工商管理中英文對照外文翻譯文獻

中英文對照外文翻譯文獻第14頁共14頁(文檔含英文原文和中文翻譯)中英文對照外文翻譯績效考核與員工滿意摘要：績效考核通常也稱為業(yè)績考評或“考績”，是針對企業(yè)中每個職工所承擔的工作，應用各種科學的定性定量的方法，對職工行為的實際效果及其對企業(yè)的貢獻或價值進行考評?？冃Э己俗鳛橐环N有效的企業(yè)管理手段，在企業(yè)管理中發(fā)揮著非常重要的作用，是企業(yè)人力資源管理的核心。本文對當前我國績效考核中存在的問題做了詳細的分析。針對問題，文章提出從績效考核的各個角度進行控制，從而確?？冃Э己烁咝У轿唬罱K發(fā)揮人力資源管理的作用。關(guān)鍵詞：績效考核問題分析建議21世紀是知識經(jīng)濟時代，隨著經(jīng)濟競爭的加劇，人們越來越認識到人力資源是當今時代經(jīng)濟發(fā)展的第一資源。隨著人力資源管理在中國企業(yè)的發(fā)展的日趨成熟,績效管理作為人力資源管理的重要組成部分在企業(yè)內(nèi)部的地位也越發(fā)重要?？冃Э己耸侨肆Y源管理的核心問題之一，是保障并促進企業(yè)內(nèi)部管理機制有序運轉(zhuǎn)，實現(xiàn)企業(yè)各項經(jīng)營管理目標所必須進行的一種管理行為。美國組織行為學家約翰·伊凡斯維其認為，績效考核可以達到以下八個方面的目的：為員工的晉升、降職、調(diào)職和離職進行評估；組織對員工的績效考評的反饋；對員工和團隊對組織的貢獻進行評估；為員工的薪酬決策提供依據(jù)；對招聘選擇和工作分配的決策進行評估；了解員工和團隊的培訓和教育的需要；了解員工和團隊的培訓和教育的需要；對工作計劃、預算評估和人力資源規(guī)劃提供信息。績效考核是企業(yè)管理員工的有效手段,也是主要途徑,在企業(yè)管理中具有不可替代的核心地位。但是,現(xiàn)在有很多企業(yè)的績效考核與企業(yè)的發(fā)展策略相脫節(jié),企業(yè)績效考核體系也只是一個空殼而已,根本達不到對員工進行考核的目的,甚至還適得其反,導致人才流失。因此，對企業(yè)的績效考核工作進行分析，找出存在的問題，并解決這些問題成為企業(yè)勢在必行的工作。1當前績效考核中存在問題及原因分析1.1對績效考核的認識不充分（1）認為績效考核只是人力資源部的事。很多企業(yè)認為績效考核是績效管理的內(nèi)容，而績效管理又是人力資源管理職能之一，所以認為績效考核只是人力資源部的事。企業(yè)高層只做關(guān)于實施績效考核的指示并未具體指導；人力資源部在與其他職能部門進行溝通如何完善績效考核時不能得到積極配合。（2）對績效考核目標認識不夠?，F(xiàn)在許多企業(yè)強調(diào)引進先進考核手段，而領(lǐng)導者認為考核只是獎優(yōu)罰劣，對績效考核的最終目的沒有一個清楚的認識。績效考核的根本目的是要促進工作效果和效率，改進績效；績效考核的根本目的是改進，是考核員工是否按照工作規(guī)定完成工作任務?？己私Y(jié)果的好壞不是目的，而是要分析原因。。（3）認為績效考核獨立存在?？冃Э己穗m然是企業(yè)管理不可缺少的一項核心工作，但并不是可以獨立存在的，它需要有其他的相關(guān)工作作為基礎(chǔ)?？己酥皇亲罱K的一個環(huán)節(jié)，而且這種考核必須建立在這樣幾個基礎(chǔ)之上才會有效：合理的績效目標、明確的績效標準、績效輔導和客觀績效記錄、績效改進和員工技能發(fā)展。只有在以上這些工作的基礎(chǔ)上，績效考核才會是客觀公正的，才能讓員工接受，也才更有實際意義。1.2績效考核目的不明確（1）目標設(shè)定模糊，設(shè)定過程缺乏有力控制。工作計劃表中有目標設(shè)定一欄，考核制度也有要求每項工作必須有清晰的目標。如果企業(yè)要實行績效考核,那么就要清楚的知道為什么要實行績效考核。但從實際執(zhí)行情況來看，當前我國很多企業(yè)績效考核目的不明確，許多企業(yè)沒有明確績效考核目的，有時甚至是為了考核而考核，企業(yè)考核方和被考核方都未能充分清楚地了解績效考核只是一種管理手段，本身卻并非是管理的目的。絕大多數(shù)企業(yè)在工作計劃表的目標設(shè)定一欄基本上填寫的都是“完成”，但這并不能反映工作“完成”的具體狀況，所以使考核無從下手。（2）對企業(yè)績效考核的目的認識不夠的現(xiàn)象是很多企業(yè)都存在的問題。許多管理者將績效考核看作是管理和控制員工的一種手段,認為績效考核的目的是讓員工依照管理者的安排和意愿來做工作。因此,管理者會以績效考核的方式來牽制員工,建立自己的威信和展示自己的權(quán)威,把績效考核的成績當作挑員工毛病、批評和懲罰員工的依據(jù),這種績效考核對員工的心理帶來很大的壓力,造成不好的影響,使員工覺得績效考核是管理者用來控制他們的手段和工具,所謂的績效考核也就相當于挑毛病。因此,員工會產(chǎn)生逆反心理,增加恐懼感,自然的就會對績效考核產(chǎn)生抵觸情緒,最終造成績效考核實施失敗。（3）績效考核的目的可分為五類:一、作為晉升、解雇和調(diào)整崗位的依據(jù);二、作為確定工資、獎勵的依據(jù);三、作為潛能開發(fā)和教育培訓的依據(jù);四、作為調(diào)整人事政策、激勵措施的依據(jù);五、考核結(jié)果供生產(chǎn)、采購、營銷、研發(fā)、財務等部門制定工作計劃和決策時參考。只有明確了績效考核的目的后，績效考核工作才可能圍繞這個目的有條不紊地展開。1.3績效考核標準設(shè)計不科學（1）績效考核標準模糊,表現(xiàn)為標準欠缺、標準與工作的相關(guān)性不強，操作性差或主觀性太強，過于單一和標準沒有量化等現(xiàn)象。工作標準中只有一些文字性評語，沒一個可以客觀評分的標尺，使得評價者可以隨意給個分數(shù)或考核結(jié)果。（2）對企業(yè)員工進行績效考核,其結(jié)果難以客觀的進行判斷，不同的主觀理解使考核結(jié)果產(chǎn)生偏差。結(jié)果，就會產(chǎn)生對標準衡量尺度的寬嚴不一。有些考核者要求過高，經(jīng)常表現(xiàn)出對員工的工作感到失望，在考核時，就會低估員工應得到的評價。相反，有些考核者認為最好的員工是根本不存在的，最差的員工也是很難找到的，于是往往習慣于將員工都評定為中間等級。所以,企業(yè)員工也不愿接受這樣的考核結(jié)果。（3）缺乏明確的績效目標。員工不清楚企業(yè)對自己的要求是怎樣的,不清楚做到哪個程度才算是做好,因此,員工的表現(xiàn)也難以得到企業(yè)的認可。還有一些企業(yè)的績效考核只是一種是形式,沒有真正的內(nèi)容,績效考核雖然每年都在實行,但是每年都只是“隔靴搔癢”、“走馬觀花”。使績效考核的結(jié)果失去了意義，不再具有客觀性、可比性和有效性。1.4績效考核指標體系存在缺陷（1）績效考核體系設(shè)計不切合實際。由于企業(yè)的規(guī)模與管理水平的參差不齊，企業(yè)對績效評價的投入與管理層次也差別較大。有些企業(yè)雖然制定了自己的企業(yè)管理績效目標，但由于現(xiàn)階段在理論上績效管理尚缺少科學實用的方法，又或因為公司績效管理考核委員會成員經(jīng)驗不足，使得績效指標的分解不恰當、考核目的不明確、考核原則的混亂和自相矛盾等問題，由此埋下了績效目標難以完成的隱患。（2）績效考核體系設(shè)計缺乏科學性、實用性。管理績效評價指標體系是評價工作的基礎(chǔ)和核心，而許多企業(yè)并沒用完全理解績效評價的重要意義，完全流于一種形式，表現(xiàn)為為了考核而考核。在考核的內(nèi)容、項目設(shè)定以及權(quán)重設(shè)置等方面常表現(xiàn)出無相關(guān)性和隨意性，長官意志和個人好惡明顯。同時，很多企業(yè)的績效考核標準過于模糊，難以準確量化，實用性較差，極易引致不全面、非客觀公正的判斷，使績效考核的結(jié)果很難使被信服。2解決績效考核存在問題的建議2.1.樹立科學績效觀（1）領(lǐng)導層需明確績效考核的巨大作用?？冃Э己瞬坏梢栽鰪娖髽I(yè)的競爭力,還能提高員工的工作效率,績效考核的好壞決定著企業(yè)管理的好壞,其功能也越來越被凸顯出來。首先,績效考核是員工提升和培訓工作的重要依據(jù)。通過定期的考核,能使員工清楚地看到自己在哪些方面有所提高,在哪些方面需要繼續(xù)堅強,正確的給自己一個定位。同時,績效考核也是給不同層級的員工提供一個暢所欲言的平臺,把那些庸人和懶人的不良行為給揭露出來,優(yōu)化企業(yè)的人力資源;更是員工學習和強化正確行為的明鏡和獎勵員工的有效依據(jù)?，F(xiàn)在很多企業(yè)的老觀念、舊做法依然沒有改變,人力資源環(huán)境也不容樂觀,要想建立先進、高效的績效考核制度尤其不易,企業(yè)的領(lǐng)導層一定要樹立科學的績效觀,建立合理的績效考核制度,否則,很難達到預期的效果。（2）加大對各級員工的培訓與宣傳工作。績效考核是晉升和培訓工作的依據(jù)。通過定期考核，也可以使員工自己了解在哪些方面已有提高，在哪些方面還有不足?？冃Э己酥贫入m然只是一套書面制度，但是在具體實施過程中需要各級主管人員具備績效考核的各項技能，如確定工作目標的技能、面談的技能、評價的技能等，這些都需要培訓。通過培訓,使管理者制訂出工作要項和工作目標，了解員工績效考核方法、流程和責任，提高溝通技巧，制訂績效改進計劃，有效實施輔導。通過宣傳，使員工對績效考核系統(tǒng)的組成及各部分間的有機聯(lián)系非常了解，而且對實施員工績效考核方案的內(nèi)在聯(lián)系認識清楚。最終通過宣傳和培訓，使體現(xiàn)人本管理的績效考核成為大家的共識，從而想方設(shè)法地發(fā)掘企業(yè)中蘊含的豐富的人力資源，達到考核的預期目的。2.2建立合理的績效考核制度（1）確立目標。企業(yè)要有明確的的工作目標,圍繞這個目標來展開工作,并且要引導員工朝向目標發(fā)展。在確定績效目標后，需進行業(yè)績輔導環(huán)節(jié)，部門經(jīng)理要在員工實現(xiàn)目標的過程中不斷與之溝通，盡其所能的與員工保持密切聯(lián)系，不斷給員工支持，為其清除前進道路上的障礙。也就是把員工與企業(yè)的目標結(jié)合在一起,盡量使公司的每一位員工,特別是管理者,所做的工作都是在為實現(xiàn)公司的目標、共同朝一個方向努力,要把個人的績效提升、組織的績效提升和員工的切身利益相結(jié)合,建立激勵制度。（2）借鑒方法?？冃Э己说姆椒ê芏?企業(yè)要根據(jù)自身的實際情況來借鑒他人的考核方法。但是,借鑒絕不是照搬?？茖W的、先進的考核方法,如平衡計分卡BSC、作業(yè)成本法ABC、整合績效管理IPM等都是很值得借鑒的方法。（3）考核周期系統(tǒng)化。平時考核要與月度、季度、年度考核緊密的聯(lián)系在一起。以平時考核為主,把平時績效考核成績作為對企業(yè)員工工作評價的重要依據(jù)之一。要充分發(fā)揮目標管理導向的績效考核制度的效果,在年度總評時,要根據(jù)合理的績效評價給予員工鼓勵,更為重要的是針對員工的工作成果與工作能力,建議并給與其應接受的培訓,以有效地提高其工作能力與發(fā)展?jié)撃堋?.3優(yōu)化績效考核指標及標準設(shè)計一個科學合理的績效考核指標及標準體系，對全面反映一個企業(yè)管理績效優(yōu)劣至關(guān)重要。因此，構(gòu)建企業(yè)績效考核指標及標準要遵循科學性、系統(tǒng)性、重要性、可比性、可操作性的原則，將獨立的單個指標，按其內(nèi)在聯(lián)系有機組合起來，構(gòu)建一個可以真實、科學、全面反映企業(yè)管理狀況的績效考核指標及標準體系。建立正確的績效考核指標和標準,就需要確定績效考核的戰(zhàn)略方向,加強考核方法在實施過程中的監(jiān)督及總結(jié)完善,對每個工作崗位進行客觀、合理的分析。而且要根據(jù)分析的結(jié)果,制定出各個崗位的績效考核指標及標準,實施過程要注意“二個結(jié)合”:（1）業(yè)績考核與素質(zhì)考核相結(jié)合。完善的績效考核內(nèi)容除了有業(yè)績考核之外,還應有素質(zhì)考核。業(yè)績考核可以有效的刺激員工按照要求完成崗位職責;素質(zhì)考核則促進員工注重個人的整體素質(zhì)提升,鼓勵培養(yǎng)團隊精神。二者之間有著相互促進的作用,使企業(yè)和員工兩者都得到和諧發(fā)展。（2）重點考核和一般考核相結(jié)合。企業(yè)把考核指標定下來后,還要在總的指標中確立重點指標和一般指標。把影響大,難度大,關(guān)系到企業(yè)的發(fā)展和戰(zhàn)略目標,體現(xiàn)崗位重要職能的指標,要確定為重點考核指標;對于影響較小,難度較小,短時間內(nèi)能完成,對企業(yè)的發(fā)展沒有太大聯(lián)系的指標,要確定為一般考核指標。重點考核指標和一般考核指標有效結(jié)合,主次分明,才能起到更好的考核其作用。2.4綜合運用考核結(jié)果，進行有效的反饋績效考核結(jié)果是否得到合理的運用,在整個績效考核效果中是至關(guān)重要的一個環(huán)節(jié)。恰當?shù)倪\用考核結(jié)果,對績效考核的實施會有著非常大的促進作用,也是對績效考核作用的一個肯定;反之,則將會對績效考核工作的有效性產(chǎn)生很大的影響。所以,重視績效考核結(jié)果的綜合運用是非常重要和必要的。（1）建立考核結(jié)果公開化的原則。企業(yè)的績效考核標準、考評的程序和考評的結(jié)果都應該有明確的規(guī)定,鼓勵員工參與并對全體員工公開,而且在評估中應該嚴格遵守這些規(guī)定,做到整個評估過程的透明和公開。這樣才能使員工對績效考核產(chǎn)生信任感,才能對績效考核的結(jié)果持理解和接受的態(tài)度。同時,考核的結(jié)果一定要及時反饋給本人,讓其真正了解和認同自己前一時期的工作情況,雙方在此基礎(chǔ)上可共同商討改進績效的可能。在績效反饋面談中,應該注意雙向溝通、多問少講,問題診斷與輔導并重,不僅談論過去,更要立足將來。（2）考核結(jié)果出現(xiàn)后及時與員工溝通。績效考核不是由考核主體一人進行的,它是由考核主體、考核對象、考核標準、考核方法、考核程序等組成的相互聯(lián)系的整體。在績效評估中,要遵循溝通的原則,不能搞家長制,允許員工有提出問題、解釋問題和提出建議的機會,要和員工平等溝通、互相交流,讓員工參與整個評估活動。如果績效評估中沒有對評估指標的具體內(nèi)容和評估依據(jù)等向員工作充分說明,而且不給員工參與的機會,很可能導致員工對評估結(jié)果不理想時產(chǎn)生不滿,所以必須建立雙向的溝通機制,主管和員工共同制定績效指標,對完成情況進行評估分析并提出改進的方法,這樣才能使員工認為績效考核是公開、公平的,員工才會對考評結(jié)果理解、接受并改進自己的不足結(jié)束語我國當前企業(yè)在實施績效考核時，出現(xiàn)不同問題在所難免，重要的是要在過程中思考,找到問題的所在,并對問題進行合理的分析,然后找到有針對性的措施方法來處理這些問題。只有清楚地分析問題的根源，根據(jù)企業(yè)的實際情況有針對性地、及時準確地采用適當?shù)姆椒ê图夹g(shù)手段把績效考核做實做好，才能充分發(fā)揮績效考核在提升企業(yè)核心競爭力中的巨大作用，更有效的促進企業(yè)戰(zhàn)略目標的達成，促進企業(yè)不斷健康持續(xù)發(fā)展。PerformanceappraisalandemployeesatisfactionAbstract:Theperformanceappraisalisoftenreferredtoasperformanceappraisalor"performance"isfortheenterpriseworkundertakenbyeachemployee,qualitativeandquantitativeapplicationofscientificmethods,theactualeffectonstaffbehaviorandtheircontributiontotheenterpriseorvalueevaluation.Performanceappraisalasaneffectivebusinessmanagementtools,intheenterprisemanagementplaysaveryimportantrole,isthecoreofhumanresourcemanagement.Thisarticleonthecurrentperformanceappraisaloftheproblemstodoadetailedanalysis.Totackletheproblem,thepaperproposestheperformanceevaluationofallanglesfromthecontroltoensureeffectiveperformanceappraisalinplace,andultimatelyplaytheroleofhumanresourcemanagement.Keywords:PerformanceEvaluationwithanalysisoftheproposed21stcenturyistheeraofknowledgeeconomy,aseconomiccompetitionintensifies,itisincreasinglyrecognizedthathumanresourcesarethecurrenteraofeconomicdevelopmentofthefirstresource.AsthehumanresourcesmanagementinthedevelopmentofChineseenterprisesbecomemoresophisticated,performancemanagement,humanresourcesmanagementasanimportantcomponentofthepositionwithintheenterpriseisalsomoreimportant.Humanresourcemanagementperformanceappraisalisoneofthecoreissueistoprotectandpromotetheorderlyoperationoftheinternalmanagementmechanism,themanagementobjectivesoftheenterprisemustbecarriedoutbyamanagementbehavior.OrganizationalbehaviorUnitedStateswherescientistsYuehanYiLasitsviewthatperformanceassessmentcanachievethepurposeofthefollowingeightareas:staffpromotion,demotion,transferandseparationoftheassessment;organizationemployeeperformanceevaluationfeedback;employeesandteamtoassessthecontributionoftheorganization;toprovidethebasisforemployeecompensationdecisions;fortherecruitmentselectionandassessmentoftheworkallocationdecisions;understandthestaffandteamtrainingandeducationneeds;understandingofstaffandteamtrainingandeducationneeds;theworkplan,budgetandhumanresourcesplanningassessmentstoprovideinformation.Employeeperformanceappraisalisaneffectivemeansofbusinessmanagementistheprimarymeansofbusinessmanagementinthecoreofirreplaceable.However,therearealotofbusinessperformanceevaluationandbusinessdevelopmentstrategyforthephaseoutofline,businessperformanceevaluationsystemisonlyanemptyshellitimpossibletoachievethepurposeofstaffappraisal,andevencounterproductive,leadingtobraindrain.Therefore,theworkoftheenterprise'sperformanceappraisalanalysistoidentifyproblemsandsolvetheseproblemsbecomeimperativetowork.1CurrentProblemsandPerformanceAssessmentAnalysis1.1pairsofinadequateunderstandingofperformanceappraisal(1)Thattheperformanceappraisalisonlyhumanresourcesmatter.Manyenterprisesbelievethattheperformanceappraisalisperformancemanagementcontent,andperformancemanagementisoneofthefunctionsofhumanresourcemanagement,sothatHRperformanceevaluationisonlyamatter.Corporateexecutivesonlytheinstructionsontheimplementationofperformanceappraisalisnotspecificallyguidance;HumanResourcesfunctionsincommunicationwiththeotherhowtoimprovetheperformanceappraisalcannotbeactivelycooperate.(2)Insufficientunderstandingoftheobjectivesofperformanceappraisal.Manycompaniesnowemphasizetheintroductionofadvancedassessmenttools,andleadershipthattheassessmentisJiangyoufalie,theultimategoalofperformanceappraisalisnotaclearunderstanding.Thefundamentalpurposeofperformanceappraisalistopromotetheeffectivenessandefficiency,improveperformance;performanceevaluationistoimprovethefundamentalpurposeistoworkinaccordancewiththeprovisionsofassessingwhetherthestafftocompletetasks.Thequalityisnotthepurposeofexaminationresults,buttoanalyzethereasons.(3)Thattheperformanceevaluationexistindependently.Althoughperformanceappraisalisanessentialbusinessmanagementcore,butnottoindependentexistence,itneedsasabasisforotherrelatedwork.Thefinalappraisalisjustapartof,andthisassessmentmustbebasedonafewtobeeffectivebasedon:reasonableperformancegoals,clearperformancestandards,performancecounselingandobjectiverecordofperformance,performanceimprovementandemployeeskillsdevelopment.Onlyonthebasisofthesework,performanceevaluationwillbeobjectiveandfairinorderforstafftoaccept,butalsoagreaterpracticalsignificance.1.2Thepurposeofperformanceappraisalisnotclear(1)Goalsettingfuzzy,setduringthelackofeffectivecontrol.Workschedulehassetatargetcolumn,hasaskedeachoftheassessmentsystemmusthaveclearobjectives.Iftheenterprisestoimplementperformanceappraisal,thentheywouldknowexactlywhytheimplementationofperformanceappraisal.However,theactualimplementationpointofview,thecurrentperformanceappraisalofthepurposeofmanycompaniesisnotclear,manycompaniesdonothaveaclearpurposeofperformanceappraisal,andsometimesevenforassessmentandevaluation,businessevaluationappraisalsidebysideandnotfullyclearunderstandingoftheperformanceappraisaljustamanagementtoolinitselfisnotthepurposeofmanagement.Mostenterprisesintheworkscheduleisbasicallyacolumnfilledgoalsettingare"complete",butthisdoesnotreflectthework"completed"thespecificconditions,sothatassessmentcannotstart.(2)Thepurposeoftheenterpriseperformanceappraisalisnotenoughunderstandingofthephenomenonisthatmanycompanieshaveproblems.Manymanagerswillbethemanagementandperformanceappraisalasameansofcontrollingemployeesthatthepurposeofperformanceappraisalistoenableemployeesinaccordancewiththearrangementsandwillingnessofmanagerstodowork.Therefore,managerswillbeawaytocontaintheperformanceappraisalstaff,toestablishtheirowncredibilityandtoshowtheirauthority,theperformanceappraisalofstaffperformanceproblemsaschallenges,criticismandpunishmentaccordingtothestaffthatthepsychologicalstaffperformanceappraisalagreatdealofpressure,creatingabadimpact,sothatemployeesfeelthatperformanceappraisalformanagerstocontroltheirinstrumentsandtools,itisequivalenttotheso-calledfault-findingperformanceappraisal.Thus,employeeswillhavereversepsychologytoincreasethefear,itwillnaturallyproduceresentmentontheperformanceappraisalsystem,andeventuallyfailureoftheimplementationofperformanceappraisal.(3)Thepurposeofperformanceappraisalcanbedividedintofivecategories:First,asapromotion,dismissal,andadjustthepositionofthebasis;Second,fordeterminingthesalaryandbonusbasis;three,asthepotentialbasisforthedevelopmentandeducationandtraining;four,asadjustedpersonnelpolicy,basedonincentives;five,examinationresultsfortheproduction,procurement,marketing,researchanddevelopment,financeandotherdepartmentstodevelopworkplansanddecision-makingreference.Onlytheclearpurposeofperformanceappraisal,theperformanceassessmentmayfocusonthisgoalwaswellunderway.1.3Performanceevaluationstandarddesignunscientific(1)Performanceappraisalstandardfuzzy,lackofperformanceasastandard,standardsandrelevanceoftheworkisnotstrong,operationalpoorortoosubjective,toosingle,andstandardsarenotquantifiedandsoon.Workstandards,onlyafewwordsofreviews,notanobjectivescoringscalesothattheevaluatorsarefreetogiveascoreorexaminationresults.(2)Employeeperformanceappraisal,theresultdifficulttojudgeobjectively,thesubjectiveunderstandingofthedifferentresultsoftheevaluationbias.Result,thestandardwillhaveadifferentmeasureofmoreorlessfavorable.Someassessmentweretoohigh,oftenshowtheworkofthestaffwasdisappointedintheassessment,theywillunderestimatetheevaluationofstaffshouldbe.Onthecontrary,someassessmentofemployeeswhothinkthebestissimplynotexist,theworstishardtofindemployees,soemployeesareoftenusedtobeclassifiedasmiddleclass.Therefore,employeesdonotwanttoaccepttheexaminationresults.(3)Lackofclearperformancegoals.Businessemployeesdonotknowwhattheirrequirementsarenotclearwhatextentdoconsideredaswell,therefore,theirperformanceisdifficulttogetcorporateapproval.Somecompaniesarejustaformofperformanceappraisal,thereisnorealcontent,performanceappraisaleveryyear,althoughinpractice,buteveryyearis"nowherenear","fly."Sothattheperformanceresultslosetheirmeaning,nolongerhasobjectivity,comparabilityandeffectiveness.1.4PerformanceEvaluationIndexSystemflawed(1)Performanceappraisalsystemdesignisnotrealistic.Asthescaleoftheenterprisemanagementlevelanduneven,businessperformanceevaluationandmanagement-levelinputsalsovaried.Someenterpriseshavedevelopedtheirowncorporatemanagementperformancetargets,butbecauseofperformancemanagementintheoryatthisstageisstilllackofscientificandpracticalmethods,orbecauseofcorporateperformancemanagementandevaluationcommitteememberslackofexperience,sothedecompositionisnotappropriateperformanceindicators,assessmentpurposeisnotclear,theprinciplesofconfusionandcontradictoryassessmentissues,whichplantedthehiddenperformancetargetsdifficulttocomplete.(2)Lackofscientificperformanceappraisalsystemdesign,practicality.Managementperformanceevaluationsystemtoevaluatetheworkofthefoundationandcore,andmanyenterprisesdidnotusefullyunderstandtheimportanceofperformanceevaluation,fullflowinoneform,theperformanceassessmentandevaluationinorder.Thecontentsoftheappraisal,theprojectsettingsandsettheweightsooftenshownocorrelationandrandomness,thewillandpersonallikesanddislikesobvious.Atthesametime,manyenterprisesperformanceevaluationstandardsaretoovagueanddifficulttoaccuratelyquantifylesspractical,easilyleadtoincomplete,non-objectiveandimpartialjudgments,sothattheperformanceresultsdifficulttobeconvinced.2solvetheproblemsproposedperformanceappraisal2.1Establishthescientificconceptofperformance(1)Leadershipneedtoclearthegreatroleofperformanceappraisal.Performanceevaluationcannotonlyenhancethecompetitiveness,butalsoimproveemployeeproductivity,performanceevaluationisgoodorbaddeterminesthequalityofenterprisemanagement,anditsfunctionmoreandmoreprominent.Firstofall,improveemployeeperformanceappraisalisanimportantbasisforworkandtraining.Throughregularassessment,employeescanclearlyseeinwhatareastheirownhasincreased,inwhatareasneedtocontinuestrong,therighttoownaposition.Meanwhile,theperformanceappraisalistoprovideadifferentlevelofemployeessaywhatplatformtothosemediocreandlazytoexposethebadbehavior,optimizehumanresources;morestaffinthemirrorandreinforcethecorrectbehaviorandrewardemployeeseffectivebasis.Nowadays,manyenterprisesoftheoldideas,oldpracticesremainunchanged,humanresourcesandtheenvironmentcannotbeoptimistic,toestablishanadvanced,highlyeffectiveperformanceappraisalsystemisnoteasy,especially,corporateleadershipmustestablishthescientificconceptofperformance,areasonableperformanceevaluationsystem,otherwise,itisdifficulttoachievethedesiredresults.(2)Increasethelevelsofstafftrainingandpublicity.Performanceappraisalisthebasisforpromotionandtraining.Throughregularassessment,theemployeesthemselvescanunderstandwhathasbeenimproved,inwhichthereisstillinsufficient.Performanceappraisalsystem,althoughonlyawritingsystem,butinthespecificneedsoftheimplementationprocessatalllevelsofmanagerswiththeskills,performanceappraisal,suchasdeterminingtheobjectivesoftheskills,interviewskills,evaluationskills,whichrequiretraining.Throughtraining,sothatmanagersworktodeveloptheitemsandobjectives,understandingstaffperformanceappraisalmethods,processesandresponsibilities,improvecommunicationskills,todevelopperformanceimprovementplans,effectiveimplementationofthecounseling.Throughadvocacy,thestaffperformanceappraisalsystem,partofthecompositionandtheorganiclinkbetweenwellawareof,andimplementationofemployeeperformanceappraisalprogramclearunderstandingoftheinnerlink.Eventuallythroughadvocacyandtrainingreflecthumanmanagementoftheperformanceassessmenttobeaconsensus,thustryingtoexploretheenterprisecontainsabundanthumanresources,toachievetheintendedpurposeofassessment.2.2Theestablishmentofareasonableperformanceevaluationsystem(1)Setgoals.Enterpriseshouldhaveaclearworkobjectives,tostartworkaroundthisgoalandtowardsthegoaltoguidethestaffdevelopment.Indeterminingtheperformancegoals,theneedforperformancecounselingsession,thedepartmentmanageremployeegoalstocontinuetocommunicatewiththeprocess,doeverythingtomaintainclosecontactwithemployees,continuetogivestaffsupportontheroadaheadforitsremovalobstacles.Thatisthegoalofstafftogetherwiththecompany,asfaraspossibletoeachandeverystaff,especiallymanagers,aretheworkofthecompany'sgoaltoachieve,togetherinthesamedirection,shouldindividualperformanceimprovedorganizationalperformanceimprovementandthecombinationofthevitalinterestsofemployees,theestablishmentofincentivesystems.(2)Rreferencemethod.Manymethodsofperformanceappraisal,theenterpriseaccordingtotheactualsituationoftheirownassessmentmethodstolearnfromothers.However,noreferenceiscopied.Science,advancedassessmentmethods,suchastheBalancedScorecardBSC,costingABC,integratedperformancemanagement,IPM,areveryworthlearningmethods.(3)Systematicevaluationcycle.Routinelywiththemonthly,quarterlyandannualexaminationcloselylinked.Toroutinelybased,thenormalperformanceappraisalresultsastheworkofemployeesisoneimportantbasisforevaluation.Togivefullplaytogoal-orientedperformanceappraisalsystemformanagingtheeffectoftheannualgeneralappraisal,performanceevaluationshouldbebasedonreasonableprovidingencouragement,moreimportantly,theresultsforthestaffandtheabilitytowork,theproposalshouldreceivetrainingtoitstoeffectivelyimprovetheirabilitytoworkwithdevelopmentpotential.2.3AndthestandardperformanceindexoptimizationDesignascientificandreasonableperformanceindexandstandardsystem,thefullyreflectthemeritsofabusinessmanagementperformanceiscritical.Therefore,assessmentofenterpriseperformanceindicatorsandstandardstofollowthescientific,systematic,importance,comparable,workableprinciples,willbeindependentofindividualindicators,accordingtotheorganiccombinationofinternalrelationstogethercanbuildareal,scientific,fullyreflectthesituationofbusinessmanagementperformanceindexandstandardsystem.Establishtherightofeachperformancemeasureandstandard,weneedtodeterminethestrategicdirectionofperformanceappraisal,assessmentmethodstostrengthenthesupervisionoftheimplementationprocessandfinalsoundofeachjobobjectiveandreasonableanalysis.Butalsotheresultsoftheanalysisdevelopaperformanceindexofeachpostandstandards,theimplementationprocessshouldpayattentionto"twowith":(1)Performanceevaluationandqualityassessmentcombined.Improvetheperformanceappraisalperformanceassessmentinadditiontooutsidecontent;thereshouldbequalityoftheassessment.Performanceevaluationcaneffectivelystimulatetheemployeestocompletetheirdutiesasrequired;qualityassessmentistopromotestafftoenhancetheoverallqualityofpersonalattentionandencourageteamwork.Acorrelationbetweentheroleofpromotion,sothatbothbusinessesandemployeeshavebeenharmoniousdevelopment.(2)Focusonthecombinationofexaminationandgeneralassessment.Enterprisestosettledownaftertheassessmentindicators,butalsotheestablishmentintheoverallindexinthekeyindicatorsandgeneralindicators.Theimpactoflarge,difficult,relatedtothebusinessdevelopmentandstrategicobjectives,reflectingtheimportantfunctionsofthepositionindicators,evaluationindicatorsshouldbeidentifiedasapriority;tolittleeffect,thedifficultysmall,shortperiodoftimetocomplete,thedevelopmentofenterprisesisnottoomuchcontactoftheindex,todeterminethegeneralassessmentindicators.Keyassessmentindicatorsandgeneralindicatorsofeffectiveintegrationofassessment,prioritized,canplayabetterassessmentofitsrole.2.4Theintegrateduseofassessmentresults,effectivefeedbackWhethertheperformanceappraisalresultsinareasonablemanner,theeffectoftheperformanceappraisalisavitallink.Appropriateuseofevaluationresults,theimplementationofperformanceappraisalwouldhaveaverylargeroleinpromotingtheroleofperformanceappraisalisalsoapositive;theotherhand,theworkwillbetheeffectivenessofperformanceappraisalwouldhaveahugeimpact.Therefore,theemphasisontheintegrateduseofperformanceevaluationresultsareveryimportantandnecessary.(1)Theestablishmentoftheprincipleofopenexaminationresults.Enterpriseperformanceevaluationstandards,evaluationproceduresandevaluationoftheresultsshouldbeclearlydefined,andallstafftoencourageemployeestoparticipateinpublic,andintheassessmentoftheseprovisionsshouldbestrictlyobserved,soth