績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)

1、績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)（文檔含中英文對(duì)照即英文原文和中文翻譯）績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)原文:The performance inspection and drive mechanismHuman resources as the modern enterprise of a kind of strategic resources, has become the most important factor for enterprise development. In the human resources management of numerous

2、content, incentive question is one important content of. Incentive scientific or not, relates directly to the stand or fall of human resource use. Many enterprises have a brain drain phenomenon, cannot keep talents restricts enterprise development has become one of the important factors. Effective i

3、ncentive is the key to this question. Any enterprise is by the people to manage, and be in enterprise middlemans enthusiasm height, is crucial to the success of the enterprise decision factors. So, for companies to, its vigorous vitality from the employees infinite vigor, how to motivate employees o

4、f energy? Must on employees effective incentive. Therefore, the enterprise human resources management core is to incentive mechanism as lever, arousing the enthusiasm of the employees, initiative.Managers deal with employees at issue, must have a fair mind, should not have any prejudices and prefere

5、nces. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playin

6、g field.For example, Wu Shihong at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also said that IBM should be a good corporate culture to a stag

7、e of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of the staff.Inspire the best tim

8、e to grasp.-Takes aim at pre-order incentive the mission to advance incentives.-Have Difficulties employees, desire to have strong demand, to give the care and timely encouragement.3 Want a fair and accurate incentive, reward-Sound, perfect performance appraisal system to ensure appropriate assessme

9、nt scale, fair and reasonable.-Have to overcome there is thinning of the human pro-wind.-In reference salary, promotions, awards, etc.involve the vital interests of employees on hot issues in order to be fair.The implementation of Employee Stock Ownership Plan.績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)Workers and employees in

10、 order to double the capacity of investors, more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provide opportu

11、nities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to participate in the management of prop

12、erly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization. Set up and improve employee particip

13、ation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.Honor incentiveStaff attitude and contribution of labor to hono

14、r rewards, such as recognition of the meeting, issued certificate, honor roll, in the companys internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)training, access to recommend honor society, selected stars mo

15、del, such as class.Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.CompetitiveThe promotion of enterprise among emplo

16、yees, departments compete on an equal footing between the orderly and the survival of the fittest.The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.Information incentivesEnterprises to communicate often, information among e

17、mployees,the idea of communication, information such as conferences, field release, enterprises reported that the reporting system, the association manager to receive the system date.績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)譯文：績(jī)效考核與員工激勵(lì)人力資源作為現(xiàn)代企業(yè)的一種戰(zhàn)略性資源，已經(jīng)成為企業(yè)發(fā)展 的最關(guān)鍵因素。在人力資源管理的眾多內(nèi)容中，激勵(lì)問(wèn)題是重要內(nèi) 容之一。激勵(lì)的科學(xué)與否，直接關(guān)系到人力資源運(yùn)用的好壞。很多 企業(yè)

18、都有人才外流現(xiàn)象，留不住人才已經(jīng)成為制約企業(yè)發(fā)展的重要 因素之一。有效的激勵(lì)正是解決這個(gè)問(wèn)題的關(guān)鍵。任何企業(yè)都是由 人來(lái)管理，而處于企業(yè)中人的積極性高低 ，是決定企業(yè)成敗的關(guān)鍵因 素。所以，對(duì)于企業(yè)來(lái)說(shuō)，它的蓬勃生機(jī)來(lái)自于員工的無(wú)限活力，如何激發(fā)員工的活力？必須對(duì)員工進(jìn)行有效的激勵(lì)。因此，企業(yè)人力資源管理的核心就是以激勵(lì)機(jī)制為杠桿，調(diào)動(dòng)全體員工的積極性、主動(dòng)性。管理者在處理員工問(wèn)題時(shí)，一定要有一種公平的心態(tài)，不應(yīng)有 任何的偏見(jiàn)和喜好。 雖然某些員工可能讓你喜歡，有些你不太喜歡，但在工作中，一定要一視同仁，不能有任何不公的言語(yǔ)和行為。1激勵(lì)員工從結(jié)果均等轉(zhuǎn)移到機(jī)會(huì)均等，并努力創(chuàng)造公平競(jìng)爭(zhēng)環(huán)境。舉

19、例來(lái)說(shuō)，吳士宏在 舊M從一個(gè)打掃衛(wèi)生的人做起，一步一步 到銷售業(yè)務(wù)員，到地區(qū)負(fù)責(zé)人，到中國(guó)區(qū)總經(jīng)理，是什么原因呢？ 除了個(gè)人努力，還應(yīng)該說(shuō) 舊M良好的企業(yè)文化給了一個(gè)發(fā)展的舞臺(tái)，績(jī)效考核與員工激勵(lì)外文翻譯文獻(xiàn)那就是每一個(gè)人都有無(wú)限的發(fā)展機(jī)會(huì)，只要有能力就會(huì)有發(fā)展的空 間，實(shí)現(xiàn)自我，這在很多企業(yè)是做不到的，這種體制無(wú)疑會(huì)給員工 莫大的激勵(lì)作用。2激勵(lì)要把握最佳時(shí)機(jī)。需在目標(biāo)任務(wù)下達(dá)前激勵(lì)的，要提前激勵(lì)。員工遇到困難，有強(qiáng)烈要求愿望時(shí)，給予關(guān)懷，及時(shí)激勵(lì)。3激勵(lì)要公平準(zhǔn)確、獎(jiǎng)罰分明健全、完善績(jī)效考核制度，做到考核尺度相宜、公平合理。克服有親有疏的人情風(fēng)。在提薪、晉級(jí)、評(píng)獎(jiǎng)、評(píng)優(yōu)等涉及員工切身利益熱點(diǎn)問(wèn)題上務(wù) 求做到公平。4推行職工持股計(jì)劃。使員