1) job performance
工作绩效
1.
Research progress on job performance of nursing staff;
护理人员工作绩效的研究进展
2.
Study on the validity of the job performance appraisal scale for nurses in hospital;
医院护士工作绩效评估量表的研制
3.
Emotional intelligence and its relationship with job performance;
情绪智力及其与工作绩效的关系
2) Work performance
工作绩效
1.
Evaluation on work performance of nurses and its influencing factors;
护士工作绩效的评价及其影响因素
2.
The Relationship between Cohesiveness,Organizational Citizenship Behavior and Work Performance:An Experience Study Using Service Work Teams;
工作团队凝聚力、组织公民行为与工作绩效关系——基于服务性企业的实证研究
3.
The Study on Factors Affecting the Job Satisfaction of Dispatched Workers and Relationship with Work Performance;
派遣员工工作满意度影响因素及与工作绩效关系研究
3) Performance
[英][pə'fɔ:məns] [美][pɚ'fɔrməns]
工作绩效
1.
Study on the relationship between signalman s 16 personality factors and performance;
通信兵16PF人格特征与工作绩效关系的研究
2.
The Effects of Customers’ Interactional Injustice on Employees’ Performance: A Multilevel Model;
顾客不公平交往行为对员工工作绩效的多层次影响
3.
The Empirical Research on the Impact that Psychological Contract to Enterprise Knowledge Workers Performance;
心理契约对企业知识型员工工作绩效影响的实证研究
4) working performance
工作绩效
1.
Development of helicopter pilots working performance scale;
直升机飞行员工作绩效评定量表的构建
2.
Working Performance Evaluation for DRS Librarian
数字参考咨询馆员工作绩效的评价
3.
The working performance evaluation index system is an important standard often used in the development and management of sci-tech human resource.
工作绩效考评指标体系,是科技人力资源开发与管理中经常要运用到的一个重要标准。
5) Task Performance
工作绩效
1.
Task Performance and Visual Discomfort While Working with a Large Visual Display Unit;
大型荧幕作业下工作绩效与视觉不适之研究(英文)
2.
Two studies were conducted to explore the construct of leader-member exchange (LMX) and its impact on task performance and contextual performance of employees in Chinese context.
通过两项研究 ,对领导 -部属交换的结构及其对员工的工作绩效和情境绩效进行了探讨。
6) working achievement
工作效绩
1.
Influence of non-cognitive factor on working achievements of P.E.school graduates;
非认知因素对体育院系毕业生工作效绩的影响
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