1、本科毕业论文外文翻译译文标题学习，绩效管理的一个重要因素资料来源AIP会议文集，1148卷，第913916页（2009年）作者YIANNIS,TRIANTAFYLLOPOULOSIOANNIS,SEIMENISNIKOLAS,KONSTANTOPOULOS摘要本文运用文学课程，尤其是知识管理实践，以及对希腊公司行政人员定性分析的结果，检验了影响企业绩效管理学习过程的各种因素。关键词商务管理绩效管理学习知识管理介绍绩效管理的首要目的是通过发掘技术和能力使工作有效进行从而提高绩效。这是绩效管理非常重要的学习和发展方面，在每个绩效管理周期中都会发生计划、管理、检验和成果评估1。学习与改善经常联系在一
2、起。与此同时，工作经验总能提供一个最为丰富的学习实验室2。绩效管理起关键作用的地方A通过帮助人们使其意识到需要改善的需求并如何进行改善B保证从经验中吸取教训一个学习公司要具有对可能实现的事物的洞察力的能力而不是简单地训练人员；这只有在通过对整个组织水平的学习之后才能得出结果。学习公司是一个促进所有员工学习并不断改变自己的机构。本文旨在检验，人们是如何通过绩效管理来学习，并深入分析学习机会和组织中影响学习过程的一系列因素。目的在于对近代文学和希腊公司的一些行政人员的访问中获得的定性分析结果进行一次理论研究。通过学习和知识管理的绩效知识管理包括系统、程序和运行一家企业资产最重要的文化即知识，由此组
3、成的一个框架结构。此外，它也是一种猎取和分享已有知识同时创造新知识的手段。知识管理包含对每一个计划和项目的学习。它包括对同个组织中个体和团队优化访问方式的实践和相关建议以及从别处得到的知识和经验。如果你不能通过学习运用知识提高绩效，那它就没有可测量的价值。知识管理能帮助个人、群组、团队和组织进行系统地常规性地学习3；学习个人知道的知识；学习他人知道的知识（例如，个体和团队）；学习组织知道的知识；学习个体和组织需要学会的事情；简单有效地组织和传播学识；把学识运用到新的尝试中去；创造新知识。在学习机构中，个体和团队不断地参与到新的过程中去获得、猎取、储存、传播知识以及知识再使用。学习和执行不能分开
4、，这是不可或缺的工作活动，由此转移到个人、群组和团队中去来改善进程和结果。学习是多产活动的核心，凌驾于训练之上4。组织学习代表组织中人与人之间，行动，符号和过程中充满活力的共同作用5。当知识管理规划、进程和工具支持组织学习的时候，目标是培养从商业决策和行动的相互作用中来提取知识的组织能力。成功需要贯彻正确的学习策略，有效地创造期望的成果（例如，标准进程，改良共享经验，促进新能力的习得）在文学上，有各种成熟的组织学习系统模型。其中最普遍的一个是关于绩效和学习活动的联系以创造宝贵的知识和组织学习能力6。（图表1）四种绩效和学习功能分别是目的手段结果外部焦点内部环境界面行动和反射内涵和记忆力传播和扩
5、散图1学习和运用知识学习期间学习之前学习之后公司和绩效情况知识资产社区实践商业联合目标结果访问和运用连续学习验证修改图2适应性学习涉及对外在环境变化的反应和行动行动反思学习符合可测量的绩效目标。行动反思满足学习需要和目标。推广传播性学习涉及动员组织各方面以达到绩效目标。推广在组织内扩散转印信息和知识。技术推广可以是正式的程序和政策。技术推广可以是非正式沟通。例如，谣言。该功能对学习系统中各元素起协调作用。意义和记忆学习该功能通过对组织学习系统进行评价、筛选、聚焦和控制来建立相关标准。知识和行动之间的直系联系对培养组织不断学习和成长的持续能力是十分必要的7。知识管理系统包括对提高绩效的流程、工具
6、和技术的学习，来创造学习型文化。在图表2中知识管理是一个帮助企业在工程前后以及过程中进行学习，或者在企业兼并收购情况下尽快适应新文化和新规范的系统8。希腊人的经验根据对希腊公司绩效管理策略的部分调查显示，为探查影响企业中学习程序的因素，目前学习过程中的现行方法上产生了一些问题。从首席执行官（20），人力资源专业（50）和其他管理人员（25）中递交的答复来看，主要的发现有出于对个体和集体的知识转移的考虑调查对象称当员工成功分配到不同的项目中去时他们能够将自己的知识转移到企业其他部分。人际信任学习过程可以通过良好的人际关系加以促进，他们能够提高反馈和改善沟通，从而促进个人的学习、发展和成长。如果没
7、有信任，员工之间将不会那么团结或愿意分享自己的知识给其他同事。团体多样性每个员工在各方面都不尽相同，比如拥有不同的技能、知识、个人特征。这些多样性有益于新思想以及新知识的产生。企业文化它包括权力差距、不确定性规避以及个人主义。例，如果在绩效管理程序中包括对生产线管理人员和员工之间亲疏问题的指导，他们之间的差距将会缩小。动机学习过程应该和动机技术相关。例如，个人的发展计划应便于帮助其他员工促进事业、获得新岗位，能在公司里有所提升。以下是根据答复者对上述因素重要性的评估。此外，除了从1（不重要）到5（非常重要），调查对象中也存在许多差异，正好解释了为什么学习系统和企业的绩效管理有关。很明显，图标3
8、中动机和企业文化是影响学习过程最重要的因素。个人发展和工作稳定性在学习过程中具有相互催化作用。影响学习的因素12121818101024243636知识转让人与人的信任差异组织文化积极性从图表4中可以看到，首席执行官和管理人员的多样性能够帮助员工激发创新思想，较其他因素更为重要。尤其是在当今竞争不断的环境中能帮助企业获得竞争优势。对于人力资源管理层来说，动机因素和企业文化在学习过程中比其他因素更重要。因为这些因素可以在企业中营造学习氛围，提高绩效。学习的重要因素人力资源管理首席执行官管理其他管理图表4以上因素的深入分析和调查对象的阐释将在论文中展开。结论总之，或有的绩效管理系统应集中研究能为该
9、阶段提供学习机会的学习过程。绩效和学习是相互关联的，必须统一到学习组织中去以确保业绩持续稳定增长。动机、信任、知识转移、多样性和企业文化都是影响学习过程的因素。原文LEARNING,ACRITICALFACTORFORTHEPERFORMANCEMANAGEMENTOFANORGANIZATIONMATERIALSOURCEAIPCONFERENCEPROCEEDINGS,VOLUME1148,PP9139162009AUTHORYIANNIS,TRIANTAFYLLOPOULOSIOANNIS,SEIMENISNIKOLAS,KONSTANTOPOULOSABSTRACTTHISARTICL
10、EAIMSTOEXAMINEWHATARETHEFACTORSTHATAFFECTLEARNINGPROCESSESTHROUGHOUTPERFORMANCEMANAGEMENTINTHEORGANIZATION,USINGLESSONSFROMTHELITERATUREANDPARTICULARLYTHEPRACTICEOFKNOWLEDGEMANAGEMENTANDTHERESULTSOFAQUALITATIVEANALYSISASTHESEREVEALEDFROMTHEINTERVIEWOFEXECUTIVEMEMBERSOFGREEKCOMPANIESKEYWORDSBUSINESSI
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31、BEREVEALEDINTHEFULLPAPERCONCLUSIONSINCONCLUSION,ACONTINGENTPERFORMANCEMANAGEMENTSYSTEMHASTOFOCUSONLEARNINGPROCESSESPROVIDINGLEARNINGOPPORTUNITIESDURINGITSSTAGESPERFORMANCEANDLEARNINGAREINTERCONNECTEDANDMUSTBEINTEGRATEDINLEARNINGORGANIZATIONSTOENSURESUSTAINEDPERFORMANCEANDGROWTHMOTIVATIONTRUSTKNOWLED
32、GETRANSFERDIVERSITYANDORGANIZATIONALCULTUREARETHEFACTORSTHATCANINFLUENCETHELEARNINGPROCESSREFERENCES1MARMSTRONG,PERFORMANCEMANAGEMENTKEYSTRATEGIESANDPRACTICALGUIDELINES3EDITION,2006,PP1561582JREYNOLDS,“HELPINGPEOPLELEARN“,CIPD,LONDON,20043CGORELICK,BTANTAWYMONSOU,ANDSUGARMAN,B,“FORPERFORMANCETHROUGH
33、LEARNINGKNOWLEDGEMANAGEMENTISTHECRITICALPRACTICE“THELEARNINGORGANIZATION,VOL12NO2,2005,PP1251394SZUBOFF,“INTHEAGEOFTHESMARTMACHINE“,BASICBOOKS,NEWYORK,NY,19885DSCHWANDTANDMMARQUARDT,“ORGANIZATIONALLEARNINGFROMWORLDCLASSTHEORIESTOGLOBALBESTPRACTICES“,STLUCIEPRESS,BOCARATON,FL,20006DSCHWANDT,“ORGANIZA
34、TIONALLEARNINGADYNAMICINTEGRATIVECONSTRUCT“,UNPUBLISHEDMANUSCRIPTUSEDINTHEGEORGEWASHINGTONUNIVERSITYEXECUTIVELEADERSHIPINHUMANRESOURCESDEVELOPMENTPROGRAM,GEORGEWASHINGTONUNIVERSITY,WASHINGTON,DC,19937LBAIRDANDJHENDERSON,“THEKNOWLEDGEENGINEHOWTOCREATEFASTCYCLESOFKNOWLEDGETOPERFORMANCEANDPERFORMANCETOKNOWLEDGE“,BARRETTKOEHLER,SANFRANCISCO,CA,20018CGORELICK,NMILTONANDKAPRIL,“PERFORMANCETHROUGHLEARNINGKNOWLEDGEMANAGEMENTINPRACTICE“,BUTTERWORTHHEINEMANN,BOSTON,MA,2004
