績效考核與員工激勵(lì)外文翻譯文獻(xiàn)

績效考核與員工激勵(lì)外文翻譯文獻(xiàn)績效考核與員工激勵(lì)外文翻譯文獻(xiàn)(文檔含中英文對照即英文原文和中文翻譯)原文：TheperformanceinspectionanddrivemechanismHumanresourcesasthemodernenterpriseofakindofstrategicresources,hasbecomethemostimportantfactorforenterprisedevelopment.Inthehumanresourcesmanagementofnumerouscontent,incentivequestionisoneimportantcontentof.Incentivescientificornot,relatesdirectlytothestandorfallofhumanresourceuse.Manyenterpriseshaveabraindrainphenomenon,cannotkeeptalentsrestrictsenterprisedevelopmenthasbecomeoneoftheimportantfactors.Effectiveincentiveisthekeytothisquestion.Anyenterpriseisbythepeopletomanage,andbeinenterprisemiddleman'senthusiasmheight,iscrucialtothesuccessoftheenterprisedecisionfactors.So,forcompaniesto,itsvigorousvitalityfromtheemployee'sinfinitevigor,howtomotivateemployeesofenergy?Mustonemployeeseffectiveincentive.Therefore,theenterprisehumanresourcesmanagementcoreistoincentivemechanismaslever,arousingtheenthusiasmoftheemployees,initiative.Managersdealwithemployeesatissue,musthaveafairmind,shouldnothaveanyprejudicesandpreferences.Althoughsomestaffmayallowyoutoenjoy,someyoudonotenjoy,butatwork,mustbetreatedequallyandshouldnothaveanyofthewordsandactsofinjustice.1Stimulatethetransferofstafffromtheresultsofequaltoequalopportunitiesandstrivetocreatealevelplayingfield.Forexample,WuShihongatIBMfromacleanstartwiththepeople,stepbysteptothesalesclerktothedistrictpersonincharge,GeneralManagerofChina,whatarethereasonsforthis?Inadditiontoindividualefforts,butalsosaidthatIBMshouldbeagoodcorporateculturetoastageofdevelopment,thatis,everyonehasunlimitedopportunitiesfordevelopment,aslongasthereiscapacitytherewillbespaceforthedevelopmentofself-implementation,whichistodoalotofcompaniesarenot,thissystemwillundoubtedlyinspireagreatroleofthestaff.2Inspirethebesttimetograsp.-Takesaimatpre-orderincentivethemissiontoadvanceincentives.-HaveDifficultiesemployees,desiretohavestrongdemand,togivethecareandtimelyencouragement.3Wantafairandaccurateincentive,reward-Sound,perfectperformanceappraisalsystemtoensureappropriateassessmentscale,fairandreasonable.-Havetoovercomethereisthinningofthehumanpro-wind.-Inreferencesalary,promotions,awards,etc.involvethevitalinterestsofemployeesonhotissuesinordertobefair.4TheimplementationofEmployeeStockOwnershipPlan.Workersandemployeesinordertodoublethecapacityofinvestors,moreconcernedabouttheoutcomeofbusinessoperationsandimprovetheinitiative.Modernhumanresourcesmanagementexperienceandresearchshowsthatemployeesareinvolvedinmodernmanagementrequirementsandaspirations,andcreateandprovideopportunitiesforallemployeesistomobilizethemtoparticipateinthemanagementofaneffectivewaytoenthusiasm.Thereisnodoubtthatveryfewpeopleparticipatedinthediscussionsoftheactanditsownwithoutincentives.Therefore,toallowtradeunionstoparticipateinthemanagementofproperly,canmotivateworkers,butalsothesuccessoftheenterprisetoobtainvaluableknowledge.Throughparticipation,theformationoftradeunionsontheenterpriseasenseofbelonging,identity,self-esteemandcanfurthermeettheneedsofself-realization.Setupandimproveemployeeparticipationinmanagement,therationalizationoftheproposedsystemandtheEmployeeStockOwnershipandstrengtheningleadershipatalllevelsandtheexchangeofcommunicationandenhancetheawarenessofstafftoparticipateinownership.5HonorincentiveStaffattitudeandcontributionoflabortohonorrewards,suchasrecognitionofthemeeting,issuedcertificate,honorroll,inthecompany'sinternalandexternalpublicityonthemediareports,homevisitscondolences,visitsightseeing,convalescence,trainingoutoftraining,accesstorecommendhonorsociety,selectedstarsmodel,suchasclass.6ConcernedabouttheincentivesThestaffconcernedaboutworkandlife,suchasthestaffsetupthebirthdaytable,birthdaycards,generalmanageroftheissueofstaff,carestaffordifficultandpresentedasmallgiftsympathy.7CompetitiveThepromotionofenterpriseamongemployees,departmentscompeteonanequalfootingbetweentheorderlyandthesurvivalofthefittest.8ThematerialincentivesIncreasetheirwages,welfare,insurance,bonuses,incentivehouses,dailynecessities,wagespromotion.9InformationincentivesEnterprisestocommunicateoften,informationamongemployees,theideaofcommunication,informationsuchasconferences,fieldrelease,enterprisesreportedthatthereportingsystem,theassociationmanagertoreceivethesystemdate.譯文：績效考核與員工激勵(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)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)問題的關(guān)鍵。任何企業(yè)都是由人來管理,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,對于企業(yè)來說,它的蓬勃生機(jī)來自于員工的無限活力,如何激發(fā)員工的活力?必須對員工進(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)動全體員工的積極性、主動性。管理者在處理員工問題時(shí)，一定要有一種公平的心態(tài)，不應(yīng)有任何的偏見和喜好。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和行為。1激勵(lì)員工從結(jié)果均等轉(zhuǎn)移到機(jī)會均等，并努力創(chuàng)造公平競爭環(huán)境。舉例來說，吳士宏在IBM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，到中國區(qū)總經(jīng)理，是什么原因呢？除了個(gè)人努力，還應(yīng)該說IBM良好的企業(yè)文化給了一個(gè)發(fā)展的舞臺，那就是每一個(gè)人都有無限的發(fā)展機(jī)會，只要有能力就會有發(fā)展的空間，實(shí)現(xiàn)自我，這在很多企業(yè)是做不到的，這種體制無疑會給員工莫大的激勵(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)?！獑T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、完善績效考核制度，做到考核尺