【正文】 oyee′ s progress toward the acplishment of performance objectives. In addition to the coaching that goes on almost daily more formal periodic reviews should be 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 plan changes and performance to date. Performance evaluation 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 performance 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. Team results and overall improvement efforts are also important factors. In addition to evaluating employees against their specific assignments ratings will be affected by factors such as dependability inter personal skills to learn new ability to municate effectively. Management should recognize situations where an employee′ s performance is significantly affected in either a positive or negative way by these factors and coach for improvement. Similarly the effect one employee may have on the performance of others should be recognized when considering the overall rating and input for team activities should contribute significantly towards the overall rating. 14 4 SUMMARY The implementation process consists of 6 steps as shown in Fig 2 These 6 steps must 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. 5 CONCLUSIONS To meet increased worldwide petition organizations must be constantly improving. If an organization’s performance appraisal system and process is a barrier to 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. It is important that the PASrelated functions of merit pensation awards and recognition proposed PAS is based on customer requirements and focuses on the vital few requirements of an improved PAS: job description。如果人們?nèi)媸褂觅|(zhì)量管理組織，那么，這種尊重個(gè)人激勵(lì)員工的人事制度將反映這一哲學(xué)。重要的是，在考績制度方面的職能，比如價(jià)值補(bǔ)償，晉升，獎(jiǎng)勵(lì)和表彰，如果管理層沒這個(gè)時(shí)間和精力，那么該組織必須認(rèn)真考慮改變他們的考績制度。小組的結(jié)果，整體提高的努力也是重要的因素。應(yīng)鼓勵(lì)他們思考任何責(zé)任之上的基本工作要求的關(guān)鍵，他們可能會感興趣的追求。 3 三個(gè)關(guān)鍵元素的一種改進(jìn)的考績制度 業(yè)績規(guī)劃 一個(gè)關(guān)鍵的管理要求是了解該部的目標(biāo)并納入總體任務(wù)，知識，經(jīng)驗(yàn)，是訓(xùn)練的需要，員工的利益和愿望要了解。 36 個(gè)月的文件顯著的問題或?qū)崿F(xiàn)，加上預(yù)期的評價(jià)，應(yīng)傳達(dá)給員工。 （ 2 ）在管理方面，培訓(xùn)管理人員極為重要。 （ 3 ）獎(jiǎng)勵(lì)和表彰 。除了繼續(xù)把重點(diǎn)放在個(gè)人實(shí)現(xiàn)精神，側(cè)重于集 團(tuán)的措施包括考績制度。此外，客戶是否使用改系統(tǒng)，受訪者對系統(tǒng)評價(jià)的平均值也是重要的參考。此外，受訪者被要求評估績效考勤系統(tǒng)。識別 三個(gè)重點(diǎn) 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。 0 中文 3540 字 XX 學(xué)院畢業(yè)論文 （或畢業(yè)設(shè)計(jì)） 外 文 文 獻(xiàn) 翻 譯 設(shè)計(jì)一種性能評價(jià)系統(tǒng)的全面質(zhì)量管理方法 學(xué)生姓名 指導(dǎo)教師 系 專業(yè)名稱 計(jì)算機(jī)科學(xué)與技術(shù) 班 級 學(xué) 號 2020 年 03 月 1 日 1 設(shè)計(jì)一種性能評價(jià)系統(tǒng) 的全面質(zhì)量管理方法 1 摘 要： 本文在評價(jià)全面質(zhì)量管理 (Total quality management TQM)的基礎(chǔ)上 ,提出一種改進(jìn)的性能評價(jià)系統(tǒng) (Performance appraisal system PAS)。 即是說 客戶 根據(jù)什么 評價(jià)系統(tǒng) ，是負(fù)責(zé)考績實(shí)施 的 經(jīng)理還是 員工（包括管理者） 進(jìn)行 評價(jià) 。最后，采訪特別問受 訪 者考績系統(tǒng)是否應(yīng)該廢除，即他們對考勤系統(tǒng)的評價(jià)是什么。 客戶需求最重要距離 對于質(zhì)量的重點(diǎn)，最重要的需要注釋（ 5 個(gè)評分）是有考績提供一個(gè)基礎(chǔ)，良好的溝通和提供明確的績效標(biāo)。管理也必須了解，以區(qū)分在個(gè)體從系統(tǒng)和多邊環(huán)境協(xié)定應(yīng)用考績制度。 。保持必要的管理方面的培訓(xùn)獲得了高質(zhì)量的 管理人員。日常溝通的基礎(chǔ)上提供建議的論壇，審查結(jié)果應(yīng)會公平。管理人員還需要了解的性能水平，需要從該部門員工得知。 績效輔導(dǎo) 第二階段的績效評估過程咨詢。除了評估員工對他們的具體任務(wù)，整體評級將受到影響的因素，如可靠性，適應(yīng)穩(wěn)定性，在際技能，學(xué)習(xí)新的能力技能或技術(shù)，并有能力進(jìn) 行有效溝通?，F(xiàn)在準(zhǔn)備的考績制度是根據(jù)客戶的要求和側(cè)重于一些重要的要求，來進(jìn)行改進(jìn)的考績制度：制定明確的業(yè)績考績 。 參考文獻(xiàn)： 1 Deming W E Out of crisis Cambridge M A M IT Center for Adv Eng Study U SA 1986 2 Scherer back W The to quality and productivity road maps and locks Rockville M D Mercury Press Fairchild Pub lications,USA,1986 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 4 Tabulation MZ Creation of management performance measures