外文翻譯--設計一種性能評價系統(tǒng)的全面質(zhì)量管理方法

1、<p><b>　　中文3540字</b></p><p><b>　　XX學院畢業(yè)論文</b></p><p><b>　?。ɑ虍厴I(yè)設計）</b></p><p>　　外　文　文　獻　翻　譯</p><p>　　設計一種性能評價系統(tǒng)的全面質(zhì)量管理方法

2、 　　　　　　　　　　　　　　　　　　　　　　　　　</p><p>　　學生姓名　　 　　 指導教師 </p><p>　　系　　 　　　 專業(yè)名稱 計算機科學與技術</p><p>　　班　　級　　 　　 學　　號 </p><p>　　2009年　03 月　

3、1日</p><p>　　設計一種性能評價系統(tǒng)的全面質(zhì)量管理方法</p><p>　　摘 要：本文在評價全面質(zhì)量管理(Total quality management TQM)的基礎上,提出一種改進的性能評價系統(tǒng)(Performance appraisal system PAS)。文中強調(diào)理解顧客(包括管理人員及雇員)對于PAS的要求,從而突出簡化該評價系統(tǒng)的基本要素及實施過程。經(jīng)過改進的

4、評價系統(tǒng)包括工作策劃、審議及對個人、集體及管理人員所作的貢獻進行評估。此外,將評估標準分為三類,這已成為方便</p><p>　　大多數(shù)雇員有效的評價方法,同時給那些需要改進的個人以積極改進的余地。如果在全面質(zhì)量管理中首先強調(diào)人的因素,那么人事體制也必須體現(xiàn)這一原則。</p><p>　　關鍵詞:全面質(zhì)量管理;性能評價系統(tǒng);識別</p><p><b>　

5、　1.用戶之聲</b></p><p><b>　　1.1三個重點</b></p><p>　　有一種新的，更好地了解客戶需要的考績制度, 用戶之聲先采訪的是涉及面試使雇員受影響的評估。即是說客戶根據(jù)什么評價系統(tǒng)，是負責考績實施的經(jīng)理還是員工（包括管理者）進行評價。輸入客戶的訪談資料，以評價考績評價體系的性能。對10位客戶每人進行大約1小時的訪談。這組由

6、2名管理人員， 4名員工一組進行實驗，和4名沒有管理人員管理的員工從5月26日開始記錄，吸取經(jīng)驗。這些訪談是一對一，面對面的進行結構性的訪談會議，同時也允許受訪者發(fā)評論。經(jīng)過采訪了解，最初的問題是使一個不限成員名額的的考績制度，什么是最寶貴的，怎樣達到最大成本和怎樣使成本最少。其次是在一些問題的人的背景下，采訪并進行相關的一些績效評價系統(tǒng)的評估。此外，受訪者被要求評估績效考勤系統(tǒng)。最后，采訪特別問受訪者考績系統(tǒng)是否應該廢除，即他們對考勤

7、系統(tǒng)的評價是什么。</p><p><b>　　1.2矩陣分析</b></p><p>　　每個受訪者在試驗結束后被要求對系統(tǒng)進行評價，滿意，一般或者是不滿意。然后考勤系統(tǒng)吸收這些經(jīng)驗。對該系統(tǒng)列出關系矩陣圖說明什么是考績系統(tǒng)，并說明。如何完善考績制度的結構應以滿足管理的要求。采訪員工用來測試是否夠專業(yè)，技術含量怎么樣。受訪者指出的力量關系（強，中，弱）使用的價值，記

8、者對這些平均數(shù)值做出答復。此外，客戶是否使用改系統(tǒng)，受訪者對系統(tǒng)評價的平均值也是重要的參考。</p><p>　　1.3客戶需求最重要距離</p><p>　　對于質(zhì)量的重點，最重要的需要注釋（ 5個評分）是有考績提供一個基礎，良好的溝通和提供明確的績效標。下一個重要要求是，以提供一個良好的工作說明，提供指導和職業(yè)發(fā)展，并強調(diào)個人實現(xiàn)精神，同時可以提供顯著的氣溫已是團隊精神。在未來的兩個最

9、重要的因素（ 3個評分） ，是績效評價的考績可作為主要投入在確定值得加薪和宣傳。同樣重要的是，有考績提供高的重點，鼓勵它屬性和風險考慮，并創(chuàng)造一種環(huán)境，促進長期規(guī)劃。顧客認為特殊的機會和排名不是主要目的，考績制度在必要時能更好地完成了一方的考績制度的進程。</p><p><b>　　1.4相對排名</b></p><p>　　最重要的制度和程序的內(nèi)容是，考績制度必須

10、提供一致性，這是密切配合考績系統(tǒng)的第一目的。教育也是加深企業(yè)文化的重要的措施，改變企業(yè)文化是為驅動更優(yōu)質(zhì)的團隊導向和相應的質(zhì)量政策做法，必須要和管理人員和管理人員經(jīng)過培訓領導這一形式化。除了繼續(xù)把重點放在個人實現(xiàn)精神，側重于集團的措施包括考績制度。管理也必須了解，以區(qū)分在個體從系統(tǒng)和多邊環(huán)境協(xié)定應用考績制度。下一階段的重點的是制定明確績效制度，上層管理部門的審查和反饋，確保各項目標的個人素質(zhì)的公平。</p><p&g

11、t;　　2專業(yè)定績效考核制度</p><p><b>　　2.1全面質(zhì)量過程</b></p><p>　　在許多情況下，公司具有良好的人事制度，但在執(zhí)行和管理時在這些領是疏于管理，使人們對該系統(tǒng)失去信心。這項建議是建立在現(xiàn)有的系統(tǒng)，購買山全面質(zhì)量管系統(tǒng)。還有一個是堅定雇員與績效考核制度不應該完全消除，但修改是必要的，能使之更加有效。</p><p&

12、gt;<b>　　2.2非捆綁式功能</b></p><p>　　從這項研究中，建議以下8職能管理作為單獨的進程，非捆綁式的考績制度： （ 1 ）優(yōu)點補償; （ 2 ）宣傳; （ 3 ）獎勵和表彰; ; （ 4 ）特別的機會; （ 5 ）職業(yè)發(fā)展; （ 6 ）排名; （ 7 ）民意調(diào)查（ 8 ）終止。</p><p>　　2.3 6改進后的系統(tǒng)要素的考績制度的建議&

13、lt;/p><p>　　（ 1 ）管理的選擇，如果管理人員選擇是考績制度的關鍵，選擇管理者的權利是第一步的成功。這些管理人員必須有正確的態(tài)度，和遠見的永無止境的追求目前最重要的，還要有良好的人事管理。</p><p>　?。?2 ）在管理方面，培訓管理人員極為重要。保持必要的管理方面的培訓獲得了高質(zhì)量的管理人員。此外，良好的溝通和性能標準的明確列為最重要的實現(xiàn)考績系統(tǒng)公平的條件，提供員工所需的

14、培訓，以確保良好的管理。所有的培訓內(nèi)容應該有一個管理的重點，包括理論與應用的考績制度。</p><p>　?。?3 ）評定數(shù)量水平對績效測量評定的影響是一個重大的問題。然而，根據(jù)考績研究大多數(shù)人一致認為，3組的員工可以有區(qū)別的：真正的常使用考績系統(tǒng)，沒有使用，大多員工對該系統(tǒng)感覺好。因此，擬議的考績制度有3個等級： （ 1 ）一般的效果 （ 2 ）良好的效果（ 3 ）還有待改進。</p><p

15、>　　（ 4 ）評價期間，考績制度應要求管理人員有績效計劃，每年管理人員需要至少一次的正式評估。3-6個月的文件顯著的問題或實現(xiàn)，加上預期的評價，應傳達給員工。日常溝通的基礎上提供建議的論壇，審查結果應會公平。</p><p>　?。?5 ）職位描述的人事職能應制訂通用職務說明。這些職務說明應闡明的普遍期望的責任和業(yè)績之間額的關系和標準。.這些職務說明應當審查包括全面質(zhì)量管理的做法和團隊的概念。</p

16、><p>　　（ 6 ）績效評價的一些標準化和一致性。員工應該有機會投入績效規(guī)劃進程表決，使員期待的目標和制度相符合。這樣的相互結合才能使之達到最佳效果。</p><p>　　3三個關鍵元素的一種改進的考績制度</p><p><b>　　3.1業(yè)績規(guī)劃</b></p><p>　　一個關鍵的管理要求是了解該部的目標并納入總

17、體任務，知識，經(jīng)驗，是訓練的需要，員工的利益和愿望要了解。管理人員還需要了解的性能水平，需要從該部門員工得知。管理人員應該認識到，個人的表現(xiàn)直接關系到整體性能，雇員是系統(tǒng)內(nèi)比較鑒別個人和團隊的主要效率，計劃執(zhí)行率是評價過程和必須的一部分。全面質(zhì)量管理業(yè)績的計劃必須包括的因素為:可靠性，適應穩(wěn)定性，人際交際能力和技巧，學習新技能或技術的能力，有效的溝通。必須清楚地向員工解釋將這些因素將會影響他們的業(yè)績評價業(yè)績飛機性能必須有一個最終的品質(zhì)：

18、靈活性。管理人員必須盡一切努力來減少影響的變動，與公司或工作環(huán)境可能對計劃的執(zhí)行情況，特別是對這些因素的控制范圍之外的雇員。</p><p>　　員工還可以準備業(yè)績規(guī)劃會議。提前通知應當考慮到他們，他們可以利用一個目標-表格或空白副本評價形式記下想法，主要責任，需要系統(tǒng)的支持，優(yōu)先事項，將要取得的成果，關鍵日期。應鼓勵他們思考任何責任之上的基本工作要求的關鍵，他們可能會感興趣的追求。</p><

19、;p><b>　　3.2績效輔導</b></p><p>　　第二階段的績效評估過程咨詢。在日期間業(yè)績規(guī)劃和評價，管理人員將進行定期審查雇員的進展完成業(yè)績目標。除了教練，它幾乎每天都上，更正式的定期審查應于通知的員工他們是如何做和如何將其性能可以得到改善。通常經(jīng)理應進行兩到三年的臨時評語文件計劃的變化和表現(xiàn)的日期。</p><p><b>　　3.3性

20、能評價</b></p><p>　　隨著系統(tǒng)的變化討論的地方，工作的評價也將簡單和更積極的。這最后一步將衡量員工的貢獻，業(yè)務計劃期間的重點放在業(yè)績-沒有活動。為了確保所有的觀點認為，管理者應該尋求其他的投入，其經(jīng)理人可能會影響個人的評價，并征求意見，該名雇員。小組的結果，整體提高的努力也是重要的因素。除了評估員工對他們的具體任務，整體評級將受到影響的因素，如可靠性，適應穩(wěn)定性，在際技能，學習新的能力技

21、能或技術，并有能力進行有效溝通。</p><p>　　管理應該承認的情況下，員工的業(yè)績是顯著影響的積極或消極的方式和教練這些因素的改善。同樣，一名雇員的影響可能對他人的表現(xiàn)應該得到承認，考慮到總體評價，并投入小組活動應作出重大貢獻的整體評價。</p><p><b>　　4概要</b></p><p>　　實施過程包括6步驟，這6個步驟必須集成

22、，以提供一個全面的，整體的，積極的態(tài)度，用以高質(zhì)量的考績。一個一貫的程序想要成功，必須通過新的范例，6步驟是一個強有力的保證其成為一個成功的考績制度。</p><p><b>　　5結論</b></p><p>　　為了滿足日益增長的全球范圍的競爭，各種組織必須不斷改進。如果一個組織的考績制度和進程是一個障礙，那雇員就很難取得最大的生產(chǎn)率，也就不能進行富有成效的管理。

23、重要的是，在考績制度方面的職能，比如價值補償，晉升，獎勵和表彰，如果管理層沒這個時間和精力，那么該組織必須認真考慮改變他們的考績制度?，F(xiàn)在準備的考績制度是根據(jù)客戶的要求和側重于一些重要的要求，來進行改進的考績制度：制定明確的業(yè)績考績;一致性執(zhí)行;不因為個人差異而有所區(qū)分，提供公平的個人和群體的考評系統(tǒng)。以特殊的行業(yè)，職業(yè)發(fā)展，與人員排名區(qū)分開來做考績制度，并作為單獨的進程管理。最重要的因素為改善考績制度是管理培訓和改變一些評級制度。改變

24、評價制度，盡量減少類的數(shù)量增加難以準確評級受雇人員的士氣和大大減少的因人員增加難以公平考評，非生產(chǎn)性工作（場）管理人員必須做的（發(fā)揮）不能用管理考核評價隨意評分，要公平。采用擬議的考績制度將對組織的發(fā)展起推進作用，其集成了全面質(zhì)量管理哲學。如果人們?nèi)媸褂觅|(zhì)量管理組織，那么，這種尊重個人激勵員工的人事制度將反映這一哲學。</p><p><b>　　參考文獻：</b></p>

25、<p>　　1　Deming W E Out of crisis Cambridge M A M IT Center for Adv Eng Study U SA 1986</p><p>　　2　Scherer back W The to quality and productivity road maps and locks Rockville M D Mercury Press Fairchil

26、d Pub lications,USA,1986</p><p>　　3　Schulte s P R Performance appraisal new directions In 1991 Hunter Conference on Quality Madison W I Madison Area Quality Improvement Network,USA,1991</p><p>　

27、　4　Tabulation MZ Creation of management performance measures from employee surveys Quality Management USA July,1994</p><p>　　5　Pickard K D S Anticipating and overcoming resistance to TQM In A SQC 48th Annu

28、al Quality Congress Proceedings,USA,1994.673-682</p><p>　　A TOTAL QUALITY PROCESS FOR DESIGN</p><p>　　OF A PERFORMANCE APPRA ISAL SYSTEM</p><p><b>　　Remer D S</b></p&

29、gt;<p>　　Department of Industrial lame echini ice l Engineering</p><p>　　University of W icon sin2M Addison Madison W I53706USA</p><p>　　ABSTRACT：This paper proposes an improved performan

30、ce appraisal system(PAS)that is based on the philosophy of to quality management(TQM).It focuses on understanding the customers(both geminated employees)requirements for the PAS in order to prioritize and simplify the ba

31、sic elements of the appraisal system and implementation process The improved process is defined by performance planning counseling and evaluation with assessments for individual team and management contributions In addi

32、tion reduc</p><p>　　Words : total quality management performance appraisal system recognition</p><p>　　VOICE OF THE CUSTOMER</p><p>　　1.1Focused inter views</p><p>　　A

33、new approach to PAS begin switch a better understanding of customer requirements for a PAS. The first step is voice of the customer interviews which involved interviewing representative employees that are affected by the

34、 appraisal process. These employees defined as customers of the process are the managers who are responsible for performance app implementation and employees (including managers) that are evaluated under the performance

35、appraisal process. This customer inter is used as input f</p><p>　　1. 2　Matrix analysis </p><p>　　Each respondent is then asked to choose between Strongly (S) Moderately (M ) or do

36、not agree (N ) ;for each of 15 specific Statements about the performance appraisal system based on their own personal experience This information is structured as customer requirements in the relationship matrix shown

37、in Fig “WHAT ”the customer wants from the PAS On the other axis some system or process elements are listed IE HOW ”the PAS should be structured to meet TQM requirements The interviews with the</p><p>　　1.3

38、Customer requirement important </p><p>　　For a quality focus the most important requirements (rated 5) are to have the PAS provide a basis for good communication and provide clear performance standard a The

39、next important requirements are to provide a good job description provide for coaching and career development and stress both individual achievement while at the same time providing for can temp has is on teamwork. Two o

40、f the next most important factors (rated 3) are that the performance rating of the PAS may be used as key input in</p><p>　　1.4 Relative ranking</p><p>　　The most important system and process el

41、ements are that the PAS must provide for consistency - which is closely aligned with Deming′s point No 1 constancy of purpose [1]. Education is also very important for the corporate culture to change to be more quality d

42、riven and team oriented and its corresponding quality policies and practices must be communicated and managed and managers must be trained to lead this formation. In addition to continuing the focus on individual achieve

43、ment major emphasis </p><p>　　2　 PROPOSED PERFORMANCE APP SYSTEM</p><p>　　2.1A total quality process</p><p>　　In many situations corporations have good personnel system in place but

44、 the execution by management of their responsibility in these areas is lax and causes people to lose faith in the system. This proposal builds on the existing systems but add quality management addresses the problems tha

45、t have been described. There is also a firm belief by the employees in the study that the performance appraisal system should not be eliminated completely but that sign if cant modifications are needed to make</p>

46、<p>　　2.2Unbundled functions</p><p>　　From the study it is proposed that the following 8 functions be managed as separate processes unbundled from the ma in PAS: (1)merit compensation;(2)promotion;(3

47、)awards and recognitions;(4)special opportunity;(5)career development;(6)rankings;(7)opinion survey and (8)termination.</p><p>　　2.3 improved system elements for the PAS recommended</p><p>　　(1)

48、Management selection　If managers are key to the PAS process then selection of the right managers is the first step towards success. These managers must have the right attitude and the vision that the never ending pursuit

49、 of quality is fore most to business success with a commitment to good people management. The management selection process should consider only those candidates that have demonstrated these quality characteristics and em

50、brace TQM.</p><p>　　(2)Management training　Upon selection of these new managers the ongoing education and training of the manager is of the utmost importance. The need for consistency and management training

51、 received the highest ratings during the strength of relation ship discussion with the senior managers. In addition good communication and clear performances standards are rated as the most important requirements these

52、objectives is enhanced by a good selection process and by providing the training required to </p><p>　　(3)Rating scale　The number of levels on the performance measurement rating scale is a major problem with

53、 most PAS. However based on the PAS study most people agreed that 3 groups of employees can be differentiated the truly out standing contributors the group that have difficulty in consistently meeting the requirements of

54、 the job and the majority of the employees that produce good results within the system. Therefore the proposed appraisal system has 3 ratings:(1)out standing performance (2)goo</p><p>　　(4)Appraisal period　A

55、 PAS should require managers to have a performance plan for each employee in place with in a short time say one month and be required to administer a formal appraisal at least once per year Inter should occur every 3-6 m

56、onths Documentation of sign if cant issues or achievement along with expected rating should be communicated to the employee. Day to day communication should provide the basis more meaningful review session with no surpri

57、ses expected. </p><p>　　(5)Job description the personnel function should develop generic job descriptions by skill and level. These job descriptions should articulate the general expectations for the

58、 position in terms of responsibilities and performance. These job descriptions should be reviewed and up dated to include TQM practices and team concepts.</p><p>　　(6)Forms The performance appraisal forms sh

59、ould have some standardization and consistency. In addition the employee should have an opportunity for input to the performance planning process Therefore a separate form that allows the employee to document their goals

60、 and objectives should be facilitated and encouraged by the manager. The planning process should be a two party interactive activity for best results. A design goal for the forms should be increased simplicity for comple

61、xity can hide a p</p><p>　　3 　THREE KEY PROCESS ELEMENTS OF AN improved PAS</p><p>　　3. 1　Performance planning</p><p>　　A key management requirement is to understand how the departm

62、ent′s objectives fit into the overall mission of the larger organization and to know the skills knowledge experience training needs interests and aspirations of employees in the department. Managers also need to under

63、stand the performance level that is needed from the department to meet the overall requirements of the organization. Managers should be aware that an individual′s performance is directly related to the overall performan&

64、lt;/p><p>　　Employees can also prepare for the performance planning session. Advance notice should be given to them and they could use a goals blank copy of the appraisal form for jotting down ideas about key r

65、esponsibilities system support needed priorities results to be achieved and key dates. They should be encouraged to think about any responsibilities over and above the basic job requirements which key they might be inter

66、ested in pursuing.</p><p>　　3. 2　Performance counseling</p><p>　　The second phase of the performance appraisal process is counseling. In the period between performance planning and evaluation ma

67、nagers are expected to conduct periodic reviews of an employee′s progress toward the accomplishment of performance objectives. In addition to the coaching that goes on almost daily more formal periodic reviews should be

68、held to advise employees on how they are doing and how their performance can be improved. Usually a manager should conduct two to three inter document </p><p>　　3.3　Performance evaluation</p><p>

69、;　　With the system changes discussed in place the job of evaluation will be simple and much more positive. This final step will measure an employee′s contribution to the business for the plan period by focusing on perfor

70、mance results - not activities. To ensure that all points of view are considered should seek the input of other managers whose people may be impacted by the individual being appraised and solicit input from the employee.

71、 Team results and overall improvement efforts are also importan</p><p><b>　　4　SUMMARY</b></p><p>　　The implementation process consists of 6 steps as shown in Fig 2 These 6 steps must

72、 be integrated to provide a proactive approach to a quality performance appraisal. A consistent procedure is needed to be successful in adopting a new paradigm and the 6 steps are a robust approach to a successful PAS.

73、</p><p>　　5　CONCLUSIONS</p><p>　　To meet increased world-wide competition organizations must be constantly improving. If an organization’s performance appraisal system and process is a barrier t

74、o getting maximum productivity and pride of workmanship from all employees and is productively consuming management’s time and energy the organization must seriously consider changing their performance appraisal system.

75、It is important that the PAS-related functions of merit compensation awards and recognition proposed PAS is based on cu</p><p>　　REFERENCES:</p><p>　　1　Deming W About of crisis. Cambridge M an M

76、 IT can tar of r a do Angry Study U SA 1986</p><p>　　2　S cheer ken back W W.T he deem in rout tee to qua laity and productivity: road maps and road locks. Rock vile M D M ecru rye Prestos Far rich lid Pub li

77、ce ton s USA 1986</p><p>　　3　Schulte P R Perform ram acne app rag is linedirections.In: 1991 Hun tar Conference on Quality Madison W I: M Addison Area Qua laity Improvement Networks991</p><p>　

78、　4Tabladiko Maceration of management performance measures from employee surveys. Quality Management Journal l U SA Jug lee 1994</p><p>　　5　Pickard KKE rammer DS.An n titivating and overcoming resistance to T