企業績效管理（英）

《企業績效管理（英）》是江西財經大學提供的慕課課程，授課老師是黃彬雲、何煒、李敏、陳小鋒。

基本介紹

• 中文名：企業績效管理（英）
• 提供院校：江西財經大學
• 類別：慕課
• 授課老師：黃彬雲、何煒、李敏、陳小鋒

課程大綱

01

Fundamentals of Performance Management 績效管理基礎

This chapter is aimed to clarify some fundamentals of performance management: to explain what performance management is and why it is important in organizations,to discuss what purposes performance management is intended to serve, to describe contributions and disadvantages or dangers that performance management can bring to organizations, and to explain how performance management is linked with reward system. 本章闡述績效管理的基本知識，包括解釋什麼是績效管理、為什麼績效管理對組織很重要；探討績效管理的目的、績效管理對組織的貢獻和可能帶來的劣勢或可能造成的風險；解釋績效管理怎樣與報酬體系聯繫在一起。

課時

1.1 What is Performance Management?

什麼是績效管理？

1.2 Differences between Performance Appraisal and Performance Management

績效考核與績效管理的區別

1.3 Contributions of Performance Management

績效管理的貢獻

1.4 Disadvantages/Dangers of Poorly Implemented Performance Management Systems

績效管理系統實施不當的劣勢/風險

1.5 Purposes of Performance Management

績效管理的目的

1.6 How is Performance Management Linked with Reward System

績效管理與報酬體系怎樣聯繫起來

1.7 Terminology for Chapter 1 第1章專業辭彙中英文對照表

02

Performance Management Process 績效管理過程

This chapter is aimed to explain six phases in a performance management cycle: its main tasks and main responsibilities that corresponding parties should take. 本章說明績效管理系統六個環節的主要工作內容和相應角色承擔的主要職責。

課時

2.1 Overview of Performance Management Process

績效管理過程概述

2.2 Performance Planning

績效計畫

2.3 Performance Execution

績效執行

2.4 Performance Assessment

績效評價

2.5 Performance Review

績效反饋

2.6 Terminology for Chapter 2 第2章專業辭彙中英文對照表

03

Development and Trends of Performance Management 績效管理的發展與趨勢

This chapter mainly attempts to review how performance management evolves and its new trends. 本章主要回顧績效管理的演變歷程及其發展趨勢。

課時

3.1 Evolution of Performance Management

績效管理的演變

3.2 Integration with Other Human Resources and Development Activities

與其他人力資源及開發活動的融合

3.3 Key Characteristics of an Ideal Performance Management System

理想績效管理系統的關鍵特徵

3.4 Trends of Performance Management

績效管理的趨勢

3.5 Terminology for Chapter 3 第3章專業辭彙中英文對照表

04

Strategic Performance Measurement (SPM) 戰略性績效測量

This chapter is intended to explain why performance is important for strategy execution, clarify the aims and key elements of strategic performance measurement together with organization's internal conditions for its implementation, and introduce two well-established frameworks of strategic performance measurement.本章解釋績效管理對於戰略執行的重要意義，說明戰略績效測量的目的、關鍵要素及其實施所需的組織內部條件，並介紹兩個成熟的戰略績效測量框架。

課時

4.1 Why Fail to Execute Strategy?

為什麼戰略執行不力？

4.2 An Overview of Strategic Performance Measurement

戰略性績效測量概述

4.3 Organization's Internal Conditions for Strategic Performance Measurement

戰略性績效測量的組織內部條件

4.4 Framework of Strategic Performance Measurement: Skandia Navigator

戰略性績效測量框架：斯堪迪亞導航儀

4.5 Framework of Strategic Performance Measurement:: Performance Prism

戰略性績效測量框架：績效稜柱

4.6 Terminology for Chapter 4 第4章專業辭彙中英文對照表

05

Designing a SPM Framework: Balanced Scorecard and Strategy Map 設計戰略性績效測量系統：平衡計分卡與戰略地圖

Explain the principles, functions and construction of the most widely-applied strategic performance measurement framework, the Balanced Scorecard and its main component--Strategy Map.解釋套用最廣泛的戰略性績效管理系統——平衡計分卡及其主要構成部分——戰略地圖的原理、功能的建構方法。

課時

5.1 Development of the Balanced Scorecard

平衡計分卡的發展歷程

5.2 Three generations of the BSC

三代平衡計分卡

5.3 Structure of the BSC

平衡計分卡的結構

5.4 Principles of the BSC

平衡計分卡的原理

5.5 The building blocks of the BSC: Mission, Values, Vision and Strategy

平衡計分卡的基礎：使命、價值觀、願景和戰略

5.6 How to develop a Strategy Map?

怎樣建構戰略地圖？

5.7 Terminology for Chapter 5 第5章專業辭彙中英文對照表

06

Designing a SPM Framework: Organization-wide Key Performance Indicators (KPIs) 設計戰略性績效測量系統：組織層面關鍵績效指標

This chapter is going to explain the value and features of organization-wide key performance indicators(KPIs) and how to select KPIs on the basis of the strategy map. 本章解釋組織層面關鍵績效指標(KPIs)的價值與特徵，以及如何在戰略地圖的基礎上提取KPIs。

課時

6.1 The System of Organization-wide Key Performance Indicators (KPIs)

組織層面關鍵績效指標體系

6.2 Four Types of Performance Measures

績效指標的四種類型

6.3 Foundation Stones of Organization-wide KPIs

組織層面關鍵績效指標的基礎條件

6.4 Six Stages of Developing KPIs (1)

開發KPI的六個階段(1)

6.5 Six Stages of Developing KPIs (2)

開發KPI的六個階段（2）

6.6 Terminology for Chapter 6 第6章專業辭彙中英文對照表

07

Measuring Performance 測量績效

This chapter is going to define what performance is, and introduce its dimensions, determinants, three commonly used approaches to measuring together with their corresponding conditions. 本章定義績效，並介紹績效的維度構成、決定因素以及三種常用的績效測量方法的含義及其適用情形。

課時

7.1 What is Performance?

什麼是績效

7.2 Determinants of Performance

績效的決定因素

7.3 Dimensions of Performance

績效的維度

7.4 Approaches to Measuring Performance—Trait, Behavior and Result

測量績效的方法——特質法、行為法和結果法

7.5 Terminology for Chapter 7 第7章專業辭彙中英文對照表

08

Measuring Behaviors and Results 行為和結果的測量

This chapter aims to introduce, first, when measuring results, how to determine key accountabilities, performance objectives and standard; second, when measuring behaviors, how to select appropriate methods to evaluate competency according to the advantages and disadvantages of two types of measurement systems.本章首先介紹測量結果時如何確定關鍵職責、績效目標和績效標準，再介紹測量行為時如何依據兩種評價體系的優缺點，選擇恰當的方法評價勝任素質。

課時

8.1 How to determine key accountabilities?

怎樣確定關鍵職責？

8.2 How to set Performance objectives?

怎樣設定績效目標？

8.3 How to Set Performance Standards?

怎樣設定績效標準？

8.4 How to Measure Behaviors？

怎樣測量行為？

8.5 Comparative Measurement Systems

相對評價體系

8.6 Absolute Measurement Systems

絕對評價體系

8.7 Terminology for Chapter 8 第8章專業辭彙中英文對照表

09

Gathering Performance Information 績效信息收集

Centering around gathering real and effective performance information, this chapter discusses how to design performance appraisal forms, arrange performance appraisal cycels and formal performance meetings, sources of performance information and reasons for distorted ratings. 本章圍繞著如何收集真實有效的績效信息，討論了績效考核表的設計、績效考核周期的安排和正式的績效會議、績效信息的來源以及績效評價失真的原因。

課時

9.1 How to design performance appraisal forms?

怎樣設計績效考核表？

9.2 Appraisal or Review Period

績效考核或績效反饋周期

9.3 Formal Performance Management Meetings

正式的績效管理會議

9.4 Who should Provide Performance Information?

由誰提供績效信息？

9.5 Reasons for Rating Distortion

評價扭曲的原因

9.6 Terminology for Chapter 9 第9章專業辭彙中英文對照表

10

Ensuring the smooth-going of a Performance Management System 確保績效管理體系的順利推行

This chapter is aimed to introduce main jobs ensuring smooth-going of performance management systems, including communication plans, appeal process, rater training, pilot testing and ogoing moitoring, and discusses the roles of leadership styles and culture. 介紹確保績效管理體系順利實施的各項工作，包括溝通計畫、申訴流程、評價人培訓、試運行和持續監控等，並探討了領導風格和文化在實施績效管理中的影響。

課時

10.1 Communication Plan and Appeal Process

溝通計畫和申訴過程

10.2 Rater Training Programs

評價人培訓計畫

10.3 Rater errors

績效評價誤差

10.4 Pilot Testing, Ongoing Monitoring and Evaluation

試運行和持續監控

10.5 Culture and System Implementation

文化與績效管理系統推行

10.6 Terminology for Chapter 10 第10章專業辭彙中英文對照表

11

Performance Management and Employee Development 績效管理和員工開發

This chapter is attempted to discuss how to make a personal development plan and functions of and conditions for two employee development systems: 360-degree feedback systems and Objectives and Key Results (OKRs).本章探討如何制定個人開發計畫以及兩種員工開發體系的功能與適用條件。這兩種體系是360度反饋體系、目標與關鍵結果法（OKRs）。

課時

11.1 Personal Development Plans (PDPs)

個人開發計畫

11.2 Types of Development Activities

開發活動的類型

11.3 Direct Supervisor’s Role in Creating PDPs

直接主管在設計個人開發計畫中的作用

11.4 360-degree Feedback Systems

360度反饋體系

11.5 Objectives & Key Results (OKRs)

目標和關鍵結果法

11.6 Terminology for Chapter 11 第11章專業辭彙中英文對照表

12

Performance Management Skills 績效管理技能

This chapter aims to introduce performance management skills for managers especially direct supervisors.本章介紹管理者尤其是直接主管需要掌握的績效管理技能。

課時

12.1 What is Coaching?

什麼是輔導？

12.2 Coaching Styles

輔導風格

12.3 Observe and document performance

觀察記錄績效

12.4 Give Feedback

開展績效反饋

12.5 Terminology for Chapter 12 第12章專業辭彙中英文對照表

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