Question

高分跪求高人翻译！！！尽量精准！！！

(16) There is a lack of knowledge and skills in regard to the PMS. If organizational
members lack the understanding and the skills required to work with the new
PMS, for instance because they have received insufficient training in the
workings of the system, then thePMS will either not be used properly or not at all.
(17) The KPIs are not linked to departmental, team and individual responsibilities. If
KPIs are not linked to specific responsibility areas, there are no organizational
members that are or feel responsible for the results on these indicators. This
causes the PMS to be irrelevant for steering purposes and therefore
organizational members will not use it.
(18) It is difficult to define relevant KPIs. If the organization has difficulty defining
KPIs and if it does not gets help to overcome this difficulty, then organizational
members might simply give up because too much effort is required. In addition,
they might not trust that the resulting KPIs will be the most relevant ones
because they doubt the quality of the defined factors.
(19) There are too many KPIs defined. If there are too many KPIs, organizational
members are not able to see “the forest because of the trees”. There is an
overload of information and there is not enough time to adequately work on
each indicator.
(20) The organization measures the wrong KPIs. The organization measures KPIs
that have been poorly designed and defined. As they are not relevant they are
not used or used in the wrong way by organizational members.
(21) There is too much focus on the results of the implementation, while the change
process of the organization is ignored. To make a PMS a success not only the
will affect the performance on the organization’s objectives.
(25) The organization does not have a performance management culture. If the
organization does not have a culture which is focused at all times on achieving
results and continuous improvement, the PMS will not be used (enough) by
organizational members for achieving better performance.
(26) The PMS is not used for the daily management of the organization. If
performance information from the PMS is not used in the daily management of
the organization, for example for reviewing, analyzing and discussing the
results achieved on CSFs and KPIs, corrective action is not taken (enough or in
time) resulting in not achieving the targets of the organization.
(27) The PMS is not regularly updated and maintained after implementation. If the
PMS is not kept current and actual in order to stay aligned with changing
circumstances, i.e. with relevant CSFs and KPIs that measure and track the
current organizational strategy and responsibility areas of organizational
members, it looses it relevance for organizational members because it does not
give them the right performance information to act upon. This will eventually
result in abandonment of the system.

Answer 1

(16) There is a lack of knowledge and skills in regard to the PMS.
(十六)缺乏相关的知识和技能对于绝经后综合症。
If organizational
如果组织
members lack the understanding and the skills required to work with the new
成员缺乏理解和所需的技能工作与新
PMS, for instance because they have received insufficient training in the
经前症候群,比如,因为他们已经收到培训不够的....
workings of the system, then thePMS will either not be used properly or not at all.
的运作系统,那么thePMS不会被恰当使用或者什么都不做。
(17) The KPIs are not linked to departmental, team and individual responsibilities.
(17)的关键绩效指标都与部门、团队和个人的责任。
If
如果
KPIs are not linked to specific responsibility areas, there are no organizational
关键绩效指标都与特定责任的地区,有任何其它的组织
members that are or feel responsible for the results on these indicators.
成员,或感觉对结果负责在这些指标。
This
这
causes the PMS to be irrelevant for steering purposes and therefore
导致PMS没有用,因此适合转向的目的
organizational members will not use it.
组织成员将不使用它。
(18) It is difficult to define relevant KPIs.
(18)很难定义的相关主要考核指标。
If the organization has difficulty defining
如果该组织已困难定义
KPIs and if it does not gets help to overcome this difficulty, then organizational
指标以及如果没有得到帮助克服这个困难,然后组织
members might simply give up because too much effort is required.
成员可能只是简单地放弃,是因为太多的努力是必须的。
In addition,
此外,
they might not trust that the resulting KPIs will be the most relevant ones
他们可能不相信,由此产生的关键绩效指标将是最相关的
because they doubt the quality of the defined factors.
因为他们怀疑定义的质量因素。
(19) There are too many KPIs defined.
(19)有太多的关键绩效指标的定义。
If there are too many KPIs, organizational
如果有太多的关键绩效指标、组织
members are not able to see “the forest because of the trees”.
成员是不能够看到“森林,因为树木的”。
There is an
有一个
overload of information and there is not enough time to adequately work on
信息过载和没有足够的时间来充分的努力
each indicator.
每一个指标。
(20) The organization measures the wrong KPIs.
(20)的组织措施,错误的主要考核指标。
The organization measures KPIs
该组织措施的kpi
that have been poorly designed and defined.
已经设计不当和定义。
As they are not relevant they are
由于他们不相关
not used or used in the wrong way by organizational members.
不使用或使用用错误的方式组织的成员。
(21) There is too much focus on the results of the implementation, while the change
(21)有太多的焦点的结果而定,而改变了。”实施
process of the organization is ignored.
该组织的过程将被忽略。
To make a PMS a success not only the
做一个PMS成功不仅
will affect the performance on the organization’s objectives.
将直接影响到企业的目标上的表现。
(25) The organization does not have a performance management culture.
(25)组织没有绩效管理文化。
If the
如果
organization does not have a culture which is focused at all times on achieving
组织没有文化,并聚焦在任何时候实现
results and continuous improvement, the PMS will not be used (enough) by
结果经前期综合征和持续改进,将不被用于(足够的)
organizational members for achieving better performance.
组织成员实现更好的性能。
(26) The PMS is not used for the daily management of the organization.
经前期综合征(26)不是用于日常管理的组织。
If
如果
performance information from the PMS is not used in the daily management of
从绩效信息不使用经前期综合征的日常管理工作
the organization, for example for reviewing, analyzing and discussing the
该组织,比如为了回顾、分析和讨论
results achieved on CSFs and KPIs, corrective action is not taken (enough or in
结果成功要素与关键绩效指标,实现对纠正措施是拿不到的(足够的或
time) resulting in not achieving the targets of the organization.
时间)导致没有达到目标的组织。
(27) The PMS is not regularly updated and maintained after implementation.
经前期综合征(27岁)是不定期更新和维护后实施。
If the
如果
PMS is not kept current and actual in order to stay aligned with changing
不遵守经前期综合征是当前实际以保持对齐在发生变化
circumstances, i.e. with relevant CSFs and KPIs that measure and track the
与业务有关的情况下,即是衡量成功要素与关键绩效指标和跟踪
current organizational strategy and responsibility areas of organizational
当前的组织战略和责任领域的组织
members, it looses it relevance for organizational members because it does not
它的成员,是为组织的成员相关性输了,因为它不适合你
give them the right performance information to act upon.
给他们正确的绩效信息采取行动的指南。
This will eventually
这将最终
result in abandonment of the system.
结果在放弃了这一系统。

Answer 2

存在对生产管理系统的认识和技能的不足。如果组织成员缺乏应用新的生产管理系统工作所需要的理解能力和技能，比如，因为员工没有受到足够的应用该系统的培训，那么PMS可能不能得到正确使用甚至失去它的作用。
关键业绩指数没有和部门、团队、个人责任挂钩。如果KPI没有关联上特定的责任范围，组织成员不会或不愿对这些指数负责。这导致PMS和指导目标无关，组织成员就不会去使用系统。
确定相关的KPI很困难。如果组织确定KPI有困难且得不到帮助来解决，那么组织成员可能会由于付出太多而干脆放弃系统。另外，他们可能怀疑成效KPI是最可取的而产生不信任。
定义的KPI太多。如果KPI太多，组织成员就会“因树木太多而无法看到森林”。过量的信息和有限的时间不允许对每个因素都充分考虑。
组织度量错误的KPI，组织度量的KPI设置的很差劲。由于这些指数是无关的，组织成员不会去使用它们或者使用不当。
对执行结果关注太多而忽视组织的变化。PMS成功实施会影响到组织目标的实现。
组织没有绩效管理文化。如果组织没有建立起一种文化，一直专注于实现目标和可持续发展，PMS将不能得到充分应用来取得更好的效果。
PMS没用到组织的日常管理中。如果来自PMS的绩效信息没有用于组织的日常管理，例如用于对CSF（关键成功因子）和KPI（关键绩效指数）结果值的复审、分析和讨论，纠正措施就不能（完全或及时）采取，导致不能实现组织目标。
PMS实施后不定期更新和维护。如果PMS不能保持更新和实际有效来与环境变化相应，也就是说，即使有正确相关的CSF和KPI因子来考核和跟踪当前组织的策略和成员的责任范围，PMS也会因不能给员工提供正确的绩效信息来付诸行动而失去它的相关性。这将最终导致系统的废弃。

Answer 3

(十六)缺乏相关的知识和技能对于绝经后综合症。如果组织
成员缺乏理解和所需的技能工作与新
经前症候群,比如,因为他们已经收到培训不够的
的运作系统,那么thePMS不会被恰当使用或者什么都不做。
(17)的关键绩效指标都与部门、团队和个人的责任。如果
关键绩效指标都与特定责任的地区,有任何其它的组织
成员,或感觉对结果负责在这些指标。这
导致PMS没有用,因此适合转向的目的
组织成员将不使用它。
(18)很难定义的相关主要考核指标。如果该组织已困难定义
指标以及如果没有得到帮助克服这个困难,然后组织
成员可能只是简单地放弃,是因为太多的努力是必须的。此外,
他们可能不相信,由此产生的关键绩效指标将是最相关的
因为他们怀疑定义的质量因素。
(19)有太多的关键绩效指标的定义。如果有太多的关键绩效指标、组织
成员是不能够看到“森林,因为树木的”。有一个
信息过载和没有足够的时间来充分的努力
每一个指标。
(20)的组织措施,错误的主要考核指标。该组织措施的kpi
已经设计不当和定义。由于他们不相关
不使用或使用用错误的方式组织的成员。
(21)有太多的焦点的结果而定,而改变了。”实施
该组织的过程将被忽略。做一个PMS成功不仅
将直接影响到企业的目标上的表现。
(25)组织没有绩效管理文化。如果
组织没有文化,并聚焦在任何时候实现
结果经前期综合征和持续改进,将不被用于(足够的)
组织成员佛

Answer 4

（16）对于项目组合管理系统缺乏知识和技能。如果组织成员对于项目组合管理系统缺乏了解所需的技能。比如,因为他们已经受到的系统培训不够的那么项目组合管理系统就不会被恰当使用或者什么都不做
（17)关键绩效指标都与部门、团队和个人无关。
如果关键绩效指标与特定责任的地区无关，那么没有任何其它的组织成员对这些指标负责。
这导致关键绩效指标无用，因此组织成员将不使用它

哎 太难了 翻译两个

Answer 5

这么多、恐怖