绩效考核和绩效管理有什么区别?快回答吧

evaluation
[i7vAlju5eiFEn]
n.
估价,赋值
绩效
performance
可译成
Performance Evaluation

Your payment is 12 monthes' salary. It may be 13 monthes' according to your performance.

The time interval for performance appraisal is a quarter (/three months).

此题属于不定方程问题,设男员工x人,女员工y人,根据题意,有
80x+84.25y=82.5(x+y)
80≤x+y≤90,同时要注意x,y是整数.
由80x+84.25y=82.5(x+y),得x=0.7y,代入80≤x+y≤90,得80≤0.7y+y≤90
所以有80/1.7≤y≤90/1.7,因此可得47

Performance Star就用这个

中小板就是中小企业板···
中小企业板：small and medium-sized enterprises(SMEs) board
绩效评价（绩效考评）：Performance Evaluation
ETF是Exchange Traded Fund的英文缩写,译为交易型开放式指数基金
这词通常是跟中小板一起用的,应该用得到···

The massive literature pointed out the annexation enterprise the cultural conformity affects the enterprise annexation from the very good degree the achievements,must obtain the good coordination benefit,must depend upon the cultural conformity,but in at present enterprise annexation cultural conformity is not satisfying.This article through to the enterprise annexation culture conformity present situation analysis,proposed the enterprise in the annexation process the annexation and the conformity synchronization,the enterprise conformity behavior is not positive,were the enterprise culture conformity pattern sole three questions,how correct from the cultural conformity pattern and the enterprise culture conformity management aspect begin,to propose the solution above question mentality.And obtains the annexation enterprise to be supposed to strengthen the communication,to take with the correct choice pattern,positively to carry on the conformity the conclusion.

About Performance Appraisal of each department,please inteview with each employee/Group Leader to communicate and fill out the performance appraisal form.

个人觉得是通过层次分析法构建绩效指标权重的模型,再校验,而后建立新的绩效框架.最后实施绩效评价.

P：计划
D：行动
C：检查
A：反馈
所有的工作都必须有计划
所谓计划越多,变化越少
刚开始计划真赶不上变化,但计划越精确,变化越小
所以计划是一个龙头,好的计划是成功的一半
行动或就实施,有计划就必须履行,不然再好的计划都是纸上谈兵
行动越快,越能够发现计划的不足,所以不要等待计划的全部完成
行动了,不一定是对的,就是你的眼睛都会欺骗你
所以时不时检查一下自己的行动与计划是否一致,或者计划出错行动对了,或者行动与计划已经莫不关心了要及时调整
反馈,就是一件事情落实到位时.对自己的总结,不管这项任务或工作是否顺利完成,我们都要反思一下,计划不足点,行动不足点,检查够不够,为下一项目或计划做准备
这就是PDCA
如果把这种思维方式滚动起来的话,那就是循环.
而绩效目的是提高效率,当然前提是保质保量按时完成任务的情况下
绩效很明确是共赢的趋势
如果绩效是为了让公司得到更大的利润的话,那就是空的
如果绩效是为了让员工拿到更多的工资或效果不变或变化不大的话,那这个老板就是傻子
而目标达到,不要找借口,就如你分析一下原因一样：
生产组织第一季度绩效不高,只达成目标的60%,初步分析这个组织新员工较多60%,技能提升较慢,并且第一季度每个月的离职率超过了20%.
这证明了达不成的目的在以人的问题
离职率高的原因,又在哪里,这是贵公司迫切性要解决的.
谈明一点,想让马儿跑,又不到马儿吃草的话.那就惨
找出解决问题的根本就要用QC的鱼骨图去分析
PDCA只是针对量,QC七大手法是针对客观问题
绩效是提高生产率
生产的五要素为：人 机 物 料 环
人在第一,所以共赢是现在最后解决人员问题的关键所在

B/9.1 Performance planning and review for professional staff
[Print-friendly version]
Contact Officer
Manager,Policy Planning and Workplace Relations,HR
Approval Date
27/04/2006
Approval Authority
Vice-Chancellor
Date of Next Review
01/12/2008
9.1.1 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 Introduction
The 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.
Top
9.1.2 Application
All 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.
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9.1.3 Equity
All 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.
Top
9.1.4 Objectives
The 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) .
Top
9.1.5 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,together with the staff member,the achievement of performance objectives and development objectives;
provide the necessary coaching and support;
facilitate staff development and career development opportunities in accordance with the PPr plan,and
make the relevant decisions/recommendations arising from the review of the objectives contained in the PPr plan,including appropriate reward and recognition.
Every staff member will only be directly supervised by one supervisor,and that supervisor will be identified to the staff member.
A supervisor will normally either be classified at HEW Level 6 or above or will be an academic staff member.QUT is aware,however,that some staff classified below HEW Level 6 coordinate and/or oversee the activities of other staff.In such circumstances,this staff member in consultation with their line supervisor will determine who undertakes the actual PPr review of staff.
It should be noted,however,that where the process for managing unsatisfactory performance is invoked,or allegations of misconduct or serious misconduct are made,those processes would normally be co-ordinated by a supervisor classified at HEW Level 6 or above.
(c) Head of the organisational area
The responsibilities of the head of the organisational area with respect to the PPr process include:
ensuring that the objectives determined by the staff member and supervisor are consistent with those of the organisational area;
ensuring all parties are satisfied that the needs of the staff member and the organisational area have been addressed through the PPr process;
approving recommendations arising from the PPr process;
ensuring opportunities exist for the staff member and organisational areas to meet or exceed expectations;
facilitating the early resolution of disputes or conflict arising from the process; and
overseeing the supervisor's responsibilities with respect to the PPr process.
(d) Human Resources Department
The responsibilities of the Human Resources Department with respect to the PPr process include:
providing support and advice to supervisors and staff;
providing training in the PPr process for supervisors and staff members;
actioning the relevant administrative outcomes arising from the PPr process (ie.incremental progression,probation and reclassification);
providing advice on the training and development actions identified in the plan;
facilitating the resolution of conflict or disputes arising from the PPr process; and
monitoring the overall effectiveness of the process.

那个公式是简化后的,原来是指标得分=权重*（目标值*2-实际值）/目标值
一般用于负向指标,是指标设定权重、目标值,且可以倒扣分的一种负向定量考核方法.
具体而言,这个算法是指可承受的最大限度为目标值的2倍,如不合格率,一般情况下,实绩值越大,得分越低,实际值越小,得分越高.

专家集体意见法 一般是通过组织专家评估小组,由小组讨论形式来确定绩效指标权重
绩效计划是被评估者和评估者双方对员工应该实现的工作绩效进行沟通的过程,并将沟通的结果落实为订立正式书面协议即绩效计划和评估表,它是双方在明晰责、权、利的基础上签订的一个内部协议.
行为锚定评价量表法是关键事件法的深化和突破,它主要是通过行为事实方面的依据来评估员工,这些行为事实,就是平时记录下来的关键事件.由于该法是对被评估者的工作行为的预期设定,因此又称之为期望评价量表,行为锚定评分,行为评等法.

Strategic competitive
Performance Evaluation
People-oriented

1、绩效考核是人员聘用的依据.由于实行了科学的评价体系,对员工的工作、学习、成长、效率、培训、发展等进行全方位的定量和定性的考核,按照岗位工作说明书的标准要求,决定了员工的聘用与否；
2、绩效考核是人员职务升降的依据.考核的基本依据是岗位工作说明书,工作的绩效是否符合该职务的要求,是否具有升职条件,或不符合职务要求应该予以降免；
3、绩效考核是人员培训的依据.通过绩效考核,可以准确地把握工作的薄弱环节,并可具体掌握员工本人的培训需要,从而制订切实可行和行之有效的培训计划；
4、绩效考核是确定劳动报酬的依据.根据岗位工作说明书的要求,对应制订的薪酬制度要求按岗位取得薪酬,而岗位目标的实现是依靠绩效考核来实现的.因此根据绩效确定薪酬,或者依据薪酬衡量绩效,使得薪酬设计不断完善、更加符合企业运营的需要；
5、绩效考核是人员激励的手段.通过绩效考核,把员工聘用、职务升降、培训发展、劳动薪酬相结合,使得企业激励机制得到充分运用,有利于企业的健康发展；同时对员工本人,也便于建立不断自我激励的心理模式；
6、把绩效考核与未来发展相联系.无论是对企业或是员工个人,绩效考核都可以对现实工作作出适时和全面的评价,便于查找工作中的薄弱环节,便于发现与现实要求的差距,便于把握未来发展的方向和趋势,符合时代前进的步伐,与时俱进,保持企业的持续发展和个人的不断进步.

楼主看看我翻的吧,希望能有帮助：）
PM(Performance Management) is in a key position in HRM(Human Resource Management), and it is a behavior oriented, a control method and a stimulate measure. But PM is also a very complex and hard work, which means reasonable appraisal index and standards should be established and proper appraisal personnel should be chosen to make the evaluation as fair as possible. Before appraisal, what employees real need should be acquired, according which a serial of performance indicator can be established, and the employees reach index can gain corresponding reward. In addition, a timely communication with the employees can make them recognize their progress and insufficiency and then correct it to improve work efficiency. According to appraisal result, we can know contribution degree of each employee and determine what reward and prize should be given. If employees' pay can get corresponding return, employees will be efficiently motivated to move on, and a virtuous circle will be formed, that is: the needs of employees --- stimulate measures --- performance target. Under the function of this virtuous circle, the core competence of the corporation will be constantly strengthened.

其实分析的内容不在于多于少,而在于效果.要想考核就要有目标,公司有大目标,部门有小目标.因为,各部门分管的工作不同,公司下达的绩效考核目标也不同,所以,只是把各部门的目标完成情况变成数字、图表、或成绩进行分析...

A.评估者

Variable performance evaluation of information resource sharing system in general and the lack of targeted research, research into the theory and practice of combining; in the performance evaluation o...

你可以试试：
1st,if the achievements total score has the decimal point to unify picks leaves the law to take until the decimal point latter figure unconditionally,every 0.1 cent bonus difference is 5 RMB 2,issues after due investigation the bonus amount computation take the integer as a principle,if has the decimal point to have the unification to pick leaves the law unconditionally.
还不错,功能也多.

A,B,C,D

看的我晕晕的.你除以64是60+4吗?这本身就不合理啊.后边的除1000就更没讲了.

On my salary,because it comes before the trial period of three months,after the trial period will be higher than 6,000 yuan,and has performance bonuses,but I have been here for four months,and I believe my work efficiency and attitudes are very clear,including the NICO and LEO; but my salary has not changed I hope that my efforts and pay before is correct,please the boss promised to meet the requirements before

Based on management and the related economic theories, in predecessors' on the basis of research achievements of knowledge employee performance evaluation, the analysis of the current situation, analyzes the performance evaluation knowledge-type employees are the main issues. Combined with the knowledge staff's behavior, puts forward the principles that should be followed in performance evaluation, and points out the perfect enterprise knowledge staff's performance evaluation Suggestions. This paper aims at combining the features of the knowledge-type employees and demand, establishing a scientific and reasonable performance evaluation methods, fully arouse the enthusiasm of the knowledge-type employees, the organization efficient knowledge staff carried out, production, eventually improve the core competitive capacity of enterprises.

手工翻译,有不满意的可以根据自己的意思修改,有不怎么明白的可以在线问
As an important part of Human Resources Management, performance appraisal is becoming more and more important in management of state-owned businesses.
Establishing a scientific and formal staff performance appraisal system to build an appraisal-related competitive and incentive machanism has become an inevitable choice for a state owned business that is to develop sustainably, rapidly and heathily.
This article aims to analyze the problems and drawbacks of the performance appraisal system in state-owned businesses, to put foward some proposition for soluting those problems on the basis of mirroring some advanced empirical management experience and further more, to probe into building a specific performance appraisal system that best suits the state owned businesses' needs, on which basis to enhance the state owned businesses' competitiveness in market economy.

请问该部门的绩效工资总额应当是多少？
1000*（2.2+1.5+1）*0.98=4606（元）
式中：98分是百分制，换算成系数是0.98
甲的系数为2.2（该职工绩效工资即为2200元），以此类推，乙的绩效工资是1500，丙的是1000


以下公式是否可以解？
部门绩效分值=绩效工资总额/∑（部门总系数*部门考核得分）
部门绩效工资=部门绩效分值*部门总系数

公式正确。
但你的问题里没有讲各部门的系数和得分，而是讲的一个部门内的三位员工的系数，所以，无法用你的例题说明你的公式。

质量作为绩效测量指标,哪个不属于质量指标范畴?
A.耐久性
B.产品柔性
C.美观程度
答案:B

Analysis of factors influencing the group performance and improve
Abstract：This article from the organization behavior of general questions about groups and performance of the theme,in-depth understanding of itby understanding to the main research groups and performance,the specific analysis of some influence factors of all the minor details,and then explore the knowledge for managers and management behavior and significance.
Keywords：organizational behavior,group,performance,management

纯手工,请检验
Experience of Subject and Project
From Nov. 2010 to Dec. 2010 Pre-evaluation of District Level Performance of Yangpu District Key Members
Main Contents: Took part in the pre-evaluation in the whole project. According to the project description,performance objective design,PART self-evaluation form and experts' grading, mainly responsible for three projects including public health of Yangpu District,public free bicycle services of Yangpu District, subsidies to cover bus companies' losses after cost accessment of Yangpu District. Submitted the "Performance Evaluation Report" respectively.
本级,个人理解是区一级的.供参考.

salary management
performance assessment
employees' welfare management

　Smart法则指的是在制定目标的时候所应该遵循的五项原则：
　　S － Specific
　　这里指的是目标一定要明确的（ specific ) 不能够模糊
　　M － Measurable
　　目标的可度量性.制定的目标一定是可以度量的.
　　A － Attainable
　　目标的可实现性.一个目标必须是可以实现的,或者说经过努力是可以实现的.
　　R － Relevant
　　目标必须和其他目标具有相关性.即一切努力都是为了一个结果,而不是为了行动.
　　T － Time-based
　　目标必须具有明确的截止期限.即一个目标只有在一定的时间内达成才有意义.

可以根据不同的分数,设置不同的绩效等级,对应绩效考核的奖金系数,也可以实行强制分布法,然后设置绩效等级和系数

就是你做的产品超出你预期的产量后.按一定的比例发现金给你

　　绩效考核也称成绩或成果测评,绩效考核是企业为了实现生产经营目的,运用特定的标准和指标,采取科学的方法,对承担生产经营过程及结果的各级管理人员完成指定任务的工作实绩和由此带来的诸多效果做出价值判断的过程.
　　一、 达成目标
　　绩效考核本质上是一种过程管理,而不是仅仅对结果的考核.它是将中长期的目标分解成年度、季度、月度指标,不断督促员工实现、完成的过程,有效的绩效考核能帮助企业达成目标.
　　二、 挖掘问题
　　绩效考核是一个不断制订计划、执行、改正的PDCA循环过程,体现在整个绩效管理环节,包括绩效目标设定、绩效要求达成、绩效实施修正、绩效面谈、绩效改进、再制定目标的循环,这也是一个不断的发现问题、改进问题的过程.
　　三、 分配利益
　　与利益不挂钩的考核是没有意义的,员工的工资一般都会为两个部分：固定工资和绩效工资.绩效工资的分配与员工的绩效考核得分息息相关,所以一说起考核,员工的第一反应往往是绩效工资的发放.
　　四、 促进成长
　　绩效考核的最终目的并不是单纯地进行利益分配,而是促进企业与员工的共同成长.通过考核发现问题、改进问题,找到差距进行提升,最后达到双赢.　绩效考核的应用重点在薪酬和绩效的结合上.薪酬与绩效在人力资源管理中,是两个密不可分的环节.在设定薪酬时,一般已将薪酬分解为固定工资和绩效工资,绩效工资正是通过绩效予以体现,而对员工进行绩效考核也必须要表现在薪酬上,否则绩效和薪酬都失去了激励的作用.

随着公司规模的扩大,没有一套完整的绩效考评制度是不行的.这样员工就不能正确的理解自己所应完成的工作是什么,怎样才能得到更多的奖励,使他们缺少一种努力的方向与目标,最终可能造成业绩的下降.对于销售人员可以采用绩效工资制,根据他完成工作的数量和质量发放工资以及奖金,更能起到激励的作用.对于管理人员可以采用岗位工资制.考评时要本着公平公正公开的原则.对于上述提到的员工流失率高的问题,可以通过以下几步：对于离职的人员进行分析,与他们进行谈话,找出原因所在,对于找出的原因公司可以根据自身的情况来进行一定的变动与调整.还可以进行公司文化的建设,可能会加强员工对于组织的认同感和归属感,一定程度上减少离职.

假如A2起为完成比例,B2起为线性得分.B2格录入(保留1位小数):
=IF(A2

The Performance Appraisal System of Lenovo Company combines objectives management and performance appraisal to bulid up the post responsibility evaluation system in which objective and obligation are accordant.It is around two principal lines ,static obligation and dynamic objective .This article bulids the process diagram of the Performance Appraisal System of Lenovo Company which is based on some cases.The author analyse its advantage and disadvantage from the aspects of the use of the management by objectives ,the institutionalized evaluation measure,multi-angleand all-round methods of assessment and the
setting of assessment deadline ect.At the end of the article ,the author put forward the corresponding constructive improvements according to its diaadvantage,

Performance management is the process of coming to the agreement in the goal and the way to realise it between the Supervisor and employee.

c. assist performance interviews.
d. summary examination results and statistics reported.
5. Salaries and benefits of the annual salary a. responsible for the establishment of the welfare budget.
b. protect and optimize the company pay and benefits system
c. wages and benefits for the accounting audit.
d. responsible for the annual pay market research and management to provide annual salary increases proposed.
e. responsible for the commercial insurance plans and implementation.
f. the development of other welfare programmes

The study on the performance management of XX research institute,用study比较好

I was the key personnel in company.As the prospective director,my performance assessment has been always A plus

The notion of the search project management performance degree of this text submission foundation divides the line it as four rates,and define various character that each rate has in detail

优点：在宏观上给予了顾客服务以绩效评价标杆的作用,这可以体现出其作为市场营销第五个关键因素的重要性.
缺点：1.定义过于狭义,顾客服务不仅仅是针对售后而言,还包括了售前服务和潜在服务等
2.仅仅把顾客服务作为一种企业哲学理念过于牵强,企业的经营与管理包括了从产到销的一系列过程,然而顾客服务仅仅是一个片面的环节,一点盖全的理念不能够促进企业有效进步.
3.顾客服务是一个战略构想,它可以在市场竞争中提高企业的优势力,应该针对不同需求导向定义具体的顾客服务方向.

由于对绩效管理的片面认识,人们经常将绩效评估从完整的绩效管理中割裂开来,从而会误导绩效管理的目的.绩效管理的目的包括三个方面,即战略目的、管理目的和开发目的.一个有效的绩效管理系统首先要根据公司的战略目标制定各部门和员工的目标,成为落实公司战略的手段.其次,绩效管理系统应贯彻指导、评价、区分、激励、沟通等管理措施,使管理有效.最后,绩效管理应着眼于人力资源的开发,使员工持续成长,绩效持续改善.
将绩效管理等同于绩效考核,必然造成"瞎子摸象"--只看到了需要评估部门和员工表现的一面,而忽视了其他更为重要的目的.事实上,单纯地为了评估员工表现做绩效考核,主管和下属就像"审判"和"被审判",双方都费力不讨好.久而久之,当然大家都不愿做绩效考核,即使做,也是应付着做,这样绩效考核流于形式就不难理解了.
绩效考核只是完整绩效管理过程中的一个环节.绩效管理与绩效考评的主要区别如下表：
绩效管理 绩效考核
● 一个完整的管理辅导过程 ● 管理过程中的局部环节和手段
● 侧重于信息沟通和绩效提高 ● 侧重于判断和评估
● 伴随管理活动的全过程 ● 只出现在特定时期
● 事先的沟通与承诺 ●
由于对绩效管理的片面认识,人们经常将绩效评估从完整的绩效管理中割裂开来,从而会误导绩效管理的目的.绩效管理的目的包括三个方面,即战略目的、管理目的和开发目的.一个有效的绩效管理系统首先要根据公司的战略目标制定各部门和员工的目标,成为落实公司战略的手段.其次,绩效管理系统应贯彻指导、评价、区分、激励、沟通等管理措施,使管理有效.最后,绩效管理应着眼于人力资源的开发,使员工持续成长,绩效持续改善.
将绩效管理等同于绩效考核,必然造成"瞎子摸象"--只看到了需要评估部门和员工表现的一面,而忽视了其他更为重要的目的.事实上,单纯地为了评估员工表现做绩效考核,主管和下属就像"审判"和"被审判",双方都费力不讨好.久而久之,当然大家都不愿做绩效考核,即使做,也是应付着做,这样绩效考核流于形式就不难理解了.

In the review of working performance and its influence factors based on, first of all on the job satisfaction and job performance in two perspectives, from the angle of the materialist dialectics on job satisfaction and job performance possible relationship were discussed, and on this basis put forward about the relationship of a comprehensive model, this model about some enlightenment and the future study should pay attention to the problem.

1.孩子的成长和性格的培养与父母及家庭环境有很大的关系the personalities and cultivation of the children have very big concern with their parents.2.这份工作的薪水是与个人的绩效挂钩的this job's pay was de...

您好：
1. According to complete the required to for the job
2. Have the ability to organize colleagues to complete the department for the task
3. Have good team attitude, can through theinternal and external communication cooperation didn't into each work
4. To think ahead, according to your own work contents and characteristics, ready to work well in advance
5. At work after orders, can amount to combine theory with practice and related changes, active start thinking to finish the task
6. Can one-time quality and quantity of completed work assigned by superior
7. The employees in the department tenure, competent for their own job also can with higher standard to strict demands on themselves, and learning ability, and the work initiative high, there is responsibility, strong to assist boss completed the daily work of the department, in a team which has played a positive role model takes the lead, for sure she in the past achievements, and at thesame time, better incentives in the future better potential, high-standard finished all the work and combined with the actual department organization structure, hereby apply for the newposition to ascend.
好不容易翻译完了,望采纳,谢谢!

人手翻译,上口即知,希望会对你有助,
Kunshan YiSung Electric Wire Plastic Co.,LTD's performance assessment research
Abstract:
Following the arrival of the 21st century,the world economy is gradually globalised and integrated.Enterprises are facing with the more and more severe market competitions.To the rapid economic development,enterprises had recognised the importance of performance assessment,and they are eagerly building up a perfect performance assessment system.The quality of the performance assessment system directly affects the success or failure of the enterprises' management.Also can affect the company's development strategy and achieving its organisation's goal.Although every enterprise pays more and more attention to the performance assessment,but affected by the system factors of the enterprises themselves,management concepts and performance concepts and so on,many of today's enterprises' performance assessment contains infinite science.Reasonably,have seriously restricted all enterprises' workers' enthusiasm,initiative and creativity,thus affecting the improvements of the enterprises' competitiveness.
Combine with the actual situation of Kunshan YiSung Electric Wire Plastic Co.,LTD's business management,a complete and systematic analysis to the company's performance assessment's latest situation,which has discovered the problems of the performance assessment system that had contained.Also for reasons to these existed problems,put forward suggestions on how to upgrade and improve the performance assessment and achieve the performance goal and the organisation strategy's target integration and so forth,pin pointing the problems of the performance assessment system and carry out a re-design to promote a sustainable development for companies.
关键词：performance management; performance assessment; performance target (或goal); system design

当然是“预算绩效目标管理”
有目标才知道绩效的情况是好还是差.