众文网1.求一篇绩效管理的文献综述
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原发布者：蒋先芳
人力资源管理绩效管理的文献综述
【摘要】绩效管理提升企业的竞争力都有巨大的推动作用，进行绩效管理是非常必要的。绩效管理对于处于成熟期企业而言尤其重要，没有有效地绩效管理，组织和个人的绩效得不到持续提升，组织和个人就不能适应残酷的市场竞争的需要，最终将被市场淘汰。在经济竞争异常激烈的环境下，绩效管理日益受到经济管理人员的重视。从绩效管理思想的起源、绩效管理的概念，以及绩效管理系统三个方面，对绩效管理的发展和趋势进行了综述。从中可以看出，绩效管理经历了由单一的评估制度，逐步向系统性、综合性的方向发展的过程。
【关键词】绩效管理系统绩效管理的概念绩效管理模型经济竞争文献综述
对于绩效管理的文献综述，我想先向大家介绍下我对绩效管理的认识。绩效管理在一个组织中包括两个层次的含义：一是指整个组织的绩效；二是指个人的绩效。对于绩效的含义，人们有着不同的理解，最主要的观点有两种：一是从工作结果的角度出发进行理解；二是从工作行为的角度出发进行理解。因此我们主张应当从综合的角度出发。所谓绩效，就是指员工在工作过程中所表现出来的与组织目标相关的并且能够被评价的工作业绩、工作能力、工作态度，其中工作业绩就是指工作的结果，工作能力和工作态度是工作的行为。20072004针对国有企业的产品质量下降，物质消耗上升，亏损增加问题。应该注重培养人才，集中创新，采纳好的方案针对企业绩效发展。对员工进行培训，提高业务水平，防
2.关于绩效考评的参考文献及其翻译
Key Performance Indicators (KPI) How an organization defines and measures progress toward its goals Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals. Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements. What Are Key Performance Indicators (KPI) Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They will differ depending on the organization. A business may have as one of its Key Performance Indicators the percentage of its income that comes from return customers. A school may focus its Key Performance Indicators on graduation rates of its students. A Customer Service Department may have as one of its Key Performance Indicators, in line with overall company KPIs, percentage of customer calls answered in the first minute. A Key Performance Indicator for a social service organization might be number of clients assisted during the year. Whatever Key Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success,and they must be quantifiable (measurable). Key Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal. Key Performance Indicators Reflect The Organizational Goals An organization that has as one of its goals "to be the most profitable company in our industry" will have Key Performance Indicators that measure profit and related fiscal measures. "Pre-tax Profit" and "Shareholder Equity" will be among them. However, "Percent of Profit Contributed to Community Causes" probably will not be one of its Key Performance Indicators. On the other hand, a school is not concerned with making a profit, so its Key Performance Indicators will be different. KPIs like "Graduation Rate" and "Success In Finding Employment After Graduation", though different, accurately reflect the schools mission and goals. Key Performance Indicators Must Be Quantifiable If a Key Performance Indicator is going to be of any value, there must be a way to accurately define and measure it. "Generate More Repeat Customers" is useless as a KPI without some way to distinguish between new and repeat customers. "Be The Most Popular Company" won't work as a KPI because there is no way to measure the company's popularity or compare it to others. It is also important to define the Key Performance Indicators and stay with the same definition from year to year. For a KPI of "Increase Sales", you need to address considerations like whether to measure by units sold or by dollar value of sales. Will returns be deducted from sales in the month of the sale or the month of the return? Will sales be recorded for the KPI at list price or at the actual sales price? You also need to set targets for each Key Performance Indicator. A company goal to be the employer of choice might include a KPI of "Turnover Rate". After the Key Performance Indicator has been defined as "the number of voluntary resignations and terminations for performance, divided by the total number of employees at the beginning of the period" and a way to measure it has been set up by collecting the information in an HRIS, the target has to be established. "Reduce turnover by five percent per year" is a clear target that everyone will understand and be able to take specific action to accomplish. Key Performance Indicators Must be Key To Organizational Success Many things are measurable. That does not make them key to the organization's success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are essential to the organization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone's attention focused on achieving the same KPIs. That is not to say, for instance, that a company will have only three or four total KPIs in total. Rather there will be three or four Key Performance Indicators for the company and all the units within it will have three, four, or five KPIs that support the overall company goals and can be "rolled up" into them. If a company Key Performance 。
3.请问谁有{绩效考核制度的概念}的内容,及参考文献,写论文,请帮帮
绩效考评制度是指靠凭着对照工作目标或绩效标准，采用一定的考评方法，评定员工的工作任务完成情况、员工的工作职责履行程度和员工的发展情况，并将上述评定结果反馈给员工的一种制度。
1、考评的最终目的是改善员工的工作表现，以达到企业的经营目标，并提高员工的满意程度和未来的成就感。 2、考评的结果主要用于工作反馈、报酬管理、职务调整和工作改进。
绩效考评制度原则 1、一致性：在一段连续时间之内，考评的内容和标准不能有大的变化，至少应保持1年之内考评的方法具有一致性； 2、客观性：考评要客观的反映员工的实际情况，避免由于光环效应、新近性、偏见等带来的误差； 3、公平性：对于同一岗位的员工使用相同的考评标准； 4、公开性：员工要知道自己的详细考评结果。
4.请问谁有{绩效考核制度的概念}的内容,及参考文献,写论文,请帮帮忙
避免由于光环效应，考评的内容和标准不能有大的变化、一致性、偏见等带来的误差，以达到企业的经营目标。
2，至少应保持1年之内考评的方法具有一致性；
4，评定员工的工作任务完成情况；
2，并提高员工的满意程度和未来的成就感；
3、客观性、职务调整和工作改进、员工的工作职责履行程度和员工的发展情况，并将上述评定结果反馈给员工的一种制度：在一段连续时间之内、新近性：对于同一岗位的员工使用相同的考评标准。
绩效考评制度原则
1 绩效考评制度是指靠凭着对照工作目标或绩效标准、公平性、公开性、考评的结果主要用于工作反馈、考评的最终目的是改善员工的工作表现：考评要客观的反映员工的实际情况、报酬管理，采用一定的考评方法
5.论文文献综述,《论企业内部审计全面绩效考核体系》的文献综
搜索一下吧，下面是我找的一部分，请参考 探索内审人员绩效考核新机制时间：2007-12-11 00:19:16 来源：不详 作者：不详 我们从 2002 年开始着手筹备实施内审人员绩效考核工作，于 2002 年底印发了《胜利石油管理局 胜利油田有限公司审计处、审计中心内部审计人员绩效考核管理办法 （ 试行 ） 》，自 2003 年开始在油田审计人员中全面推开。
经过近 1 年的试行，在总结前一阶段经验的基础上，于 2003 年底对《管理办法 （ 试行 ） 》进行了重新修订。 内部审计人员绩效考核办法是我们在参照国内外绩效考核先进经验的基础上，根据《审计署关于内部审计工作的规定》、《内部审计基本准则》、《内部审计人员职业道德规范》、《内部审计具体准则》和《胜利石油管理局加强内部审计若干规定》等规章制度，并结合我们油田的实际而研究制定的。
我们的主要做法是： 1 、成立绩效考核组织。 为了保证绩效考核工作的顺利实施，我们专门成立了绩效考评领导小组、办公室和考评小组三级机构，分级别、分权限、分指标负责内审人员的绩效考评工作。
其中，领导小组由审计处领导组成，全面负责绩效考评工作的领导、检查；办公室由审计处 1 名领导和机关科室长组成，负责绩效考评工作的组织、协调；考评小组由审计分处主任、副主任和审计人员代表组成，负责审计分处审计人员的考评打分。 比较完善的考核体系和严密的组织程序为绩效考核工作的开展提供了保证。
2 、建立考核指标体系。 根据内审人员从事审计工作必需的基本技能、业务素质、知识经验和审计人员的工作质量与效果、工作态度等，我们拟定的考核指标体系共包括 6 类 16 项基本指标和 6 项奖励加分指标。
其中，基本指标包括基本技能、工作态度、业务能力、政策水平、学习培训和工作效果，奖励加分指标包括开拓创新、理论研究等。 3 、拟定绩效评价标准。
针对考核每项内容和指标，我们制定了比较严密的考核评价标准。如我们将油田对审计系统的工作考核指标切分到每位审计人员，规定：财务审计人员季度取得 25 万元的直接审计成果 （ 全年累计 100 万元 ） 得 20 分；审计成果每超过 10 万元加 1 分，上不封顶；未达到基本要求按完成比例折算。
基建审计人员季度取得 12 . 5 万元的直接审计成果 （ 全年累计 50 万元 ） 得 20 分；审计成果每超过 5 万元加 1 分，上不封顶；未达到基本要求按完成比例折算。通过各项指标的加权系数分别计算得分和总分，根据得分的高低把审计人员的绩效考评结果划分为五级：优秀、优良、达标、基本达标和不达标。
4 、完善绩效考核反馈和申诉、审查机制。 为了保证绩效考评的效果，在最大程度上保证考评结果的公正、公平、公开，我们建立了考核者与被考核者畅通的交流渠道。
被考评者对考评成绩持有异议的，可提交书面报告，绩效考评领导小组指定专人进行调查。 同时，处委会也定期对绩效考核结果进行审查。
绩效考核见效果，内审管理上水平 实行内部审计人员绩效考核一年多来，我们初步见到了实实在在的效果。主要表现在以下几个方面： 一是 实现了科学、公正考核，发挥了对中计人员的评价作用。
绩效考核通过实行考核赋分，可以对内审人员的政治素质、心理素质、知识素质、业务素质等进行综合、全面、权威的评测分析，变定性评价为定量考核，为每年组织部门对审计人员的干部考核和内审人员的晋升、岗位调整等提供了科学、权威的依据。 二是 做到奖惩分明，发挥了对审计人员的激励作用。
根据绩效考核结果决定奖惩的对象及等级，能够做到奖惩分明，初步实现了奖励先进、激励后进的效果。 2003 年，在推荐集团公司 2002 — 2003 年度内部审计工作先进个人、高级审计师职称评选等工作中，我们把绩效考评成绩作为一项重要参考指标，优先推荐考评等级优秀的审计人员。
专项奖金也按考评得分核算发放，奖金最高者和最低者的差额在 20 %左右。绩效考核有助于在系统内部营造“比、学、赶、帮、超”的氛围，使每位审计人员能够努力提高各自的绩效，从而提高整个内审系统的活力。
如我们组织的优秀论文评选工作， 2002 年审计人员共提交论文 45 篇，实行绩效考核后的 2003 年猛增至 132 篇。 审计人员自觉学习专业知识、技能或者报名参加各种形式的学历教育和学习班的也明显增多。
三是 传递了压力，发挥了对审计人员的约束作用。绩效考核对审计人员的工作失误和违规违纪问题等做出了详细的规定。
如在“工作质量”指标中，我们规定：在处室内部或上级审计项目质量检查中发现未严格遵循审计工作标准，所负责的工作有失误和遗漏的，将视情节轻重分别扣 1 — 10 分：有严重失职造成重大影响或损失的，将视情节追加扣分，上不封顶。 结合我们 2003 年底制定的《重大违规违纪问题漏审责任追究制度》，将同时给予扣减 1 — 12 个月的岗效薪点工资和奖金，取消申报高一级职称任职资格，行政降职，调离审计工作岗位等经济处罚和行政处理。
通过执行情况看，审计人员的危机感和压力普遍增强，工作态度较前有明显转变，查出、揭露的违规违纪问题和取得的经济成果也较前明显增多。 四是 了解了人员现状，发挥。
6.求一篇关于员工绩效考核的论文
以下给你提供点相关题目和内容！希望对你有所帮助！！！！
企业员工绩效考核管理系统
员工绩效考核体系的改进方法研究
范文：
员工绩效考核体系的改进方法研究
原文：
内容摘要：绩效考核是人力资源管理中一个不可或缺的重要环节。作为一种反馈机制，它为企业创造了员工之间沟通和交流的机会。本文通过对M 公司绩效考核体系运行现状的研究，运用多种方法来找出该考核体系不足之处，从而为设计出更为有效的绩效考核体系提供了一种思路。
关键词： 绩效考核层次分析法主成分分析
Abstract:Performance Appraisal is one of the most important parts of Human Resources Management. As a feedback system, it creates communication and intercourse opportunities to the staff. On the base of knowing the executive actuality of the Performance Appraisal system (PAS) in M Company, some methods are used in the research to find out the shortage of the PAS. The process of this research provides a method of designing the more effective PAS.
Keywords: performance appraisal system analytic hierarchy process component analysis
目录：
内容摘要、关键词 1
一、引言 1
二、我国企业员工绩效考核体系的现状 2
三、研究方法及思路 3
四、研究结果分析 3
五、研究结论 6
六、建议 7
参考文献 8
参考文献：
1.吴久峰：国企绩效考核误区分析，内蒙古科技与经济，2004.8
2.谢宝国，夏勉：基于两种理念绩效考核指标的设定，中国人力资源开发，2004.4
3.邓子云：论绩效考核系统的设计与实现，管理科学文摘，2004.7
4.李寿军：企业绩效考核存在的误区及对策，企业活力，2004.10
5.蔡永红，林崇德：绩效评估研究的现状及其反思，北京师范大学学报（人文社会科学版），
2001.4
6.戴良铁：绩效考核方法介绍四：我国企业绩效考核中潜在的问题与解决的办法，中国劳动，
2000.10
7.汪先锋：目前企业绩效评估管理中存在的问题与改进对策，安徽广播电视大学学报，2001.2
8.杨杰，方俐洛，凌文辁：对绩效评价的若干基本问题的思考，中国管理科学，2000.4。。以上内容均摘自
更多详细内容 请登录 刨文网 ”，这里的文章全部是往届高校毕业生发布的原创毕业论文，内容详细，符合自身的专业水平。
7.绩效考核的引言怎么
先不说内容，首先格式要正确，一篇完整的毕业论文，题目，摘要（中英文），目录，正文（引言，正文，结语），致谢，参考文献。
学校规定的格式，字体，段落，页眉页脚，开始写之前，都得清楚的，你的论文算是写好了五分之一。 然后，选题，你的题目时间宽裕，那就好好考虑，选一个你思考最成熟的，可以比较多的阅读相关的参考文献，从里面获得思路，确定一个模板性质的东西，照着来，写出自己的东西。
如果时间紧急，那就随便找一个参考文献，然后用和这个参考文献相关的文献，拼出一篇，再改改。 正文，语言必须是学术的语言。
一定先列好提纲，这就是框定每一部分些什么，保证内容不乱，将内容放进去，写好了就。
8.毕业论文要一篇关于绩效管理的英文文献
除此，还有很多这类的附上网址 Performance measurement is the process of assessing progress toward achieving predetermined goals. Performance management is building on that process, adding the relevant communication and action on the progress achieved against these predetermined goals.[1] In network performance management, (a) a set of functions that evaluate and report the behavior of telecommunications equipment and the effectiveness of the network or network element and (b) a set of various subfunctions, such as gathering statistical information, maintaining and examining historical logs, determining system performance under natural and artificial conditions, and altering system modes of operation.[2] In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle: Performance planning where goals and objectives are established Performance coaching where a manager intervenes to give feedback and adjust performance Performance appraisal where individual performance is formally documented and feedback delivered A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results. Application Performance Management (APM) refers to the discipline within systems management that focuses on monitoring and managing the performance and availability of software applications. APM can be defined as workflow and related IT tools deployed to detect, diagnose, remedy and report on application performance issues to ensure that application performance meets or exceeds end-users' and businesses' expectations. Business performance management (BPM) is a set of processes that help businesses discover efficient use of their business units, financial, human and material resources. Operational performance management (OPM) focus is on creating methodical and predictable ways to improve business results, or performance, across organizations. Simply put, performance management helps organizations achieve their strategic goals. Rather than discarding the data accessibility previous systems fostered, performance management harnesses it to help ensure that an organization's data works in service to organizational goals to provide information that is actually useful in achieving them. and focus on the Operational Networking Processes between that performance level. The main purpose of performance management is to link individual objectives and organisational objectives and bring about that individuals obey important worth for enterprise. Additionally, performance management tries to develop skills of people to achieve their capability to satisfy their ambitiousness and also increase profit of a firm. 英文文献：.sg/books?hl=en&id=nilxhOm9wD0C&dq=performance+management&printsec=frontcover&source=web&ots=TzdDUG7MkL&sig=#PPR5,M1。
9.跪求人力资源绩效考核的外文参考文献~~~~谢谢
1.Peter F. Drucker. Management:Tasks,Responsibilities,Practices. 华夏出版社，19732.Kaplan R, Norton D. The balanced scorecard-measures that drive performance [J]. Harvard Business Review. 19923.Levy. The Family Revolution in Modern China. New York:Octagon Books, 1963。
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