績效評核 的英文怎麼說

中文拼音 [jīxiàopínghé]
績效評核 英文
performance review
  • 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
  • 核 : 核構詞成分。
  • 績效 : performance appraisal
  • 評核 : appraisal
  1. Chapter one foreword is to introduce subject source, research object, meaning, domestic and international development trends, the study way and technological route, etc. ; chapter two theory part is to recommend public financial theory, the budget theory of government, the appraisal theory of government performance, etc. ; chapter three gives a full explanation which project should be regarded as the project appropriation budget for maritime affairs ; chapter four includes two respect contents of the project appropriation budget of maritime affairs : to verify and to manage the project appropriation budget in an order ; chapter five is a study to the appraisal method of the project appropriation budget of unit of maritime affairs, structuring the mode of two delphi and giving an example to the equipment purchase project ; the last chapter has summarized the questions that should be paid attention to while appraising the appropriation budget of the project, and probed int o the development trend of appropriation budget of project

    第1章引言，主要介紹課題來源、研究對象、意義、國內外發展動態、研究方式及技術路線等；第2章理論部分，介紹公共財政理論、政府預算理論、政府績效評價理論等；第3章詳細說明了海事單位哪些可以作為項目支出預算；第4章海事單位項目支出預算入庫管理包括兩方面內容：入庫審核和排序；第5章海事單位項目支出預算評價方法研究，構建了兩次專家調查法模式，結合設備購置項目加以說明；最後一章總結了在項目支出預算評價中應注意的問題，並探討了項目支出預算工作的發展趨勢。
  2. Now we have the small and medium - sized business of representative for a company ' s electromechanical profession in homeland, the manpower resource management present situation investigation analysis, discover the program of the manpower resource of a company ’ s recruit 、 training 、 effect check and salary reward system have many problems : the function of a company ' s manpower resource management is as follows, the company ’ s management is the experience of each department class cadre of straight line, especially lacks effect check system ; employees lack competitive consciousness, lacking actuating pressure, the employees lose initiatives gradually ; the manpower resource management of a company is confined to only somewhat daily recruit, salary capital calculation provide wait for general affairs, manpower resource management is not obvious for strategic influence as well as and strategic connection

    在筆者對a公司這樣一個在國內機電行業具有代表性的中小型企業的人力資源管理現狀進行調查分析后，發現a公司的人力資源的規劃、招聘、培訓、績效考核及薪酬體系存在很多問題： a公司人力資源管理的功能不足，甚至缺失；公司以各直線部門班幹部的經驗化管理為主，尤其缺乏績效考核體系；員工普遍缺乏競爭意識，缺乏工作壓力，由於缺乏績效評估，沒有有效的激勵，干好乾壞差不多，員工逐漸失去進取心； a公司的人力資源管理只限於一些日常的招聘、薪資計算發放等事務，人力資源管理對戰略的影響以及和戰略的聯系都不明顯。
  3. Seeing from the point of global management practices, the core competitiveness of insurance company includes the factors of management, technique, system etc. but we must consider about the special industry backgrounds, culture, tradition and their management practices, this article use the inside human resource management of ping ' an as case, combining with the restructure of literae spirit, theory of corporate culture, benchmarking theory, the special characters of insurance operation. finally, compared with some mature foreign practices of hrm such as career development plan, kpi performance evaluation, stimulation mechanism, importation of international professionals etc, this article gives out analyses. then it uses them as analysing frame, gives out ping ' an ' s workable measures

    從全球企業管理發展實踐來看，保險業核心競爭力的形成包括管理、技術、制度環境等很多方面的因素，但基於保險公司特殊的行業背景以及一國所特有的文化和傳統及其各自的管理實踐，本文以平安保險公司內部的人力資源管理為研究對象，結合目前中國社會中的人文精神重構、企業文化理論、人力資源管理中的標桿瞄準理論、保險業特殊的經營特點，從理論到實踐，對比國外比較成熟的一些人力資源管理方法包括職業發展計劃、 kpi績效評估法、分配激勵機制管理、引入國際化人才等方法作為加強人力資源管理的主要方法，並以此為分析框架深入結合平安保險的實際情況得出結論，比如說建立平安企業文化、對管理人員的區分激勵、一線員工的后線平臺搭建等微觀執行指標分解，在文章的最後從宏觀上提出強化執行和建立學習型人力資源管理機制的方法。
  4. Taking the research, project design and implementation of the performance assessment system of the dt company as main thread, aiming at the problem which exists in the employee management and performance evaluation, on base of pay system which is founded on the job analysis and evaluation of the current enterprise ' s, this paper designed the performance assessment system according to the department, manager and employee, investigating the implementation of the performance assessment system and builds the basic stimulating framework of the enterprise

    本論文是以對dt公司績效考核體系的研究、方案設計與實施為主線，針對dt公司在人力資源管理和績效考核中的問題，在對企業現有的職位進行職位分析和職位評估並據此建立薪酬體系的基礎上，分為部門、幹部和員工三個不同的層面分別進行績效考核體系的設計，並對績效考核體系的實施進行研究，構建了企業的基礎激勵框架。
  5. In the field of enterprise management, human being has become a very crucial factor in the achievement of enterprise ’ s strategic objective. will of the people that likes or dislikes, and investment degree of staff ’ s work determine the enterprises ’ prosperity and success in very great degree

    績效考核是對員工的工作行為及結果運用各種科學的方法進行考核和評價的過程，即根據員工的職務說明，應用制定的一定標準來比較和評價員工一段確定期限內對組織的貢獻的一個過程。
  6. Based on the brevity discuss about the theory & practice development of performance measurement in internal and oversea commercial banks, and the brief analysis about the main financial performance assessment models, the author analyses the theoretical defects and practical bewilderment of our internal commercial banks " financial performance evaluation system. subsequently, the basic principium & the central thoughts of balanced scorecard ( which is a performance evaluation system grown up in america in 1990s ) are introduced, and after a profound analysis on the meaning of bsc ' s four performance assess factors ( financial, customer, the internal business process, the learning and growth. ), the profound enlightenment meanings, such as forming strategic operation thoughts, implementing bank ' s strategies practically, evaluating operation performance comprehensively and scientifically, are explicated

    本文首先簡要論述了商業銀行績效測評概念的內涵與意義，並在對國內外商業銀行績效測評理論與實踐發展及商業銀行主要的財務績效評價模型作扼要評述的基礎上，分析了我國商業銀行當前財務業績評價系統的理論缺陷與實踐困惑；隨后，文章介紹了20世紀90年代在美國興起的平衡計分法績效測評系統的基本原理、核心思想，並在對平衡計分法的財務、顧客、內部業務流程和學習成長四個業績評價要素進行深入分析之後，闡述了平衡計分法對我國商業銀行塑造戰略性經營思維、切實實施銀行戰略、全面科學測評銀行經營績效的深刻啟示意義。
  7. Based on analyzing the basis and ability of performance appraisal of hunan sanhongzhongke co., ltd, this article discuss the job analysis by giving an example, meanwhile, how to set up and exercise budget is illustrated to offer standard for finance index

    對如何開展工作分析進行了論述，並以示例說明了職務說明書的編制;闡明了如何依據企業的實際情況建立和運用預算，為績效考核財務指標提供評價標準。在完善工作分析和預算管理的基礎上，按照一定的步驟對績效考核體系進行了設計。
  8. Thus, the core of evaluation is to measure and calculate risks and returns accurately, which can describe the real returns of the securities investment funds completely and validly

    因此，基金績效評估的核心應該是對其所面臨的風險進行準確的計算和度量。這種經風險調整后的績效評估方法才能更全面、有效的描述基金的真實收益。
  9. Therefore, this study seeks to give hf company some recommendations on how to establish a performance management system. based on hf company ’ s overall strategy and the theories of performance management, this study has generated a suitable method to establish the company ’ s performance management system, which is combined by different performance management instruments, such as balance scorecard and kpi. this report has been divided into five chapters in order to provide

    第四章重點探討hf公司新績效管理體系的設計過程，包括設計績效管理體系時應考慮的五個關鍵點（設計前的準備工作、評價指標體系的建立、考核周期的設計、評價主體的選擇，以及評價方法的選擇） ，新績效管理體系的四個重要環節（績效計劃、績效監控、績效考核、績效反饋） ，以及績效結果的運用。
  10. According to the practice of the process of design performance system for china telecom xian branch, bsc has been introduced into performance management to certain the performance assessment element by made the indexes of finance / benefit, service / operation and develop all get together. then use the method named value tree tc make the enterprise strategy mission decomposed to every department and post, establish the system of performance management index by select kpi, and use moon chart to estimate the weight of index in order to ensure assessment emphasis. the last but not the least important is sign a performance agreement with every person, to achieve two - way communicate of performance objective and make personnel grow with enterprise

    在進行績效管理體系設計的過程中，引入「平衡計分卡」 ，確定該企業績效考核評價要素，使財務效益類指標與服務經營類、學習成長類指標相結合；使用「價值樹」方法，將該公司的總體戰略指標分解到各個部門、各個崗位；通過關鍵績效指標（ kpi ）的選擇，建立了部門和個人的績效考核指標體系；採用「月亮圖」法確定指標權重，明確崗位考核重點；最後，以逐級簽訂「績效協議」的方式，實現企業績效目標雙向溝通、企業與員工發展共進的績效管理目標。
  11. Under the guidance of the theories of organization design and organization strategy management, this thesis concludes the characteristics of personnel function system, and expounds the reference standards of controlling the number of personnel positions of corporations of csic through analyzing technology, resource and ability of csic ; then, applying the theory and methodology of organization strategy management, business process reengineering and human resource management and development, this paper analyzes and designs personnel function system of csic, inquires into management information system that is connective with function system, shows the procedure, contents and function direction model of position analysis and design of csic which has been applied to position appraisals of no. 703 research institute ; next, the thesis analyzes and designs the models of personnel performance appraisals, gives development procedure of performance appraisals index and illustrates the index integrated with the corporati ons " actualities ; finally, in this paper, performance appraisals index system of personnel on management and technology was designed, and also the personnel performance appraisals model using ahp methodology combined with performance appraisals index system of management personnel

    本文以有關組織設計和組織戰略管理理論為指導，通過對csic的技術、資源和能力進行分析，得出其人才職務體系的特點，提出了csic企事業單位人才職位數量控制的參考標準；然後，運用組織戰略管理、業務流程再造和人力資源管理開發理論和方法，對csic人才職務體系進行了分析與設計，並對與職務體系相結合的管理信息系統進行了探討；其次，給出了csic職位分析與設計的程序、內容和職務說明書範例，並將其運用到703研究所的職位評價中；再次，對csic人才績效考核模式進行了分析和設計，給出了績效考核指標開發流程，結合企業實際對業績考核指標進行了說明；最後，設計了管理和技術人才的績效考核指標體系，並運用ahp法結合管理人才績效考核指標體系構建了人才績效考核的模式。
  12. But until recently, most enterprises just use kpi in performance assessing. basically, they establish the kpi target value and evaluate the actural value with subjective experiences. kpi is not associated with daily business management, and there is not yet a complete implementation of the enterprise operation management and controlling procedure based on kpi

    但到目前為止，大部分企業只是將kpi應用於績效考核，並且對于kpi目標值的制定和實際值的評價基本上採用主觀經驗法，並沒有與日常的業務管理銜接起來，基於kpi的企業經營管理控制過程還沒有完整的系統的實現方法。
  13. What changes would be required to the governments performance measurement and staff appraisal systems to support the introduction of flexible pay ranges

    政府的現行績效評核機制和員工考核制度應作何改動才可有效支援靈活薪幅制的推行？
  14. At present, majority buildings enterprises in our country exist the serious defect on the human resources management, which is the analysed position unfit and method stagnant, whose examination effect is fairly wronger and is basically the become a mere formality, whose reward standard is over a long period of time low partially and internal fair nature is fairly wronger, whose encourage exist shortcoming and the question such as use to staffs using of personnel not recognition development etc. the crucial problem of state - owned enterprises is building a set of building enterprise complete manpower resources management model and incentive system, which is one of practical method to solve the uncompetitive and ineffective of state - owned enterprises

    目前，我國大多數建築企業在人力資源管理上存在著：職位分析不到位，分析方法滯后；績效考核效果比較差，基本上是流於形式；薪酬水平長期偏低，內部公平性比較差；對員工的長期激勵不足，在人員的使用上存在重使用、輕開發的問題。如何建立一套完整有效的建築企業人力資源管理模式和激勵機制一直是建築企業改革的核心問題之一，也是解決我國目前建築企業效率低下，企業競爭力較弱的有效途徑之一。本論文運用規范分析和實證研究相結合的方法，針對目前我國建築企業人力資源管理在激勵和評價方面制度不健全的現象，研究如何建立有效的人力資源管理模式和激勵機制的問題。
  15. Panel topics include e - learning & teaching, teaching of ethics in accounting curriculum, accounting education reforms, impact of globalization on public sector accounting, accounting information and equity valuation, news perspectives on auditor independence, value creation & performance measurement, globalization of corporate governance, china culture and accounting and corporate reporting on the internet

    另外會計實務論壇主題包括會計信息與股權估值，環球化對政府會計的影響，審計師獨立性的新觀點，價值創造及績效評核，公司治理之環球化，網上年報和持續披露，及中國文化、商管及會計等。
  16. What changes are needed to the governments current performance measurement and management framework to support any such changes

    政府的現行績效評核及管理架構是否須作出改動以配合這方面的變革？
  17. The development of supporting performance measurement and management frameworks to ensure that pay and grading reforms can be applied fairly and consistently

    設立輔助性的績效評核和管理架構，以確保薪酬和職級改革能以公平而一致的方式進行。
  18. Burton, m. diane. " the firmwide 360 - degree performance evaluation process at morgan stanley. " harvard business case no. 9 - 498 - 053. boston, ma : harvard business school, 1998

    摩根史坦利全公司360度績效評核的程序，哈佛商學院個案編號： 9 - 498053 ，麻州波士頓哈佛商學院， 1998年。
  19. Tsuang kuo and wei - shieng mao, 1995, real - time on - line quality control systems, international journal of industrial engineering, v. 2, n. 4, pp. 271 - 278

    蔡憲唐、江宏哲、李來錫、郭倉義（ 1998 ） ，健保組織員工績效評核之研究-以高屏分局為例，亞太經濟管理評論，第二卷，第一期，第81 - 95頁。
  20. How do portman ' s human resource management practices ( recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision ) help or hinder the development of the skills and behaviors listed in question 2

    波特曼飯店的人力資源管理實務（招募、甄選、薪資、訓練、職涯發展、績效評核、任用與組織設計、監督與管理）如何協助或阻礙了前列技能和行為的發展
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