1) performance responsive communicatien
绩效反馈沟通
2) performance feedback
绩效反馈
1.
How to do 360-degree performance feedback well;
如何做好360°绩效反馈
2.
The assessment mechanism of performance feedback in hospital
医院绩效反馈机制的评价研究
3.
The performance feedback is an important means of motivating.
绩效反馈是一种激励的重要手段 ,用得好 ,可以调动下属的积极性 ;反之 ,则成为障碍。
3) performance communication
绩效沟通
1.
Study on the Enterprise Performance Communication Based on Performance Management Process;
基于绩效管理流程的企业绩效沟通研究
2.
The paper analyzes the necessity, continuity and validity of performance communication, beginning with performance management of human resource management, in order to discuss how to realize the performance management by the way of communication.
本文从人力资源管理的绩效管理入手,分析了绩效沟通的必要性、持续性和有效性,进而探讨了如何通过沟通促进绩效管理的实现。
3.
It is especially important that teacher and students can go on successful performance communication when we emphasize that health is the first in life-long modern physical education.
在强调健康第一、终身体育的现代学校体育实践中,教学双方进行成功的绩效沟通尤为重要。
4) Summary Dialogue Feedback
沟通反馈
5) discuss result feedback face to face
绩效反馈面谈
1.
Only are straight manage clear about the purpose of discussing result feedback face to face, do well plan, choose adequate strategy, use positive connecting way, can they get out of the difficulties about discuss result feedback face to face.
绩效反馈面谈是直线经理感到较为头疼的一个环节,绩效反馈面谈的有效性制约着企业推行绩效管理的有效性。
6) 360-degree performance feedback
360度绩效反馈
1.
On the basis of literature analysis, applying the related theories on self-regulation model, self-efficacy and performance model, this paper studied the mechanism of 360-degree performance feedback by case study, questionnaire surveys and experiments.
本论文在文献分析的基础上,运用自我调整模型、自我功效和绩效等相关理论,通过案例分析、问卷测量和现场实验等方法,对360度绩效反馈的作用机制进行了研究。
2.
360-degree performance feedback has two basal ideas which are multiple-source and multiple- dimensionality.
通过对360度绩效反馈方法中两个最基本的理念多元和多源的具体分析,正本清源,得出360度绩效反馈方法正确应用的条件:(1)企业施行360度绩效反馈针对中高层,且其至少在初期的目的是为了训练与发展员工,通过360度绩效反馈与员工职业生涯规划相结合,提高员工的个人绩效。
补充资料：高绩效组织
高绩效组织：技术创新与冒险，重视学习，设计工作去要求许多技能，组织跨部门团队，以援助者与训练者的角色来代替管理者的角色，能够为员工的表现提供回馈，只有极少的管理阶层，让每一位成员都接近客户，能够提升应变力与平衡力，能夠支付与表现相称的酬劳，将企业有关的资讯与全体员工共享，规划资讯系统以支持团队工作，做到社会面与技术面的平衡。
说明：补充资料仅用于学习参考，请勿用于其它任何用途。
参考词条