关键业绩指标的英文

• kpi key performance indicators

• "关键"英文翻译    hinge; key; crux; linchpin; ...
• "业绩"英文翻译    achievement; outstanding ach ...
• "指标"英文翻译    target; quota; norm; index; ...
• "企业关键业绩指标" 英文翻译 :    kpi-key process indication
• "业绩指标" 英文翻译 :    indicator of performance; performance indicator
• "主要业绩指标" 英文翻译 :    k key performance indicators; key performance indicators
• "可衡量业绩指标" 英文翻译 :    measurable performance indicators
• "成绩衡量指标；业绩指标" 英文翻译 :    performance indicator
• "关键业务区" 英文翻译 :    key performance areas
• "成绩指标" 英文翻译 :    achievement indicator
• "定期向董事会报告主要的审计工作业绩指标" 英文翻译 :    communicate key performance indicators to board on a regular basis
• "关键业务支持工程师" 英文翻译 :    account support engineer
• "关键成功指标" 英文翻译 :    ksi key success indicators
• "关键绩效指标" 英文翻译 :    critical performance indicator; kpi key performance indicators
• "关键运行指标" 英文翻译 :    kpi key performance indicators
• "业绩" 英文翻译 :    achievement; outstanding achievement 光辉业绩 glorious achievements; 奇迹般的业绩 miraculous achievement; 英雄业绩 heroic achievement; 值得称颂的业绩 praiseworthy achievement
• "成绩指数" 英文翻译 :    achievement quotient
• "关键" 英文翻译 :    hinge; key; crux; linchpin; lynchpin 问题的关键 the crux of the matter; the key to the question; 关键时刻 the crucial moment; 关键在于要有决心和信心。 what counts is determination and confidence. 这就是问题的关键所在。 this is the crux of the matter.; 关键部分 key component; 关键部件 a critical component; go-list; 关键地区 key area; 关键点 strategic point; 关键工序 critical process; 关键工业 key industry; 关键工业部门[基础工业部门] key industry; 关键工作 key job; 关键顾客 career customer; 关键器官 critical organ; 关键缺点 critical defect; 关键人物 pivot; 关键人员 key personnel; 关键时刻 zero hour; crunch; extremity
• "持续改进关键绩效指标如销售额" 英文翻译 :    improves kpis: sales, sales/fte
• "定期向董事会报告关键审计指标" 英文翻译 :    communicate key performance indicators to board on a regular basis
• "销售地区成本管理的关键绩效指标" 英文翻译 :    kpis of sales region cost management
• "效率成本管理的关键绩效指标" 英文翻译 :    kpis of efficiency cost management
• "质量成本管理的关键绩效指标" 英文翻译 :    kpis of quality cost management
• "指标" 英文翻译 :    target; quota; norm; index; merit; subscript; index arm; indicatrix 生产指标 production target; 质量指标 quality index
• "业绩股份，业绩股" 英文翻译 :    performance share

• Kpi key performance indicators
  关键业绩指标
• Maintain and develop key performance indicators , identify top 5 problems and drive process improvements through data collection , analysis & reporting
  维护关键业绩指标。明确首要5大问题并通过数据收集、分析和报告来负责流程改进。
• In the past few years , leading and assessing the staff in an enterprise by using kpi ( key performance indication ) has been accepted gradually
  在过去的几年中，通过kpi ( keyperformanceindication ，关键业绩指标)来实现企业经营过程中对员工组织的引导及考核越来越被企业所接受。
• The enterprise ' s primary strategy target can be adjusted on the basis of the market ' s variety and the enterprise developmental status year after year
  对战略目标的控制，采用逐年滚动评价的方式，进行横向和纵向的比较，结合市场变化、企业自身发展状况和关键业绩指标即时进行调整。
• At the same time the development of enterprises " e - business still stand in an initial stage in the world . according to the current situation of our country " s e - business , some principles have been suggested . on the basis of classification of development the paper divides e - business three levels : primary level ( spreading ways ) , intermediate level ( integration ) , senior level ( transformation ) and ultimate level ( amalgamation ) . these strategies include continuity and selectivity
  其中在设定绩效目标时，综合应用了目标管理法( mbo ) 、平衡计分卡( bsc )和关键业绩指标法( kpi ) ，将组织战略按照组织? ?部门(团队) ? ?个人的顺序，层层分解为具体的可操作性目标，使员工、团队行动与组织战略挂起钩来。
• Such kind of thought has become the hotbed of cultivating undesirable tendency : satisfying with present situation , not thinking of enterprising , muddling along and so on . the existing system does not completely aim at the staff ’ s true need . the means of incentive pays attention to exterior incentive , neglects to guide staff to enhance the demand level so to carry on the self - encouragement ; the way of driving is unitary , does not differentiate the staff
  作者针对企业现有激励机制中存在的问题,利用激励理论和人力资源管理理论进行分析,对该企业的激励机制进行优化研究,主要体现在以下几个方面:实行岗位绩效工资制度,完善奖金分配方式,补充奖酬中长期激励方法;建立关键业绩指标考核体系,使考核结果与奖酬紧密结合;灵活选用培训方式,使培训制度化、系统化。
• In this article , the author attempts to apply the olap and data warehouse technology to the designing and developing of the financial analysis system for enterprise . he implements the system in two way : oriented kpi ( key performance index ) and oriented data set
  本文试图将olap及数据仓库技术应用于企业财务分析系统的设计与开发，从面向kpi (关键业绩指标)的指标分析和面向数据集合的数据集分析两个方面着手，在语义定义、数据处理和数据表现三个层次上对企业数据进行有效的处理和分析。
• The way of contrast study method is used for the research . the essay analyzes the key performance index system , the proportion of each index , performance assessment model and methods for performance assessment , trying to set up a practical and valuable assessment system for oil production industry by modifying the the mckinsey assessment system according to the actual practice in china . thus the managers " performance can be compared no matter whether they are in the same company or not , as long as their duty and right are of the same level
  本文通过对麦肯锡考评体系在运行中出现的诸多问题进行科学分析和归纳，总结出四大类、九种主要问题，结合油田企业管理现状和经营机制，采取对比研究的方法，有针对性地提出解决问题的途径，对关键业绩指标体系、指标权重分配、业绩评估模型、考核方法等几个主要方面进行科学地分析，在麦肯锡考评法的基础上进行本土化改造，建立一套能够符合油田企业实际、具有一定应用价值的考评体系，使同级单位内的管理人员及不同单位间同级管理人员的考核结果具有可比性。
• In the first aspect , this article ruggested the df corporation impuove its checd - up system by means of target management , key performance index , and a comprehensive check - up system . in the second aspect , the article designed a performance management model with its own characteristics . also based on the theories said above , the article demonstrated the idea on the following four steps of performance management : planning stage , practice , evaluation and feedback . this article also advised the enterprises to make continuous progress by giving special attention to the following areas : system construction , performance appraisal , especially the bilateral benefit
  在考核方法选择层面上,本文通过为df公司建立以目标管理、关键业绩考核和360度考核相结合的考核体系,对该公司原有的考核方法进行了改进;在制度层面上,运用基于战略的绩效管理体系模型,在目标管理、关键业绩指标和360度反馈理论基础上,从绩效计划、绩效实施、绩效考核、绩效反馈四个环节,设计出与df公司发展相适应的绩效管理体系模型。
• Based on explaining the theory of m & a value drivers and its performance , it analyses the influence that m & a strategy has on enterprise value and value drivers , to introduce the value - based management , to discover m & a value drivers and to convert it into meaningful key performance indicators , so as to construct a system of key performance indicators to evaluate the performance of m & a listed companies
  在阐述并购动因、效应理论的基础上,本文分析了并购战略对企业价值及价值驱动因素的影响,引入以价值为基础的管理,发现并购价值驱动因素,将其转化为有意义的关键业绩指标,构建一个用于评估上市公司并购效应的关键绩效指标体系。