绩效考核论文文献翻译

[1] Zhang one slow. Human resources management guidelines. Beijing : Beijing University Press, 2000:76-90[2] dancers. Staff performance evaluation. Enterprise reform and management, 2002,5 : 43~44[3] Xie Yan-shan. My SME performance appraisal analysis. Management Science Digest, 2001-5-3 (2). [4] Cheng Man. Performance evaluation for common errors. Personnel Management, 2000,8:26-27[5] Huang - I. Performance assessment and development, the Chinese entrepreneurs, 2000,1990 (3) : 67-69[6] Luorui category. Harvard Management concentrated. Enterprise Management Press, 1997 edition.[7] Zhangyuxia. 7 for performance appraisal, the Chinese labor, Beijing : 2001 :[8] Mr. Chan Chit. Performance assessment studies new progress. Nanjing Normal University Journal (Social Science Edition). 1997 (3) : 81-85.[9] Haoli. Mistake in the analysis of human resources performance appraisal, create journals, 2003,1990 (8) : 34-37[10] Xing Fu, Chen Jian. China's human resources management (1). Beijing : China Development Press, 2004:313-31[11] Wangxianyu, Wangjianye, Dengshaohua. Modern enterprise human resources management and (1). Beijing : Economic Science Press, 2003:216-231[12] Zhangyuxia. Performance appraisal for seven (1), Beijing : Chinese labour, 2001:52-56[13] Xiekang. Enterprise incentive mechanism and performance assessment design (second edition), Guangzhou : Zhongshan University Press, 2001:47-52 [14] Lee Chad Williams. Organizational performance management (1), Beijing : Tsinghua University Press, 2002:78-82

译文：(所说的这个)孝子没有姓名,人们因为他哑而且孝顺,(所以)叫他哑孝子,也不知道他是哪里人.昆明人因为他是孝子,(所以)说他是昆明人.(这个)孝子天生哑巴,不能说话.与人相处，（总是）用手指指画画来告诉别人，人们有的理解，有的不理解。 性情很孝顺，（他）有个母亲已经老了，饥饿寒冷都以自己（的感受）来推测母亲（的感受），不用母亲说明。家里没有吃的，乞讨别人吃剩的来养活自己。只要乞讨到（食物），必定捧着跪在母亲面前，等母亲吃。然后（自己）才吃，不自己先吃。母亲有次生病，（他）在母亲面前嬉戏跳舞，直到母亲高兴像原来（没生病时）一样，才停下来。母亲没有其他儿子，只有这个哑孝子。（她）看见孝子哑，开始时很悲伤，后来心安了。久了之后，（她）认为（儿子的哑）胜过（别人）不哑的儿子。有个人吃瓜，看见哑孝子在旁边站着，（于是）把多余的瓜给他吃。（哑孝子）拿着瓜离开。吃瓜的人曾经听说过哑孝子吃东西先必定先给母亲吃，（于是）悄悄地跟随哑孝子之后，查看。果然是这样。于是非常吃惊佩服。 后来母亲死了，乡里人正要商量凑钱收敛安葬（他的母亲）。哑孝子突然跳起，扯着乡人的衣服到一个井边，频频指水中。众人都很惊讶，引一绳子下井中一看，得到钱很多（那两个繁体字不认得，姑且这么翻译）。母亲的陪葬衣物和埋葬的费用都有了，（但）不知道钱为什么会自己来。有的人说：孝子每天乞讨回来，必定投一文钱到井中，积累很久了。有的人说：不是，这是上天赐给孝子的。埋葬了母亲以后，（哑孝子）远游不再回来，于是再也没有人看见他。 原文：孝子无姓名，人以其哑而孝也，谓之哑孝子，亦不悉为何里人，昆明人以其为孝子也，谓之昆明人。孝子生而哑，不能言；与人处，以手指画，若告语者，人或解或不解也。 性至孝，有母年已老，饥寒皆心先喻之，不待母言也。家无食，乞人余以养，有所得，必持归陈母前，俟母食，然后食，母未食，不先食也。母偶恚，则嬉戏拜舞母前，母欢娱如初，然后已。母无他子，只一哑孝子。见孝子哑，始亦悲伤，继而且安之；久之，且以为胜不哑子也。有食瓜者，见孝子立於侧，与以余。持之去，食瓜者固素闻孝子之食必先母也，蹑其后，验之。信然，乃大骇服。 已而母死，乡人方议醵钱敛，孝子蹶然起，牵乡人衣，至一井边，数数指水中。众讶之，姑引绳下视，则得钱累累；凡母之衾若与夫埋葬之费皆具，不知钱之所自来也，或曰：「孝子日乞归，必投一钱於中，积之久矣。」或曰：「非也，」天以是赐孝子也。」既葬母，即远游不归，人遂无有见之者。

基本赞同1就是人名有的有点儿问题,such as [2]Wang Mei,2[7]和[12]的书刊明显相同，但是译文却有差别,我认为Seven Necessaries for Performance appraisal好一些

This objective case as the research object of extensive research and development trend of performance management theory based on the integrated use of research, literature study, qualitative analysis, the system of scientific methods, and note, is an example of the company's performance management Gongzuo G in-depth analysis of the spirit of "ask questions - of the problem - to solve the problem," the general idea, the G's current strategic thinking and business objectives, based on the spirit of simple and standardized, practical and effective principles, through the performance appraisal index system and the performance improvement plan, implementation and performance management, performance evaluation, performance improvement and performance feedback and the application of the results of the design process to optimize the company's performance management system G to achieve individual performance, departmental performance and overall corporate performance organic combination. I focus on theory with practice, through concrete and vivid business case, the reality of the enterprise, follow the questions, analyze and solve the problem of logical ideas and research paths, performance management theory to practical work in enterprises, aims to in finding solutions to practical problems in the enterprise specific solution, allowing companies to improve the performance management system as a starting point to promote the enterprises to establish and improve the standard management system.

给您一份看得懂的翻译：本文以客观案例为研究对象，在广泛研究绩效管理理论以及发展趋势的基础上，综合运用调查研究、文献研究法、定性分析法、系统科学方法以及举例说明等方法，对G公司的绩效管理工作进行深入分析。This paper applies the objective cases as a study target, and by basing on the extensive study of performance management theories and the development trend as a foundation, and by adopting a comprehensive method of investigation and research, literature research, qualitative analysis, systematic science and illustrate by examples, it conducts an in-depth study on the performance management of G Company. 研究本着“提出问题——分析问题——解决问题”的总思路，在G公司当前战略思想和经营目标的基础上，本着简单规范、实用有效的原则，通过对绩效考核指标体系的改进以及对绩效计划、绩效实施与管理、绩效考核、绩效反馈与改进及绩效结果的应用等流程的设计，优化G公司的绩效管理体系，以实现个人绩效、部门绩效与企业整体绩效的有机结合。With the general idea of ‘raise a problem – analyze the problem – solve the problem’ and bases on the current strategy and operation target of G Company, as well as in line with the principles of simple and standardized, practical and effective, this paper optimizes the performance management system of G Company through the improvement of the performance indicator system, and the designs on the various process of performance planning, performance implementing and managing, performance appraisal, performance feedback and improvement and application of the results, so as to achieve a dynamic integration of personal and departmental performances with the overall performance of the company. 笔者注重理论联系实际，通过具体生动的企业案例，从企业的实际出发，遵循提出问题、分析问题、解决问题的逻辑思路和研究路径，将绩效管理的理论运用到企业的实际工作中去，旨在找到解决本企业实际问题的具体解决之道，让企业以完善绩效管理体系为出发点，推动企业建立和完善规范的管理体系。The author attaches emphasis on linking theory with practice; and applies the theory of performance management into the actual operation of enterprises by referring to the specific and vivid case study of enterprises, proceeding from enterprises’ actual conditions and complying with the logical thought and the study path of ‘raise a problem – analyze the problem – solve the problem’. The objective is to find a solution to the realistic problems of the company with the intention of improving its performance management system, and serving as a driving force for the company to establish and improve a standardized management system.