關鍵詞：人力資源管理 績效考核管理 策略</p><p>　　Keywords: human resource management, performance appraisal management strategy </p><p>　　世界經(jīng)濟

6、發(fā)展正朝著一體化方向邁進，我國的企業(yè)管理模式改革也應該緊緊跟上世界經(jīng)濟發(fā)展的部分，進行系統(tǒng)的改變，把人力資源當做發(fā)展的重中之重，通過加強人力資源管理中的績效考核實施力度，將人力資源管理推上新的臺階，為企事業(yè)單位發(fā)展提供充足的動力保障。人力資源管理是一項系統(tǒng)性的，實踐性很強的工作?？冃Э己擞质侨肆Y源管理中重要的一環(huán)，績效考核就是把企業(yè)發(fā)展的既定目標當做標準，進行解析，為員工在各自崗位上的工作態(tài)度和行為以及工作的結果，進行制定，評判，反饋

7、和調整。在整個考核的過程中要本著公平公正合理的原則，充分調動員工的工作積極性，讓企事業(yè)單位具有良好的凝聚力和創(chuàng)造力，那么也就有效的增強了企業(yè)在市場競爭中的核心競爭力，從而讓企業(yè)不斷壯大發(fā)展。</p><p>　　World economic development is moving toward integration direction, our country enterprise management m

8、ode reform should also be closely keep up with the parts of the world economic development, to the change of the system, the human resources development as a top priority, by strengthening performance appraisal in human

9、resources management enforcement, to human resources management onto a new stage, the development for the enterprises and institutions to provide sufficient power protection. Hum</p><p>　　一、人力資源管理的深度和在企業(yè)中重要地

10、位</p><p>　　A, the depth of the human resource management and the important position in the enterprise </p><p>　　企事業(yè)單位在人力資源的選聘以及工作勞動所得分配上需要一套公平合理的考核標準，績效考核就是應這一要求逐漸發(fā)展完善的，在人力資源管理中把每個員工的績效考核標準根據(jù)公司的

11、發(fā)展狀況進行明確的規(guī)劃，把員工的工作任務，工作能力，工作態(tài)度作為考核的基本內(nèi)容，把單位的發(fā)展目標和發(fā)展中的需要當做考核的標準，通過對目標進行有效分解，落實到工作崗位中的每個人，讓每個人都能在發(fā)展中明白自己的工作目標，并按照整體目標實現(xiàn)所需的時間完成自己份內(nèi)的工作，這就是我們所說的績效考核體系，績效考核管理對于企業(yè)的發(fā)展具有非常實際的作用，每個人的目標完成情況直接關系著企事業(yè)單位的發(fā)展狀況，反過來單位根據(jù)每個人完成的工作狀況對每個人進行合

12、理的獎酬分配，不僅對員工的付出是一種肯定，更能體現(xiàn)出多勞多得，按勞分配的市場原則。</p><p>　　Enterprises and institutions work in hiring human resources and labor income distribution need a fair and reasonable assessment standards, performance appra

13、isal is demanded by the development gradually perfect, in the human resources management each employee performance appraisal standard according to clear the situation of the development planning of the staff work tasks,

14、work ability, work attitude, as the basic content of assessment, the unit of the goal of development and the need for the in</p><p>　　績效考核在現(xiàn)今企事業(yè)單位為了實現(xiàn)預定目標的一個手段。通過這個手段，既減少了一次性的投入過大和存在的不科學部公平現(xiàn)象。也能更清晰地看到每一個考核的真

15、實數(shù)據(jù)。企業(yè)的生存靠什么？無非是靠自身的技術或者業(yè)務水平。那么企事業(yè)單位的這些利潤和業(yè)績誰來創(chuàng)造呢？就是在科學管理下的職員。這就足以說明了績效考核在企事業(yè)單位人力資源管理中的作用：鼓勵員工提高技術、擴展業(yè)務來實現(xiàn)更大的利潤。因而，績效考核不僅僅只是一個考核，是為了提高工作效率，為了企業(yè)的共同利益。把每一個員工都納入自我績效考核的氣氛中來。</p><p>　　Performance evaluation in m

16、odern enterprises and institutions in order to achieve the intended target of a method. By this means, both to reduce the one-time investment is too large and the existing phenomenon of science fair. Can see more clearly

17、 every inspection of real data. Enterprise survival depends on what? Nothing more is to rely on their own technology or business level. So the enterprises and institutions of the who to create profits and performance? Is

18、 under the scientific management </p><p>　　二、績效考核存在的問題</p><p>　　Second, the problems existing in the performance appraisal </p><p>　　就目前各個企事業(yè)單位的發(fā)展來說，人力資源管理中績效考核管理還存在著諸多問題，這些問題表現(xiàn)相對集中

19、，也比較繁瑣，為單位的發(fā)展產(chǎn)生的阻礙作用，所以我們要認真分析這些問題，進而采取有效的手段，克服這些問題，讓人力資源管理走上良性發(fā)展的道路。這些問題主要表現(xiàn)在以下幾個方面：</p><p>　　At present, the development of the various enterprises and institutions, performance appraisal management in hum

20、an resources management still exist many problems, these problems relatively concentrated, is more complicated, the effects of the obstacles of the development for the unit, so we have to careful analysis of these proble

21、ms, and take effective means to overcome these problems, make human resource management on the road of healthy development. These problems mainly displays in the follow</p><p>　　1.績效考核的單一性</p><p&g

22、t;　　1. Performance appraisal of oneness </p><p>　　很多企事業(yè)單位的考核只是對人的考核，僅僅在考核過程中評價這個人的表現(xiàn)：如工作認真、待人熱情等。當然考核也存在人情考核等一些很不公平的考核方式，現(xiàn)在的企業(yè)不是靠考核人生存的，它考核的是一個人的綜合素質，企業(yè)不需要沒有技術的好人，也不需要有技術的壞人。所以，人力資源的考核既是對人的考核也是對事的考核，如果只有態(tài)度沒有

23、績效，那么考核就是一句空話，考核就是不科學的。</p><p>　　Many enterprises and institutions of the evaluation is the appraisal of people, just in the process of assessment and evaluation of the performance of this person, such as th

24、e work is earnest, treats people the enthusiasm, etc. Also exist in human feelings of examination, etc, of course, some very unfair appraisal way, now the business is not live on the inspection person, its appraisal is a

25、 person's comprehensive quality, enterprises don't need no technology good, also do not need to have the t</p><p>　　2.績效考核主要看業(yè)績或者利潤</p><p>　　2. Performance appraisal mainly the earnings

26、or profits </p><p>　　這也是現(xiàn)在績效考核的一個誤區(qū)。很多的企事業(yè)單位對人員的考核靠的就是業(yè)績。如果一個剛加入的職員就給安排了一個前所未有的目標并且要求按時完成，那么這樣的考核從一開始就是錯誤的。因為考核者只簡單的把考核看成了一個任務，而并沒有全面的客觀分析這個考核的可操作性，沒有客觀的考慮被考核者的自身及周圍的客觀環(huán)境。</p><p>　　This is now a

27、 myth of performance appraisal. Many enterprises and institutions of the appraisal of staff depends on performance. If a newly joined staff will give arranged an unprecedented finish the goal and requirements, then the a

28、ssessment is wrong from the beginning. Because assessed simply regarded the assessment as a task, rather than the objective analysis of the comprehensive assessment of the operability, no objective consideration be asses

29、sed itself and the surrounding circumstances. </p><p><b>　　3.績效考核走形式</b></p><p>　　3. The formal performance appraisal </p><p>　　很多單位的員工都希望績效考核能和自己的升遷掛鉤，以此來激勵自己的工作積極性。但很多

30、企業(yè)只是把考核走形式，在考核之初相當?shù)恼J真，給員工一種假象，讓員工覺得自己升遷的希望很大?？煽己酥挥芯驮贌o音信，結果就是本來很有潛力的員工一個個走掉。造成核心人員的流失。企業(yè)競爭力大大下降。</p><p>　　Many units staff hope that performance appraisal can be hook and their promotion, in order to motivate

31、 their work motivation. But many enterprises is to assess formal, at the beginning of the evaluation is quite serious, give employees an illusion, let employees feel hope of promotion is very large. Only then can the ins

32、pection again, the result is originally have potential employees go one by one. Cause a loss of core staff. Enterprise competitiveness drops greatly. </p><p>　　4.考核的結果得不到真實的反饋</p><p>　　4. The ap

33、praisal result can not get real feedback </p><p>　　考核結果不反饋大概有2種結果，一是考核的記過吃吃沒有反饋給被考核者，使考核者認為考核時一種人為地暗箱操作。被考核者也就無從知道自己的考核是否通過，自身有哪些缺點需要改進，哪些地方時滿意的。也有可能是企業(yè)的管理者如果把考核的信息公布很可能會引起下屬或者員工的不滿，在以后的工作中采取的非暴力不合作態(tài)度或者做出一些暴

34、力的事件來。二一個是考核者本身的職業(yè)素質或技能太低。沒有能力把考核的信息通過比較完整的敘述傳達給被考核者。</p><p>　　Assessment results are not feedback about two kinds of results, one is the inspection result to eat no feedback to be assessed, the assessed to

35、think an artificially black-box operation. Be assessed also don't know your assessment will be through, the shortcomings of their own needs to be improved, what place. It is possible that enterprise managers if the a

36、ssessment released information is likely to cause dissatisfaction with the subordinates or employees, in the later work of non-violent coope</p><p><b>　　三、績效考核的策略</b></p><p>　　3, the

37、 performance evaluation of the strategy </p><p>　　1.考核要制定客觀的標準。</p><p>　　1. The assessment should formulate objective criteria. </p><p>　　績效考核，應該制定客觀的考核標準，是每個員工都能明確考核標準。把員工工作能力和與勞動成

38、果結合起來，建立客觀明確的績效考核標準。依據(jù)工作崗位和工作性質的不同而分別設立如，崗位工資等。把員工的素質和業(yè)績這兩個概念形成一個合理的比例分配。在素質達到的情況下要特別的突出業(yè)績。</p><p>　　Performance appraisal, should make objective evaluation criteria, is that every employee can clear the ins

39、pection standard. Combine employees the ability to work and work, establish the performance appraisal standards of objective clear. According to the work and of the different nature of work and set up such as respectivel

40、y, post salary, etc. The employee's quality and performance of these two concepts to form a reasonable allocated proportion. Under the condition of the quality to be especial</p><p>　　2.及時反饋考核信息，考核與薪酬并重&

41、lt;/p><p>　　2. Timely information feedback appraisal, appraisal and compensation </p><p>　　績效考核的信息要及時的犯規(guī)給被考核者，是其早工作中能更好的去認識其自身的不足，哪些方面需要改進，哪些方面是有點可以繼續(xù)的發(fā)揚等。及時反饋考核信息的也是對企業(yè)自身管理的一個很好的檢驗，考核反饋給主管，主管就直接和被

42、考核者面談，就能發(fā)掘其自身潛力，拓展更好的工作空間提供了機會。</p><p>　　Performance appraisal to foul to be assessed in time, is his early work can better get to know its own is not enough, what areas need improvement, which is a bit can

43、continue to carry forward, etc. Timely feedback the inspection information is also a good test for the enterprise own management, assessment and feedback to the director, supervisor and be assessed directly interview, wi

44、ll be able to explore their own potential, expand workspace provides a better chance. </p><p>　　績效考核不單純是考核。更應該和員工的薪資待遇掛鉤，才能更好的激發(fā)其工作熱情和創(chuàng)造的積極性。建立考核和薪酬掛鉤，能直接體現(xiàn)出員工的價值?？冃Э己艘簿透拥墓娇陀^。這樣企業(yè)的管理就會進入全新的模式，員工自身把企業(yè)當做自己的企

45、業(yè)，績效考核的真正作用也就隨之體現(xiàn)?？冃Э己艘簿蜁嬲谂_進企業(yè)管理而不是單獨存在。</p><p>　　Performance appraisal is not just appraisal. More should and staff salaries, can better stimulate their working enthusiasm and the enthusiasm of creation.

46、Establish inspection and compensation, can directly reflect the value of employees. Performance appraisal is that much more fair and objective. So that enterprise management, would be the new mode, the enterprise as his

47、employees themselves, performance appraisal of the real role goes. Performance appraisal can be really melt into the enterpri</p><p>　　四、綜上所述，我們都已經(jīng)知道績效考核在企事業(yè)單位發(fā)展中的重要作用，也都清晰人力資源管理中要做好績效考核是一件相對困難的工作?？冃Э己松婕暗姆矫姹?/p>

48、較多，管理水平要求也比較高，而且每個單位自身的不同也讓績效考核更為復雜，所以只有通過對各個企業(yè)和單位自身有清晰的認識，才能根據(jù)自身的實際情況，制定出符合自己的績效考核體系，為企業(yè)營造出更為積極向上的內(nèi)部環(huán)境，從而在發(fā)展過程中順應時代潮流，朝著更寬更廣的道路邁進。</p><p>　　Four, above all, we all already know development the important rol

49、e of performance appraisal in enterprises and institutions, are all clear to do performance appraisal in human resource management is a relatively difficult work. Performance appraisal involves aspects is more, the manag

50、ement level requirement is high also, but also make every unit has its own different performance appraisal is more complicated, so it is only by itself has a clear understanding of various enterprises and units, ca</p