Şunu aradınız:: laporan penilaian prestasi tahunan (Malayca - İngilizce)

markah penilaian prestasi tahunan
annual performance evaluation report

penilaian prestasi
performance review

menguruskan prestasi tahunan ios
dropped due to the standardisation between service leads

pemberitahuan gunapakai laporan penilaian
statement of balance of debt

sediakan laporan penilaian termasuk penulisan laporan, pemeriksaan, lampiran, dll
prepare valuation report including report writing, calculation, inspections, appendices, etc

berdasarkan kepada diatas, penilaian prestasi bagi perkerja diatas dibuat berdasarkan kategori berikut
based on the above, performance appraisal for the above employees is made based on the following categories

ia memberi tumpuan kepada perancangan dan peningkatan prestasi masa depan dan bukannya kepada penilaian prestasi retrospektif.
it focuses on future performance planning and improvement rather than on retrospective performance appraisal.

a. penilaian rakan sekerja b. penilaian prestasi pekerja c. tempoh berkhidmat kepada syarikat d. tempoh masa bekerja yang panjang
a. evaluation of associates b. employee performance evaluation c. length of service to company d. long periods of working time

senarai semak akan berguna untuk program pembangunan kapasiti aktiviti drr dari segi pengetahuan kakitangan, kemahiran dan keupayaan organisasi berdasarkan penilaian prestasi oleh senarai semak
checklist would be useful for capacity development program of drr activities in terms of personnel knowledge, skill and organizational capacity based on the performance assessment by the checklist

senarai semak akan menjadi alat berguna bagi aktiviti drr di kalangan ams mengambil kira perkongsian dan pertukaran hasil penilaian prestasi pada tahap platform yang sama, yang membolehkan ams membuat perbandingan antara satu sama lain dengan mudah dan berkesan
the checklist would be an useful tool of drr activities among ams taking account of sharing and exchanging the result of performance assessment at same platform level, enabling ams to compare with each other easily and effectively

dua senarai semak tersebut boleh digunakan sebagai sebahagian daripada kitaran pdca untuk aktiviti drr dalam kerajaan tempatan melalui penilaian prestasi secara berkala, penilaian dan pemantauan untuk proses membuat keputusan dalam pengurusan risiko bencana dan pelaksanaan perancangan bandar dan pembangunan bandar
the two checklists can be utilized as part of pdca cycle for drr activities in a local government through periodical performance assessment, evaluation and monitoring for decision making process in disaster risk management and urban planning and urban development implementation

beer et bert (1993) menyatakan penilaian prestasi individu adalah sesuatu yang tidak dapat dielakkan dan mesti dilaksanakan dalam mana-mana organisasi pun. setiap pekerja sentiasa dinilai oleh ketua atau penyelia, rakan dan orang yang mereka selia.
beer et bert (1993) states that individual performance appraisals are inevitable and must be implemented in any organization. every employee is constantly evaluated by their boss or supervisor, friends and supervisors. therefore, the public service performance evaluation system is formulated based on two main principles, namely, fair and transparent evaluation based on key performance indicators/ deliverables/outputs/ impacts where appropriate and relevant treatment

uman pengurusan sumber merangkumi satu set fungsi yang menyeluruh seperti perancangan sumber manusia, analisis kerja, pengambilan, latihan, merekabentuk sistem penilaian prestasi dan pampasan dan perhubungan buruh. semua ini diperlukan untuk membangunkan kakitangan yang bermotivasi, berkesan, dan cekap ke arah pencapaian objektif organisasi strategik.
human resource management encompasses a comprehensive set of functions such as human resource planning, job analysis, recruitment, training, designing performance appraisal and compensation system and labor relations. all these are necessary for developing a motivated, effective, and efficient staff towards the attainment of strategic organizational objectives.