关键绩效指标的英文

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英文翻译
造句

critical performance indicator
kpi key performance indicators

关键 hinge; key; crux; linchpin; ...
指标 target; quota; norm; index; ...
持续改进关键绩效指标如销售额 improves kpis: sales, sales/fte
销售地区成本管理的关键绩效指标 kpis of sales region cost management
效率成本管理的关键绩效指标 kpis of efficiency cost management
质量成本管理的关键绩效指标 kpis of quality cost management
关键绩效 key performance
关键绩效区 key result areas
绩效指标 indicators of achievement; performance indicators; resultats
绩效指标数目 number of indicator of achievements
经济绩效指标 economic performance index
供应链管理的绩效指标 supply-chain kpi
绩效指南 merit guideline
绩效指针 performance index performance indicator
等效指标 equivalent merit
有效指标 effective index; efficiency index
成本绩效指数 cost performance index， cpi; cost performance indicator ("cpi"); cpi cost performance index; cpi cost performance indicator
费用绩效指数 cpi=cost performance index
服务绩效指数 service performance index：spi
进度绩效指数 schedule performance index， spi; scheduled performance indicator ("spi"); spi schedule performance index
制程绩效指数 process performance index
程序功效指标 index of program behavior
经济实效指标 economic performance index
待完成绩效指数 tcpi to complete performance index
停车绩效指针模式 parking service index model

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例句与用法

Based on a general overview of firm performance assessment theories , this study makes a comparison between traditional performance measures and strategy - oriented performance measures , analyzes the existing performance measurement system of the national aviation oil companies . the thesis has a literature review of the balanced scorecard researches and applications , expounds the advantages of the balanced scorecard over traditional measurement systems in revealing the intension of firm performance , analyzing the critical factors behind firm performance and providing information support for firm strategy , documents the relationship between the balanced scorecard and firm strategy , and puts forward the idea of strategic performance . by using the data and background information from one of those national monopoly oil companies , this study a ppraises the limits of this sort of companies " performance measurement system , applies balanced scorecard method to this kind of national monopoly oil company , designs questionnaires to collect experts " opinions , colligates the opinions , selects kpis , builds experimentally the first strategy performance assessment indicator system in this kind of company , determines the indicators " parameters , uses the real corresponding data to measure the 6 business lines of this company , through comparing the assessment result with the strategic standard , a conclusion is drawn and suggestions are put forward about how to exploit the performance potential under present conditions
在对绩效测评理论进行回顾的基础上，本文研究了传统测评指标体系与战略导向的测评指标体系的区别，总结了中国航空油品经营企业的绩效测评现状，对平衡计分卡理论研究和应用进行了综述，分析了平衡计分卡在揭示绩效内涵和影响绩效的因素、发挥绩效测评的信息作用等方面的优势，论述了平衡计分卡与企业战略的关系，提出了战略绩效的概念，并结合某垄断性油品经营国有企业的实际，评述了此类企业传统绩效测评指标的局限性，借鉴平衡计分卡思路，通过设计调查问卷、收集专家意见并加以综合分析等工作，选取关键绩效指标，探索性地建立了中国垄断性航油经营国企的首个企业战略绩效测评指标体系，并确定了指标有关参数，对应指标的统计口径采用经调查获得的测评所需数据，对该企业6个业务板块的绩效进行测评，通过对比分析得出在现有条件下如何挖掘潜力的结论和建议。
With the design of performance management and salary system as the core , the " position group " concept is first introduced into the project ; by studying and analyzing the existing organization structure , the quantity and quality of existing human resources and the existing management methods , the system of key performance index ( kpi ) which will influence the success of an enterprise is established ; salary levels is decided by the performance of an employee , the salary paid is closely matched with the performance of employees
该体系以绩效管理和薪资体系设计为核心，首次引进了“职位族”的概念，对现有组织结构、人力资源的数量、质量及管理方法进行了认真研究和梳理，重建目标组织结构和结构核心流程，确定了影响企业成功的关键绩效指标体系( kpi ) ，按职位族、类的工作绩效设定薪资层级，实现了工作绩效与报酬匹配的目标。
As overview of the performance theories , summarizing the concept of the key performance index in order to resolve the problems of performance appraisal is mainly forget . briefly it includes describing and analyzing the condition of the key performance index in business enterprise . primarily analyzing is how to design and make use of the key performance index
在文献综述,以及对绩效理论梳理和评价的基础上,针对在绩效考核和绩效评价方面出现的问题,引入关键绩效指标的概念;对我国企业绩效考核中的关键绩效指标应用状况,作简要描述和分析;重点分析关键绩效指标在设计与应用方面、也就是在操作层面存在的问题;最后提出关键绩效指标设计与应用模型。
Through the collection of internal information , industry information , by the using of questionnaires , interviews , work - log , observation and other methods , we have a comprehensive understanding of the company . then focused on the status of human resources management and performance diagnostic analysis of the current situation , we identify problems and resolve these issues to determine the ways and ideas . by the relevant theoretical guidance of performance management , this article use the method of pie chart analysis , swot ( strengths , weaknesses , opportunities , threats ) analysis , radar map analysis , fish bone analysis , combined with bsc ( balanced scorecard ) , kpi ( key performance indicators ) , and use the idea of mbo ( management
在绩效管理相关理论的指导下,本文利用了饼图分析法、 swot分析法、雷达图分析法、鱼骨图分析法等分析方法和工具对所收集的信息及数据进行分析处理,结合平衡计分卡( bsc )及关键绩效指标( kpi )法的基本原理,利用目标管理法( mbo )的思想,将以结果为导向和以过程为导向的考核方法做了综合,提取出了基于战略,以岗位目标为导向,行为和业绩并重的绩效指标体系和具体的绩效考核实施方案,并根据公司人力资源实际情况,结合绩效管理pdca的理论思想,成功设计出了一套完整实用的绩效管理体系。
The status of the performance appraisal of the middle management in hunan huang sha ping lead & zinc mine ( hsp ) is analyzed . and the problems existed are also pointed out . a quantitative appraisal and qualitative evaluation performance appraisal system of middle management have been established on the base of work analysis combining with key performance index , 360 - degree feedback , etc . some methods to insure a successful proceeding of the new performance appraisal system are also described , and puts forward the direction of the research in the future
论文以湖南黄沙坪铅锌矿(以下简称坪矿或hsp )中层管理人员的绩效考评为重点研究对象,论述了绩效考评的一般原理,分析了坪矿中层管理人员绩效考评的现状,指出了存在的问题;以工作分析为基础,综合关键绩效指标法( kpi ) 、 360度方法等,构建了中层管理人员定量与定性评价相结合的绩效考评实施框架。
More and more organizations today face a dynamic and competitive environment that , in turn , requires these organizations to focus on business strategy and strategic human resource management the major purpose of this study is to emphasize performance management in its role as an effective mechanism for mentoring and controlling strategy implementation and as the core and basis of human resource management recognizing that performance management is essential to attaining a competitive advantage in today ' s environment , a strategy - oriented performance management model , including five essential parts , namely performance objective system , performance index system , performance management process , performance regulation design and implementation , is presented and discussed in detail on the basis of the latest performance evaluation performance evaluation performance evaluation performance evaluation performance evaluationperformance management theories and tools such as the bsc , mbo and the skills of csf , kpi , etc empirical research , besides theoretical analysis , is used in this thesis one hi - tech enterprise , as a sample , is just in a strategic reform period with many traditional management problems , which are mainly caused by the out - of - date performance management system this thesis then states the detailed applications of performance management in the enterprise associated with specific business strategies to construct a new basis of human resource system with the results coming out from implementation of the strategy - oriented performance management and other associated policies , the thesis addresses the outstanding function of effective performance management and the six key determinants in process with the above - mentioned statements the paper draws a conclusion that strategy - oriented performance management mechanism fully ensures the enterprise to raise efficiency and successfully implement strategy in the keen competition
论文以一家高新技术企业为样本，以对其人力资源管理现状的诊断和分析为基础，运用相关管理理念和研究工具，为其设计了战略导向型的绩效管理模式，以此来变革传统的人力资源管理体系，推动和确保公司战略的实施，从而使其战略目标得以实现。论文运用了归纳、统计分析和实证研究相结合的研究方法，重点借鉴了国外绩效测评最新研究成果? ?平衡计分卡，并结合经典管理理论? ?目标管理，以及目前新发展的关键绩效指标和关键成功要素等技术，初步探讨了我国企业建立战略导向型绩效管理系统的可行性和实用性。该公司战略导向型绩效管理体系设计从公司战略入手，按组织绩效、流程绩效、部门或团队绩效和岗位绩效四个层次有序展开。
Next , a systematic review is conducted to the principle and method of performance evaluation . furthermore , it review the development of china ’ s foreign trade system , compare the export form of various countries , select the key performance indicating of export performance , construct the criterion of evaluation , and establish export performance evaluation system . through the practice of a listed company , it verify the effective of export performance evaluation system of foreign trade enterprise
全文首先阐述了选题背景以及研究意义、目的、方法和结构,接着对绩效评价理论与方法作了整体综述,对我国外贸体制发展进行回顾并比较分析了各国企业出口形式,然后在此基础上,选取了企业出口绩效的关键绩效指标,确定了评价标准,建立了企业出口绩效的评价体系,最后通过对一家上市公司出口绩效进行实证研究,验证了企业出口绩效评价体系的有效性。
Aiming at these problem , on baes of work - analysis , according to the principia establishing performance appraisal , using ahp method and kpi method the paper brings forward index system and its quantizing methods for middle - level manager and project manager . on basis of these , the paper sets up mathematical model in use of fuzzy method to analyse the appraised results
针对这些问题，本文抓住中层管理人员及项目经理绩效考评这一关键环节，根据绩效考评指标体系建立的目的与原则，以工作分析为基础，应用层次分析法及关键绩效指标法，建立了中层管理人员及项目经理绩效考评的指标体系；并运用模糊综合评价法建立了对考评结果的判断模型。
In this way , the both sides can set up a long - term symbiosis to serve their different aims . furthermore , corporations should evaluate the channel members termly in order to improve the way of channel management , such as channel efficiency and conflict disposal . in addition , the article brings forward some new means like channel - member training course and sales representative kpi ( key performance indicator ) assessment , which will
此外,企业还应该定期对渠道成员做出评价,分析渠道冲突产生的原因,解决并合理利用渠道冲突,同时提出了培训渠道成员和通过内部人员kpi ( keyperformanceindicator关键绩效指标的缩写)的全新考核方式以提高公司整体分销管理水平的办法。
The model of performance management based on team can be briefly summarized as " two main lines and a cycle " . one line is the decomposition of the enterprise strategy based on bsc and the result of decomposition is the index system and action plan of department ; the other line is establishment the key performance indicator of job based on the process analysis and the result is key performance indicator and the clear duty of job ; conversely , the realization of job duty and kpi supports the completion of department index system and action plan , and further supports the realization of enterprise strategy ; then the process above forms a complete circulatory system
基于团队的绩效管理模型可以概括为“两条主线，一个循环” ，即：基于bsc的企业战略分解，这条主线形成部门指标体系和行动计划；基于流程分析的关键指标制定，这条主线形成了岗位关键绩效指标和细化的岗位职责；反过来，岗位职责的履行、岗位kpi的实现促成了部门行动计划完成和部门指标体系的达成，并最终支撑企业战略的实现，从而形成了一个完整循环系统。