績效評估原則 的英文怎麼說

中文拼音 [jīxiàopínggūyuánzé]
績效評估原則 英文
performance appraisal principle
  • 績 : Ⅰ動詞（把麻搓捻成線） twist hempen thread Ⅱ名詞（功業; 成果） achievement; accomplishment; merit
  • 效 : Ⅰ名詞（效果; 功用） effect; efficiency; result Ⅱ動詞1 （仿效） imitate; follow the example of 2 ...
  • 評 : Ⅰ動詞1. （評論; 批評） comment; criticize; review 2. （評判） judge; appraise Ⅱ名詞（姓氏） a surname
  • 估 : 估構詞成分。
  • 原 : Ⅰ形容詞1 （最初的; 原來的） primary; original; former 2 （沒有加工的） unprocessed; raw Ⅱ動詞（原...
  • 則 : Ⅰ名詞1 （規范） standard; norm; criterion 2 （規則） regulation; rule; law 3 （姓氏） a surname Ⅱ...
  • 績效 : performance appraisal
  • 評估 : estimate; assess; appraise
  1. Firstly, the theory summarize of r & d project evaluation and performance measurement are done, the limitation and shortage of traditional evaluation and measurement is pointed out ; afterward, the purpose and content, the methodologies and classify, the basic principle and work procedure, the reporting and organizing are dissertated ; and then, the influence factor and the main parameter of the r & d project performance measurement are analyzed, the index of performance measurement are discussed emphatically, based on this, a dynamic and effective r & d project performance measurement system is developed, it comprises designing, implementing and updating performance measurement systems ; at last, the development current of r & d project evaluation and performance measurement is discussed and the conclusion of this paper is made

    首先，本文對r & d項目評估和績效測度進行了理論綜述，指出了傳統評估與測度的缺陷與不足；然後，論述了r & d項目評估的目的和內容、方法和分類、基本原則和工作程序、組織與報告工作；其次，分析了r & d項目績效測度的權變因素和主要參數，重點探討了測度指標，並在此基礎上開發了一個動態有效的r & d項目績效測度系統，包括對r & d項目績效測度系統的設計、實施和更新；最後，探討了r & d項目評估與績效測度的發展趨勢並得出了本文的結論。
  2. Upon fruitful analysis of industrial circumstances, this thesis analyzes chengdu ty company ' s sales channel models used in the past time and the channel model of chengdu ty company ' s sales being used at present. it also suggests that chengdu ty co. should adopt a new sales channel model to meet the requirement of the changing marketing surroundings. the contents of this thesis describing are as follows : principle of channel design, selection of sales channel model, option of channel members, management of sales channel, motivation of channel members and performance measurement of sales channel

    本文通過對行業環境的描述和對成都ty公司原有銷售渠道的分析，以成都ty公司在新的市場環境下如何建立銷售渠道為主線，從六個方面進行闡述：銷售渠道的設計原則、渠道模式的選擇、渠道成員的選擇、渠道管理和渠道成員的激勵、營銷流程的管理、銷售渠道的績效評估，從而使渠道網路化，遍及市場各個角落，企業控制渠道，激勵渠道成員，渠道建設達到使「產品無所不在」的終極目的。
  3. Refer to the motivation methods from the advanced countries ; summarize the positive hints for chinese companies. 4. put forward the procedures and principles for motivation mechanism design ; analyze the demand hierarchy and work performance of knowledge workers ; mend the macro demand hierarchy theory and traditional performance valuation system ; found the overall performance evaluation system and motivation model

    提出了知識型員工激勵機制設計的流程、原則，並遵循該流程和原則對知識型員工的需求層次和工作績效進行了詳細分析，對馬斯洛需求層次理論和傳統的績效考評制度進行了修正，在建立知識型員工綜合績效評估指標體系和激勵模型方面，提出了自己的獨立見解。
  4. In this dissertation, the author drew lessons from many schools of thought, then defines performance and performance appraisal, approaches the characters of effective appraisal, explains the general methods and principle of performance appraisal and points out that single appraisal persons ca n ' t avoid many partial conclusions, we should pay great attention to the dialectical relations between two appraisal sides, strengthen training appraisal persons. and choose multilevel appraisal persons

    文中，筆者博取多家所長，借他山之石，再次定義了績效與績效考評，初步探討了有效考評的特徵要素，簡單闡述了評估的一般原則和主要方法，認為無論採取哪種方法，要堅持客觀公正的原則，僅選取單一考評主體是無法迴避近因效應、暈輪效應… …等諸多缺憾的。
  5. Aimed at strengths and weakness of mssse, the life - cycle of sa model, operational framework, sa partner selection model, sa organization choice model and are systematically designed. firstly, sa partner selection model utilizes a three - stage structure, resorts to relationship theory, fuzzy clustering, simple target evaluation and adaptive genetic algorithm and chooses ideal partners. secondly, sa organization choice model presents three kinds of basic organization pattern of msssesa and mapping relationship between sa type and organization pattern

    針對中小軟體企業的優勢與劣勢，設計了中小軟體企業戰略聯盟生命周期模型及基於模型的戰略聯盟運作框架，系統設計了聯盟夥伴選擇模型、聯盟組織選擇模型、績效評估模型：夥伴選擇模型：在明確中小軟體企業戰略聯盟目標分解原則與聯盟夥伴遴選準則的前提下，選用三階段法，運用關系理論、模糊聚類、單目標評價、自適應遺傳綜合優化來完成對理想聯盟夥伴的選擇；聯盟組織選擇模型：提出了適合中小軟體企業戰略聯盟的三種組織模式及與聯盟類型之間的映射關系；績效評估模型：運用模糊綜合評判的思想對聯盟績效進行模糊評估。
  6. The article thinks : in term of expecting the theory in the performance goal - setting link, put forward goal should concrete, degree of difficulty proper, what staff accept principle and view ; in performance manage implement link should go on constant performance link up ; in performance assess link disappearance and fairness issue of degree research to come assessing separately, comprehension and fairness that should guarantee to be assessed ; in encourage link understand staffs behavior from elimination of the last one, position adjustment and the salary adjustment

    文章認為:績效目標設定環節中從期望理論的角度，提出了目標應當是具體的、難度適當的、被員工所接受的等原則和觀點;績效管理實施環節中，應該進行持續不斷地績效溝通;績效評估環節中分別從評估維度的缺失和公平性問題來展開研究，應保證評估的全面性和公平性;正負激勵環節中從末位淘汰與職位調整以及薪酬調整的視角解讀員工行為。
  7. But in recent years along with enterprise interior personnel structure change, postal service enterprise in salary system aspect contradiction day by day prominent, the wage level and the market price position come apart, the position wages cannot reflect the position value, the achievements system of examining and assessment lacked may operational, the assignment way still quite sole, different had the contradiction as a result of the staff status which the same labor different reward phenomenon initiated to be very prominent, neglects the different post to undertake the difference which the different work responsibility produced, still continued to use the tradition in the achievements inspection, take experiences judges as the main body achievements inspection method, the staff individual income and the contribution size is not close, the varying degree has the egalitarianism,

    薪酬設計中既兼顧影響薪酬的各種因素，又突出重點。優化后的薪酬體系，以工作評價和工作分析為基礎，通過對每一個崗位的職責、任職資格、工作成果進行清晰地界定，並確定與該職位相匹配的價值和報酬體系，為從事不同類屬工作的員工設計相應的職業發展通道，同時根據員工業績評估周期，將員工的薪酬與個人績效和企業的持續發展緊密地聯系在一起，體現了多勞多得的分配原則，實現同工同酬;建立一個能夠激勵員工不斷奮發向上的心理環境;使員工能夠與組織同分享因組織成長所帶來收益。
  8. The method of measuring epo is determined based on the concept of environmental value chain and the principle of measuring epo

    基於環境價值鏈概念和環境績效評估原則探討了環境績效評估方法的選用。
  9. The third part discusses the standard of a distributor and how to recruit and get the best distributors for a business. the forth part relates the management of distribution channel, such as the management of channel price, the management of channel promotion and the stimulating of the distributor and how to resolve the conflict among distributors. in the last part, based on the analyzing of the channel system of yashi co., ltd., the advice of adjusting the channel has been provided, and the way of how to integrate the traditional and new channel has been given

    全文共分五章：第一章對亞獅公司的行業背景及公司的渠道建設進行分析，以介紹公司所處的市場環境及公司的渠道演變；第二章分別對企業選擇渠道的原則、設立渠道目標及如何確立渠道結構和分配渠道成員任務等問題進行了闡述；第三章探討了公司選擇渠道成員的原則和標準以及選擇渠道成員的策略；第四章對渠道管理的幾個方面：價格管理，促銷管理，渠道成員的激勵與績效評估和渠道沖突的管理等展開討論；最後，經過對亞獅公司分銷渠道存在的問題進行了分析，提出了改進建議，並就傳統渠道與新型渠道的整合提出了意見，展示公司渠道建設的方向。
  10. After determining the principles about valuation on team works ' performance including objective orientation, balance on targets, equally emphasized quantification and non - quantification, flexible adjustment in proper time, and based on information, this article designs a four - steps - model to evaluate the consultants ' team performance

    在確立了團隊績效評估的原則應包括有目標導向、注重均衡、量化與非量化並重、適時調整及創建信息基礎等五大原則后，本文設計四步驟的評估模式為設置目標、影響目標因素的展開、確認誘因及創建評估指針等。
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