人力资源管理外文翻译范文
附录Ⅱ—外文原文
The achievements manage successfully are decided the process to control blow
Judges an achievements management system succeeds or not the key not to lie in you whether gave you the staff to hit the minute has divided and so on also did not lie in you whether has made the staff for dealt with the achievements inspection but the flustered aspect but lay in the achievements management the process whether was under the effective control straight line manager in achievements management process whether experienced from this the achievement feeling which brought whether experienced the management joy was willing to pay many for the achievements management the reason was they needs such to do such did to them is advantageous now at last was determines the achievements management system the design whether did succeed basis in.
But must enable the achievements management the process to be under the effective control lets straight line manager experiences the success in the achievements management process the enterprise in design achievements management plan time need to following several to do key considers :
One. Redefines the achievements management to do
Achievements management function actually what in? Actually do the implementations achievements manage must achieve a what type the goal? The enterprise must achieve the mutual recognition in this point sets up a development goal and the judgment standard for the achievements management system success diligently enhances the achievements while the enterprise also to have to examine the achievements management system the achievements has a look the achievements which the enterprise uses to manage really to enterprise's success help function all has manifested whether in which aspects?
Therefore the business management level must first implement in the goal in the enterprise which the achievements administration center must achieve to achieve consistently has a clear accurate description to the achievements management function and the goal.
Then what the achievements management function is? About this question very many superintendents all have own opinion some people thought the enterprise implements the achievements management is for carries on the inspection to staff's achievements uses in the wages determination the inspection result and bonus providing said to them if can achieve this goal was succeeds; Also some people believed that the enterprise at present the bitter experience difficult time is needing to reduce the staff but the achievements inspection may achieve this point therefore the enterprise implements the achievements management is for establish job functions and responsibilities establishes a table of organization the work implements the lowliest place elimination; Also some people thought the achievements test the nuclear power help enterprise to distinguish the staff ability the height is the enterprise selects the talented person to provide the information origin. The so forth viewpoint also has very much more viewpoints concentrate to staff's wages assignment very many enterprises regarded as the achievements inspection the enterprise to provide the wages the magic weapon with all one's heart had to branch out heterogeneous through the achievements inspection the staff thus implemented their salary decision-making.
Does not need question that the above viewpoint all is correct but all is not comprehensive not thorough. Has not been wrong the achievements inspection may provide such as the salary for the enterprise reduce staff the Jin promotes the human affairs decision-making. But if inspects constantly for the inspection the final result certainly will not be able to make the superintendent satisfied moreover also will be able to cause them to fall into in a dilemma region the reason is very simple if merely will locate the achievements management function to sends the wages then the process management and the control is neglected is even gotten rid finally caused the achievements to manage manager to fill out a form the game needed time only then did this obviously could not guarantee fairly and just also obviously violated the achievements management the thought.
Therefore the business management level needs calmly to get down responders and the localization achievements management function but this function very simple also is very easy to understand is for cause manager and staff's achievements ability obtains the enhancement the achievement level obtains the growth. Had this to be enough. Only had manager and staff's ability all obtains in the achievements management process enhanced their achievement performance only then could be better could understand and carry out enterprise's strategic target well when individual goal and enterprise's strategy effectively unified enterprise's achievements could obtain the enhancement this also was the basic goal which the achievements administration center had to devote to achieve collapses.
Then some people had to ask I had to use the inspection the result achievement to provide the staff the wages the basis how should I manage? Easy to do that is a question which the achievements inspection must reply may make the correlation stipulation in the enterprise related achievements inspection document provides the wages and so on function is the question which the achievements inspection must solve is not the achievements management the achievements management and the achievements inspection does not equate do not have to jumble together the two. Must make sure provides the wages to rely on the achievements inspection but achievements inspection fairness and the function display relies on the achievements management system construction they have successively the order was in the achievements management process has guaranteed the staff achievements enhancement but was not the inspection.
Therefore must relocate the achievements management the role guaranteed the enterprise the achievements management throughout all moves on the correct track only has so enterprise's achievements inspection only then to be able fair and is fair plays the drive to do.
Two definitions straight lines manager's achievements responsibility
Straight line manager is the achievements management implementation nucleus gets up the bridge role on is responsible for enterprise's achievements regulatory policy to get down is responsible for staff's achievements enhancement its importance cannot look down upon.
The straight line manager's main function lies in the execution and the feedback on the one hand carried out the enterprise already the policy-making achievements regulatory policy caused the enterprise the strategic target to transmit basic unit staff there by way of them through the effective achievements management method on the other hand they had unceasingly to record and the summary in the execution process discovered in the existing achievements policy existed the shortcoming and the insufficiency compiled and feeds back for the human resources department made the synthetic judgment by the human resources department coordination business management level prepared for the next achievements cycle adjustment.
Then must enhance straight line manager to carry out the strength the enterprise must entrust with them the essential responsibility causes the responsibility and the function which they is clear about oneself must take on highly effective carries out the achievements management decision-making.
The straight line manager's achievements responsibility:
1 .formulation achievements plan establishes the achievements goal for the staff
The achievements goal is the achievements management process start in an achievements cycle start manager will have to determine the staff together with the staff future period of time achievements goals. The achievements cycle decides according to enterprise's management condition if enterprise's foundation management quite perfect manager staff's quality level quite high enterprise's development quite is stable then may decide the achievements cycle long somewhat take half year or a year as an achievements cycle; Otherwise then needs to reduce the achievements cycle take a month or a quarter as a week.
No matter enterprise's achievements cycle has long managers all want to formulate the achievements goal for the staff. The achievements goal formulation should carry on the decomposition based on staff's position instruction booklet to enterprise's strategic target simultaneously unifies manager to the staff in the achievements cycle expectation and staff the development desire in carries on the full communication with the staff in the foundation to carry on the formulation finally must achieve with the staff for the knowledge. The achievements goal is not manager presses for staff's duty but is the direction which manager and staff both sides joint effort therefore staff's opinion must consider finally forms the document should be both sides both signs the approval official document to this took in the achievements cycle the main content both sides joint effort strive for achieve and surmounting.
2 . Achievements communications and counseling establish the achievement file for the staff
After achievements goal establishment manager's achievements responsibility is maintains the positive bidirectional communication with the staff carries on effective counseling to the staff helps the staff to sharpen the achievements ability causes in front of direction which the achievements goal dynasty prearranges.
This requests manager many to leave the desk goes out the office frequently maintains the contact with the staff observes their performance gives the staff at the right moment support and the help provides the necessary resources helps the staff highly effective to work. When the staff displays is good gives the encouragement drove they even more diligently work when the staff displays is not good manager also should prompt point out causes them in the first time to discover own mistake and the correction return the achievements goal track to come up.
In this process manager also wants to do an important work that is establishes the achievement file for the staff records staff's achievements performance and the establishment related file. This is very important because of:
A the establishment achievement file may help the staff to review the achievements process provides the useful suggestion sharpens staff's achievements ability;
B helps oneself highly effective to complete the supervisory work is familiar with own each deployment the performance in order to even more has pointed carries on the instruction to them;
C the achievements inspection work which must do for later provides the primitive basis causes the inspection fairer and is fair.
Therefore is busy to management managers must pay attention collects staff's performance and for it establishment achievement file this also is one of their achievements responsibilities is not the extra work load.
3 achievements inspections and counter
When stipulated achievements goal closing date in the past after after should pass period of time achievements performance to the staff to carry on the inspection the inspection basis is staff's achievements goal and own the achievement file which establish for the staff compares staff's inspection standard and the achievement file record carries on the fair inspection fairly to the staff.
The inspection result should give the prompt cash the cash initially to staff's pledge with staff's wages the promotion training and so on unified caused the achievements to inspect the drive to be advanced and to urge on less advanced does.
Moreover with an inspection close relation important work is the achievements feedback the achievements feedback is requests manager to give staff's achievements inspection result through the face-to-face talk form feedback the staff through the feedback lets the staff clear own performance obtains staff's approval helps the staff clearly to know own performance and the insufficiency which exists to the staff proposed the constructive improvement opinion formulates the achievements improvement plan together with the staff causes the staff to make better N in the next achievements cycle.
4 achievements diagnoses with raises
The achievements management is a regrettable work no matter you consider to be complete the general meeting has like this such insufficiency it is after all relates the closest work with the person.
Therefore the straight line after should completes after an achievements cycle makes the degree of satisfaction investigation in view of the preceding achievements cycle achievements management to the staff to achievements goal whether is suitable own in counsels the aspect to the staff to do whether makes the welfare policy which staff satisfaction as well as pledged whether obtains question and so on cash solicits staff's opinion investigates through the degree of satisfaction adjusts the achievements policy and own motion strategy causes the next achievements cycle to raise.
Three training straight lines manager related achievements management technique difference
After has entrusted with straight line manager the necessary achievements responsibility the enterprise should carry on the related achievements management skill to straight line manager training including: How establishes the achievements goal how carries on the achievements communication with the staff how carries on counseling to the staff how establishes the achievement file how inspects the staff how will inspect the result feedback will give the staff how will carry on the degree of satisfaction investigation how will adjust the achievements management strategy and so on.
The training work count for much the enterprise should put a thoughts much above this makes every effort to cause straight line manager through training to become the highly effective performer not only knew oneself must make any to know how should do. Thus enterprise's achievements policy cannot as soon as start to fall into passively have avoided the danger which becomes a mere formality.
Four provides for straight line manager helps
Carries out enterprise achievements regulatory policy time in straight line manager Manager HR cannot wait the abundant harvest waits is not the good work way also cannot wait for a better result. HR after should the achievements partner way walk by straight line manager to straight line manager among helps them from the technical angle to understand well the achievements management enhances the achievements goal the accuracy provides each kind of consultation to them enhances their achievements management skill and carries out the strength through the common endeavor causes them to become the achievements management specially.
Concluding remark: When the achievements management no longer was considered provides the wages the tool when the achievements management and the achievements inspection difference by more people was known and accepts when the achievements management strictly is treated as a management process to implement straight line manager can realize the success then the enhancement carries out the strength causes the achievements management gradually to move towards successfully truly becomes the help enterprise to realize the strategic target auxiliary booster! (Source: "Sale and management)
附录Ⅰ--外文中译文
绩效管理成功取决过程的控制
判断一个绩效管理体系成功与否的关键不在于你是否给你的员工打了分，分了等，也不在于你是否制造了员工为应付绩效考核而忙乱的局面，而在于绩效管理的过程是否得到了有效的控制，直线经理在绩效管理的过程中是否体验到了由此带来的成就感，是否体验到了管理的快乐，愿意为绩效管理而付出更多，理由是他们需要这么做，这么做对他们有利，这才是判定绩效管理体系的设计是否成功的根本所在。
而要使绩效管理的过程得到有效的控制，让直线经理在绩效管理的过程中体验到成功，企业在设计绩效管理方案的时候需要对以下几点做重点考虑：
一、 重新定义绩效管理的作用
绩效管理的作用究竟何在?实施绩效管理究竟要达到一个什么样的目的?企业必须在这一点上达成共识，为绩效管理体系的成功设立一个发展目标和评判标准，在企业上下努力提高绩效的同时也要检验一下绩效管理体系的绩效，看看企业所采用的绩效管理是否真对企业的成功起到了帮助的作用，都体现在哪些方面?
为此，企业管理层必须首先在企业实施绩效管理所要达到的目标上达成一致，对绩效管理的作用和目的有一个清晰准确的描述。
那么，绩效管理的作用是什么呢?关于这个问题，很多管理者都有自己的见解，有人认为企业实施绩效管理就是为了对员工的绩效进行考核，把考核结果用于工资的确定和奖金的发放，对他们来说，如果能达到这个目标，就算是成功了;也有人认为，企业目前正在遭遇困难期，需要裁减员工，而绩效考核可以做到这一点，所以企业实施绩效管理就是为了定岗定编工作，实施末位淘汰;还有人认为绩效考核能帮助企业识别员工能力的高低，为企业选拔人才提供信息来源。诸如此类的观点还有很多，更多的观点集中于员工的工资分配，很多企业把绩效考核当成了企业发放工资的法宝，一门心思地要通过绩效考核把员工分出三六九等，从而实施他们的薪酬决策。
无庸质疑，上述观点都是正确的，但又都是不全面的，不彻底的。没错，绩效考核可以为企业提供诸如薪酬、裁员、晋升等人事决策。但如果一味地为考核而考核，最终的结果将并不能令管理者满意，而且还会使他们陷入进退两难的境地，理由很简单，如果仅仅把绩效管理的作用定位于发工资，那么过程的管理和控制将被忽视甚至被抛弃，结果使得绩效管理成了经理的填表游戏，需要的时候才做，这显然不能保证公允，也显然违背绩效管理的思想。
所以，企业管理层需要冷静下来，重新思考和定位绩效管理的作用，而这个作用很简单，也很容易理解，就是为了使经理和员工的绩效能力得到提高，业绩水平得到增长。有这一条就足够了。只有经理和员工的能力在绩效管理的过程中都得到提高了，他们的业绩表现才会更好，才能更好地理解和执行企业的战略目标，当个人目标和企业的战略有效地结合起来了，企业的绩效就能得到提高，这也是绩效管理所要致力达到的根本目的所在。
那么，有人要问了，我要用考核的结果作为发放员工工资的依据，我该怎么办?好办，那是绩效考核要回答的问题，可以在企业有关的绩效考核的文件里做相关规定，发放工资之类的作用是绩效考核要解决的问题，不是绩效管理，绩效管理与绩效考核不等同，不要把二者混为一谈。要弄清楚的一点是，发放工资依赖于绩效考核，而绩效考核的公平性和作用的发挥依赖于绩效管理体系的建设，它们是有先后顺序的，是绩效管理的过程中保证了员工绩效的提高，而不是考核。
因此，必须重新定位绩效管理的作用，以保证企业的绩效管理始终都在正确的轨道上运行，惟有如此企业的绩效考核才会公平和公正，起到激励作用。
二、 定义直线经理的绩效责任
直线经理是绩效管理实施的中坚力量，起桥梁作用，上对企业的绩效管理政策负责，下对员工的绩效提高负责，其重要性不可小视。
直线经理的主要作用在于执行和反馈，一方面执行企业已经决策的绩效管理政策，使企业的战略目标经由他们通过有效的绩效管理手段传递到基层员工那里，另一方面，他们必须在执行的过程中不断记录和总结，从中发现现有绩效政策中存在的缺点和不足，汇总并反馈给人力资源部，由人力资源部配合企业管理层做出综合判断，为下一个绩效周期的调整做好准备。
那么，要提高直线经理的执行力，企业就必须赋予他们必要的责任，以使他们明确自己所要担当的责任和职能，更加高效地把绩效管理的决策贯彻执行到位。
直线经理的绩效责任有：
1、 制定绩效计划，为员工确立绩效目标。
绩效目标是绩效管理过程的开始，在一个绩效周期的开始，经理必须和员工一起确定员工未来一段时间的绩效目标。绩效周期依企业的管理状况而定，如果企业的基础管理比较健全，经理、员工的素质水平比较高，企业的发展比较稳定，则可以把绩效周期定得长一些，以半年或一年为一个绩效周期;反之，则需要缩短绩效周期，以一个月或者一个季度为一个周期。
不管企业的绩效周期有多长，经理都要为员工制定绩效目标。绩效目标的制定应基于员工的职位说明书对企业的战略目标进行分解，同时结合经理对员工在绩效周期的期望和员工本人的发展愿望，在与员工进行充分沟通的基础上进行制定，最终要与员工达成供识。绩效目标不是经理压给员工的任务，而是经理和员工双方共同努力的方向，所以员工的意见必须考虑，最后形成的文件应是双方都签字认可的正式文件，以此作为绩效周期内的主要内容，双方共同努力，争取达成并超越。
2、 绩效沟通与辅导，为员工建立业绩档案。
绩效目标确立以后，经理的绩效责任就是与员工保持积极的双向沟通，对员工进行有效的辅导，帮助员工提高绩效能力，使绩效目标朝预定的方向前进。
这就要求经理更多地离开办公桌，走出办公室，经常与员工保持接触，观察他们的表现，给予员工适时的支持和帮助，提供必备的资源，帮助员工更加高效地工作。当员工表现好的时候，给予鼓励，激励他们更加努力地工作，当员工表现不好时，经理也应及时予以指出，使他们在第一时间发现自己的错误并改正，重新回到绩效目标的轨道上来。
在这个过程中，经理还要做一件重要的工作，那就是为员工建立业绩档案，记录员工的绩效表现并建立相关档案。这很重要，因为：
a、建立业绩档案可以帮助员工回顾绩效过程，提供有用的建议，提高员工的绩效能力;
b、帮助自己更加高效做好管理工作，熟悉自己的每个部署的表现，以便于更加有针对性地对他们进行指导;
c、为以后要做的绩效考核工作提供原始依据，使考核更加公平和公正。
所以，忙于管理的经理们要注意收集员工的表现并为之建立业绩档案，这也是他们的绩效责任之一，不是额外的工作负担。
3、 绩效考核与反馈
当规定的绩效目标截止日期过去以后，经理应对员工过去一段时间的绩效表现进行考核，考核的依据是员工的绩效目标和自己为员工建立的业绩档案，对照员工的考核标准和业绩档案的记录，对员工进行公平、公正的考核。
考核的结果应予以及时的兑现，兑现当初对员工的承诺，与员工的工资、晋升、培训等结合起来，使绩效考核起到激励先进和鞭策后进的作用。
另外，与考核紧密联系的一项重要工作是绩效反馈，绩效反馈是要求经理把员工的绩效考核结果通过面谈的形式反馈给员工，通过反馈，让员工清楚自己的表现，取得员工的认可，帮助员工更加清楚地认识自己的表现，并对员工存在的不足提出建设性的改进意见，与员工一起制定绩效改进计划，使员工在下一个绩效周期内做得更好!
4、 绩效诊断与提高
绩效管理是个遗憾的工作，不管你考虑的多么周全，总会存在这样那样的不足，毕竟它是与人联系最为紧密的工作。
所以，直线经理应在一个绩效周期完成之后，针对前一个绩效周期的绩效管理向员工做满意度调查，对绩效目标是否适宜、自己在对员工辅导方面做得是否令员工满意以及所承诺的福利政策是否得到兑现等问题征求员工的意见，通过满意度调查来调整绩效政策和自己的行动策略，使下一个绩效周期更加高效!
三、 培训直线经理有关绩效管理的技巧
赋予了直线经理必备的绩效责任之后，企业应对直线经理进行有关绩效管理技能的培训，包括：如何设定绩效目标，如何与员工进行绩效沟通，如何对员工进行辅导，如何建立业绩档案，如何考核员工，如何将考核的结果反馈给员工，如何进行满意度调查，如何调整绩效管理策略等等。
培训工作非常重要，企业应多花些心思在这上面，力求通过培训使直线经理成为高效的执行者，不但知道自己要做什么更知道该怎么去做。这样，企业的绩效政策不会一开始就陷入被动，更避免了流于形式的危险。
四、 为直线经理提供帮助
在直线经理执行企业绩效管理政策的时候，HR经理不能坐等丰收，坐等不是好的工作方式，也等不来更好的结果。HR经理应以直线经理绩效合作伙伴的方式走到直线经理中间，从技术的角度帮助他们更好地理解绩效管理，提高绩效目标的准确性，对他们提供各种咨询，提高他们的绩效管理技能和执行力，通过共同的努力，使他们成为绩效管理专家。
结束语：当绩效管理不再被认为是发放工资的工具，当绩效管理与绩效考核的区别被更多的人所认识和接受，当绩效管理被严格地当作一个管理过程来实施，直线经理就能从中体会到成功，进而提高执行力，使绩效管理逐步走向成功，真正成为帮助企业实现战略目标的助推器!