同时，企业在绩效实施的过程中往往容易把绩效管理简单的等同于绩效考核，忽视了绩效过程的管理。
In the meantime, the enterprises always regard performance management simply as performance evaluation, while neglect managing the process.
并设计了绩效计划、绩效实施与管理、绩效评估与绩效反馈面谈四个步骤完整的可循环的绩效管理流程。
Through the Functional department performance system redesigned, this article tried to offer some methods for solving the problems existed in Functional department appraisal.
项目实施期间，项目受益人将分两次（第二年和第四年）对国家艾滋病事务协调局和该局所聘技术顾问的绩效进行评估。
Performance of NACA assessed by their beneficiaries and of the technical advisors within NACA twice during the project (year 2 and 4).
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