英文論文范文組織績效管理

　　本英文論文范文主要是講述組織績效管理的相關(guān)理論與基本定義，已經(jīng)在企業(yè)組織中產(chǎn)生的一系列影響作用。《現(xiàn)代管理論壇》是一本為企業(yè)管理及相關(guān)理論服務(wù)的社會學(xué)期刊。該刊不僅涵蓋了管理理念，還涉及對不同業(yè)務(wù)與企業(yè)管理發(fā)展趨勢的解讀、討論與評價。《現(xiàn)代管理論壇》致力于為企業(yè)與員工提供高質(zhì)量的獨特交流平臺，并通過將期刊傳遞的有價值信息應(yīng)用于現(xiàn)實工作環(huán)境、通過將管理理念與實際經(jīng)驗的有機結(jié)合來惠及企業(yè)及員工。

　　大多數(shù)組織依靠全面的無形資產(chǎn)來建立自己的組織價值觀。對于任何組織來說，管理組織和個人在組織中的表現(xiàn)是非常重要的。相應(yīng)的，重要的是要找出如何管理績效隨著時間的推移，以確保生產(chǎn)力和提高能力的員工和組織，以實現(xiàn)目標，以及減少營業(yè)額。

　　績效管理是一個系統(tǒng)的過程，它與組織戰(zhàn)略、資源、流程。可以說，績效管理是企業(yè)的各級人員

　　當我們看到績效管理在當今的商業(yè)世界中，我們可以說是綜合集成：

　　Performance management 績效管理

　　Most of the organization depend on comprehensively on intangible assets to build their values of organizations. For any organizations it is very important to manage the performance of the organization as well as individuals in the organization. Correspondingly it is important to figure out how to manage performance over time to ensure the productivity and to improve capability of employees and organization to achieve the goals as well as decrease turnover.

　　Performance management is a systematic process which has a link between organizational strategy, resources, and process. We can say performance management engage people at all level of enterprise (Institute of Management Accounts (1998))

　　When we look performance management in today’s business world, we can say it is integrated combination of:

　　Corporate / strategic performance management

　　Line / Tactical performance management

　　Operational performance management

　　Corporate or Strategic level of business decides where the business should be in a long run. In the other word, executives of this level create the vision of the business and the long run strategies such as where the business should be… whether to go for collaboration or go for new market with new product and so on…

　　Once the targets, goals and objectives of this level is decided next step is to achieve these goals. Therefor in this level it is very important to integrate the following:

　　Emergence of scorcards

　　Reporting

　　Financila consolidation

　　Forcasting

　　Budgeting

　　Planning

　　Next is line performance management. The managers must be accountable for their area of decisions, actions and outcome. The part of the organization under the control of manager is a responsible center for that manager. The area can be department, unit, product, plant, territory division or segment.

　　For the performance evaluation it is necessary to identify the specific characters of each responsible center since some are cost centers and some are profit centers. Therefor it is important to consider the core nature of the responsible center.

　　Moreover, Performance management is extensive management process framing continuous improvement journey by ensuring that everyone understand where the organization is and where it should be in future to meet stakeholders need. (Institute of Management Accounts, 1998)

　　According to Wayne W. Eckerson (www.tdwi.com) Performance management consist four steps virtuous cycle that involves

　　Creating strategy

　　Plans

　　Monitoring the execution of those plans

　　Adjusting activities and objectives to achieve strategic goals

　　This four-step wheel rotates around combined data and metrics, which Provide a measurement framework to scale the effectiveness of strategic and management processes.

　　According to Ashima Aggarwal and Gour Sundar Mitra Thakur (2013) traditional method of performance appraisal are mainly based on studying personal qualities such as leadership and judgment, loyalty of

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