英语翻译(16) There is a lack of knowledge and skills in regard t

英语翻译
(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.

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.