绩效考核论文英文版文献

你好专业代做毕业论文团队合作多年经验范例多多质量保证诚信可靠需要的话加团队名字沟通

B/ 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/ Introduction Application Equity Objectives Roles and responsibilities Performance planning and review cycle Probationary Staff Employee Review of Supervisor Outcomes of PPr process and subsequent action Documentation Training Resolving disagreements Modification History 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. 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. 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. 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) . 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.

亲，你要的是如下这种嘛？如有疑问，请追问，如满意，还望采纳。盛运华, 赵宏中. 绩效管理作用及绩效考核体系研究[J]. 武汉理工大学学报, 2002, 2: 92-94. 李红卫, 徐时红. 绩效考核的方法及关键绩效指标的确定[J]. 经济师, 2002, 5: 152-153. 刘帮成, 唐宁玉. 对团队绩效考核体系的战略性思考[J]. 上海管理科学, 2003, 3: 59-60. 赵曙明, 吴慈生. 中国企业集团人力资源管理现状调查研究 (二)——人力资源培训与开发, 绩效考核体系分析[J]. 中国人力资源开发, 2003 (3): 48-50. 周渠诺, 何坪, 殷丽霞, 等. 重庆市基本药物和绩效考核制度的实施现况调查[J]. 中国全科医学, 2012, 15(10): 1090-1092. 黄荔红, 宋斌, 黄春霞, 等. 运用信息化平台构建护理绩效考核体系[J]. 护理管理杂志, 2012, 12(2): 150-151.

directoryShall I pickABSTRACT IIDirectory IIICONTENTS VIIntroduction to the first chapter research enriched performance management fieldGiven the college teachers optimize performance assessment provides reference for university teachers' performance management mode 2130 review 3Foreign related research status quo domestic research situationThe main research contents and methods of main research contents research methodsChapter 8 of performance management theory overviewThe concept of performance management and process8 performance performance performance appraisal and performance managementPerformance management process and management method and method for ammeters 360 degrees 360Feedbacks (11) administration (MBO) 11 goalsThe key performance index method ( kpis) BSC (BSC) 12The third chapter of our university teachers, analyzed the current situation and problems of performance managementOur college teachers performance management situationFor teachers' evaluation and classification of index system to establish authorizationsThe annual examination and appraisal end combining 15Our college teachers performance evaluation index system problems existed in 15The lack of a solid theoretical basis goal orientation is not clearIncomplete assessment systemOur university teachers' performance of the existing problems in the management of 16Performance assessment, and no attention performance managementLack of teachers' participation, appraisal both inequality 17The fourth chapter of university teachers' performance management system of system for process, ideas and system for system constructing thought system construction college teachers performance plan, 282 the job performance performance planning university teachers' performance evaluation indicator systemThe principle of this index system constructionThe performance evaluation index determined assessment indexes weights allocation 41Performance evaluation implementing college teachersThe performance evaluation period determined performance evaluation methods of college teachers' performance feedback and application of performance feedback 51The application of 52 performanceThe fifth chapter of university teachers' performance management system of assessment and enlightenmentThe original teacher evaluation system and comparison of performance management systemFrom the simple to the performance evaluation transformation of managementFrom passive to active assessment in from teaching and scientific research to emphasize both service and transformation of virtuePerformance evaluation index system and evaluation of performance management systemThe basic situation of questionnaire analysis and statisticsSurvey results have extensive representative construct performance management system in the process of enlightenmentTeachers should fully believe should attach importance to the outside of the performance evaluation of other should emphasize continued, communication should constantly adjust of performance management systemConclusion 5859 referencesThe degree of academic papers published during 60Original statement 61To thank 62 好了你看看把！

绩效考核论文文献杂志

绩效考核的论文参考文献有哪些绩效考核能够有效提升员工的积极性，所以大部分的企业都会实行绩效考核制度。下面为您精心推荐了绩效考核的管理论文参考文献，希望对您有所帮助。绩效考核的论文参考文献:化工企业绩效考核管理模式探讨 [1]田伟.绩效考核、晋升激励与中国经济社会非均衡发展[J].统计与决策，2012，(01).[2]张毅斌中小企业绩效考核在人力资源管理中的问题与对策研究[J].现代工业经济和信息化，2011，(10).[3]孔玉生,童珍.绩效考核指标与组织目标一致性研究[J].财会通讯，2011，(11).[4]夏恩君,霍海涛,孙兰.浅析绩效考核在企业人力资源管理中的应用[J].北京理工大学学报(社会科学版)，2006，(05).[5]房艳君,贺亮.如何使360度绩效考核制度更有效[J].商业经济，2006，(10).绩效考核的论文参考文献:财务人员绩效考核分析 [1]周晓玲.基于绩效管理视角的财务人员绩效考核分析[J].财经界(学术版),2015(13):294.

企业营销人员绩效考核问题及对策论文

摘要：在企业人力资源管理实践中，对营销人员的绩效考核尤为重要，直接关系到企业营销业绩的好坏和营销利润的大小。文章分析了企业营销人员绩效考核现状，找出其中存在的问题并进行原因分析，最后提出解决对策和相关合理建议。

关键词：绩效考核；营销业绩；营销人员

1绩效考核对营销人员的重要性

绩效考核是确定营销人员薪资的合理依据

营销人员的薪资一般都是采取底薪加提成的方法进行发放。员工入职初期的工资都是由企业人力资源部门规定。随着员工工龄的增长，员工的工资会发生相应的变化，薪资增减的依据就是通过对营销人员的绩效考核来决定的。营销人员的绩效考核通过定量分析给出一个评判标准，科学合理地确定了营销人员的薪资范围和福利待遇，所以说绩效考核是营销人员薪资确定的合理依据[1]。

绩效考核是激励营销人员的有效手段

营销人员的激励方式有物质激励，也有精神激励[2]。绩效考核作为一种有效手段和方法，通过对营销人员的绩效考核，可以对营销人员做出一个全方位的诊断，找出其存在的问题与缺点，督促其改进和提高。同时，绩效考核往往是企业淘汰不称职员工的重要手段，因此在一定程度上也会激励营销人员不断努力。

绩效考核是提升业务能力的重要方法

营销人员业务能力的提高需要其自身努力，更需要企业相关管理制度的严格要求。绩效考核有利于营销人员自身业务能力水平的提高。企业通过对营销人员的绩效考核一方面对营销人员的本职工作起到监督检查作用，另一方面也是对营销人员的评价和反馈，鞭策其不断通过各种方法提高业务水平和能力，只有这样才能不断提高自身业务能力，满足企业的要求和社会的需求。

2企业营销人员绩效考核存在的问题及原因分析

考核目标不明确

企业的战略目标和营销目标应该是企业对营销人员进行绩效考核的出发点和目的所在。然而，公司在进行绩效考核时，往往考核目标设置不明确，为考核而考核，把绩效考核仅仅作为员工工资和奖金发放的依据和评判标准，从而使绩效考核失去了其重要的作用，没有了目的`和方向。

考核指标设计不合理

科学合理的绩效指标可以如实反映企业营销人员的工作情况，准确对营销人员的业绩和业务水平进行评价和反映。评价指标设计不合理，会使评价有失公平，造成员工不满。企业在进行评价指标设计时，仅仅注重对营销数量指标和与营销相关的业绩指标的考核，缺少对其他相应指标反映。此外，指标设置笼统、不详细，缺乏合理性。

考核主体单一

绩效考核是一项系统的工程，需要上级的重视、员工的配合和人力资源部门的实际操作。绩效考核的复杂性决定企业需要一个规范的机构来进行相应工作，对营销人员进行绩效考核。企业营销人员的绩效考核主要由上级主管完成，绩效考核主体单一，缺少监管。此外，对此营销人员的评价往往出于主管领导的主观评价，这样就容易造成评价不公现象的产生，使评价工作流于形式和表面化。

考核结果不透明公开

绩效考核应该是一个双向沟通交流的过程。然而，在企业中，绩效考核工作是单方面的存在，绩效考核结果不透明公开，营销人员对相关绩效考核的规章制度不是充分了解，相应评分细节也不是心知肚明。此外，员工只能被动接受绩效结果，如果遇到不公平现象发生，没有相关路径进行申诉和反映。这种绩效考核机制必然会造成员工负面情绪的产生，打消员工工作积极性。

3企业营销人员绩效考核问题解决对策与建议

重视绩效考核

绩效考核不是简简单单的评价，而是一个系统工程。然而，相当一部分领导和员工对绩效考核不是特别重视，认为绩效考核只是企业人力资源管理的一种办法，没有把绩效考核上升到战略层面。为此，企业应该重视营销人员的绩效考核，将绩效考核的目标设置与企业发展战略目标保持一致，让绩效考核成为企业关键环节，发挥其重要作用[3]。

科学设计考核指标

绩效考核的指标设计应该能够全面反映营销人员的营销工作，建立指标应该全面和细致，立志做到系统和完善。营销人员的考核指标不能只包括营销业绩的指标，还应该包括营销人员的工作态度、工作能力、工作管理和工作作风等相关指标。因此，必须科学设计考核指标，保证绩效考核的合理性和完整性。

建立规范的考核机构

绩效考核工作的系统性和重要性需要企业专门建立一个规范的考核机构，考核评价营销的业绩指标。一般规范的考核机构主要由上级领导、同事、相关人员和人力部门人员进行360°全方位考核。规范的考核机构不仅表示公司人力资源工作专业性，也表示企业对营销人员的重视，更重要的是能够准确评价营销人员，有利于绩效考核工作顺利开展。

加强对考核结果的沟通反馈

绩效考核关系到营销人员的切身利益，因此，十分有必要进行公示和交流。建立健全绩效考核沟通反馈机制，保证营销人员相关利益的诉求得到倾听，加强对考核结果的解释及相关考核制度和办法的宣传，使营销人员了解公司绩效考核的规章制度，建立科学合理的员工申诉制度，对于自己感觉不公平的方面及时向相关机构进行申诉，切实维护自身的合法利益。只有这样才会保证企业绩效考核工作向着健康、完善的方向进步[4-8]。

4结束语

营销人员是企业重要的人力资源，是企业联系客户、维护客户、促进企业经营业绩的关键人员。对营销人员的绩效考核因为关系到营销人员的实际利益、企业的经营业绩，必须在企业人力资源管理中重视起来，稳步推进绩效考核工作。

参考文献：

[1]王泽劲.LZ公司员工绩效考核体系设计[J].山东大学学报,2006(8):98-99．

[2]廖三余.人力资源管理[M].北京:清华大学出版社,2006.

[3]黄亚琴.南京M公司员工绩效考核研究[D].南京:南京理工大学,2010(4):36-45．

[4]王继芳.营销人员绩效考核差异化立体分解[J].经济师,2011(3):58-59.

[5]张良正.企业营销管理与绩效考核研究[J].广东科技,2013(12):54-56.

[6]姜浩斌.关于供电企业营销管理与绩效考核的探讨[J].企业家天地,2009(2):74-75.

[7]房慧欣,王宁.企业营销人员绩效考核研究[J].中外企业家,2015(3):64-66.

[8]肖鸿.企业营销人员绩效考核难题及原因探析[J].企业家天地,2010(12):41-42.

绩效考核论文参考文献外文

一般来说，中文文章会有英文标题和摘要，如果没有，仍然是按照参考文献的格式翻译成英文。另一些则按照大多数英文文献或期刊的标准方法引用。

绩效考核论文参考文献原文

企业营销人员绩效考核问题及对策论文

关键词：绩效考核；营销业绩；营销人员

1绩效考核对营销人员的重要性

绩效考核是确定营销人员薪资的合理依据

绩效考核是激励营销人员的有效手段

绩效考核是提升业务能力的重要方法

2企业营销人员绩效考核存在的问题及原因分析

考核目标不明确

考核指标设计不合理

考核主体单一

考核结果不透明公开

3企业营销人员绩效考核问题解决对策与建议

重视绩效考核

科学设计考核指标

建立规范的考核机构

加强对考核结果的沟通反馈

4结束语

参考文献：

[1]王泽劲.LZ公司员工绩效考核体系设计[J].山东大学学报,2006(8):98-99．

[2]廖三余.人力资源管理[M].北京:清华大学出版社,2006.

[3]黄亚琴.南京M公司员工绩效考核研究[D].南京:南京理工大学,2010(4):36-45．

[4]王继芳.营销人员绩效考核差异化立体分解[J].经济师,2011(3):58-59.

[5]张良正.企业营销管理与绩效考核研究[J].广东科技,2013(12):54-56.

[6]姜浩斌.关于供电企业营销管理与绩效考核的探讨[J].企业家天地,2009(2):74-75.

[7]房慧欣,王宁.企业营销人员绩效考核研究[J].中外企业家,2015(3):64-66.

[8]肖鸿.企业营销人员绩效考核难题及原因探析[J].企业家天地,2010(12):41-42.

绩效考核论文国外参考文献

企业绩效评价论文参考文献

参考文献是论文的重要构成部分，也是学术研究过程之中对于所涉及到的所有文献资料的总结与概括，一般状况下需要笔者将论文之中的学术资料、论文研究文献、注释文献等等诸多资料进行集中展示与整合，进而集中地展现在论文形态之中。以下是2篇关于企业绩效评价论文参考文献的范文，希望大家喜欢!

企业绩效评价论文参考文献一

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