众文网1.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：?si=4Performance 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。
3.绩效管理毕业论文英文摘要翻译
The importance of performance management is self-evident, as the core of human resources management which has been widely accepted. And the success or failure of performance management by the performance of the often decided by the Executive Force! The article analyzed the company before the public the reasons for the weak implementation of performance management, analysis of the reasons, then put countermeasures. Improve the company's human resources management level!。
4.绩效管理毕业论文英文摘要翻译
The importance of performance management is self-evident, as the core of human resources management which has been widely accepted. And the success or failure of performance management by the performance of the often decided by the Executive Force! The article analyzed the company before the public the reasons for the weak implementation of performance management, analysis of the reasons, then put countermeasures. Improve the company's human resources management level!。
5.急求关于企业绩效管理的外文文献1篇
提供一些关于企业绩效管理的外文文献，供写作参考。
[1] Nilsson Fredrik,Kald Magnus. Recent Advances inPerformance Management:The Nordic Case .European Management Journal, 2002,Volume:20, Volume:20 (Issue: 3,) .
[2] Otley David. Management control and performance management:whence and whither .British Accounting Review, 2003,Volume:35, Volume:35 (Issue:4,) .
[3] bredrup, h. background for performance management .a. rolstadas(ed.). perpormance management: a business process benchmarking approach. london: chapman & hall, 1995a, .
[4] martin j eppler, oliver sukowski. managing team knowledge: core processes tools and enabling factors .european management journal, 2000,vos. 18, vos. 18 (no. 3) :pp.334-341 .
[5] Lebas , MichelJ. Performance measurement and Performance management .International journal of Production Economics, 1995,Volume: 41, Volume: 41 (Issue: 1-3,) .
[6] guzzo r ,& dickson. m. teams in organizations: recent research on performance and effectiveness .annual review of psychology. 1996,47, 47 :307-338 .
[7] susan l kichuk, & willi h. wiesner. the big five personality factors and team performance: implications for aelecting successful product design teams .journal of engineering technology management, 1997, (14) :195-221 .
[8] hackman, j. r. (ed.). groups that work(and those that don't work): conditions for effective teamwork .san francisco: jossey bass, 1990 .
[9] mary cjones, and allison w. harrison. research is project team performance: an empirical assesssment .information & management. 1996,31, 31 :57-65 .
6.谁能提供关于绩效考核的英文文献（至少3000字）谢谢
B/9.1 Performance planning and review for professional staff[Print-friendly version]Contact OfficerManager,Policy Planning and Workplace Relations,HRApproval Date27/04/2006Approval AuthorityVice-ChancellorDate of Next Review01/12/20089.1.1 Introduction 9.1.2 Application 9.1.3 Equity 9.1.4 Objectives 9.1.5 Roles and responsibilities 9.1.6 Performance planning and review cycle 9.1.7 Probationary Staff 9.1.8 Employee Review of Supervisor 9.1.9 Outcomes of PPr process and subsequent action 9.1.10 Documentation 9.1.11 Training 9.1.12 Resolving disagreements Modification History 9.1.1 IntroductionThe effectiveness of QUT in achieving its goals depends on the knowledge,skills,attitudes and performance of all of its staff and their proper recognition.QUT has a firm commitment to the implementation of an effective Performance Planning and Review (PPr) process,linked to the achievement of individual,work area and organisational goals.The PPr process for professional staff described below is a participative process which provides a framework for identifying,reviewing,developing,recognising and rewarding work performance.The success of this process depends on a strong commitment to its implementation by managers,supervisors and their staff.Supervisors and managers at all levels are accountable for ensuring that one of the performance indicators for their staff is the successful completion and management of the PPr process.Top9.1.2 ApplicationAll professional staff classified at HEW Levels 1 to 10 inclusive and employed on an on-going basis or for a fixed term of twelve months or more must participate in the PPr process.This includes staff serving a period of probation and part-time staff.Staff occupying a temporary position of less than twelve months duration or a casual position may participate in the PPr process or an abbreviated version of the PPr process,to be determined by the staff member and supervisor.In this case,participation may be initiated by either the staff member or the supervisor.Top9.1.3 EquityAll aspects of the PPr process will be consistent with QUT's equity policies.Training in the PPr process will address issues pertaining to culture,belief systems,gender,non-English speaking backgrounds,disabilities,family responsibilities and commitments as a carer,so as to assist participants to consider work performance in its entire context.The supervisor's own PPr process will include a review of the achievement of their equity responsibilities.Top9.1.4 ObjectivesThe PPr process is primarily concerned with contributing to the achievement of individual,work area and organisational excellence through facilitating:clear performance and development objectives that align with the objectives of the organisational area and the University; enhanced communication between the participants; enhanced involvement of staff in decisions relating to their performance and development objectives; identification of areas of development,as they relate to immediate and evolving job requirements and career plans; recognition of achievements and identification of appropriate rewards; opportunity to develop future career plans; early identification of obstacles to the achievement of performance objectives and measures to overcome these obstacles; and the provision of information to assist administrative processes (eg.incremental progression,confirmation of appointment,identification of developmental needs across the University,and reclassification).Performance planning and review is not a process for managing unsatisfactory performance.If performance is unsatisfactory or there are concerns in relation to ill-health or misconduct,these concerns should be addressed under the appropriate processes contained in the QUT Enterprise Bargaining Agreement (Professional Staff) .Top9.1.5 Roles and responsibilities(a) Staff Member The PPr process is a participative process in which the staff member and supervisor share responsibility for the development of reasonable and meaningful PPr plans.This requires that the staff member actively participate in:determining performance and development objectives and the criteria used for monitoring the achievement of these objectives; and assessing the achievement of performance objectives and development objectives.(b) Supervisor In addition to being responsible for initiating and maintaining the PPr process,the supervisor is required to:determine,together with the staff member,performance and development objectives and the criteria used for monitoring the achievement of these objectives; assess,。
7.员工绩效考评的外文文献
1,So What Would An Ideal Performance Appraisal Look Like?J ack N Kondrasuk. The Journal of Applied Business and Economics. Thunder Bay: Feb 2011. Vol. 12, Iss. 1; pg. 57, 15 pgs
2,EVALUATING THE EVALUATOR: A CASE STUDY ILLUSTRATING THREE CRITICAL MISTAKES NO EVALUATOR SHOULD MAKE。Mary L Lanigan. Performance Improvement. Hoboken: Nov/Dec 2010. Vol. 49, Iss. 10; pg. 39
3,Systemic Bias in Federal Performance Evaluations: Does Hierarchy Trump a Performance Management Process?Dmitry V Eremin, James F Wolf, Colleen A Woodard. Public Performance & Management Review. Thousand Oaks: Sep 2010. Vol. 34, Iss. 1; pg. 7
4,Forced distribution performance evaluation systems: Advantages, disadvantages and keys to implementation。Susan M Stewart, Melissa L Gruys, Maria Storm. Journal of Management and Organization. Lyndfield: Mar 2010. Vol. 16, Iss. 1; pg. 168, 12 pgs
5,Organizational Performance: Measurement Theory and an Application: Or, Common Source Bias, the Achilles Heel of Public Management Research。Kenneth J. Meier
Texas A&M University Laurence J. O'Toole University of Georgia - Department of Public Administration and Policy2010
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