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开心8

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  1 Genuine feedback would release resources to be usedelsewhere.

  2 Managers are expected to enable their staff to workeffectively.

  3 Experts are unlikely to facilitate a move to genuinefeedback.

  4 There are benefits when methods of evaluatingperformance have been negotiated.

  5 Appraisals tend to focus on the nature of the face-to-face relationship between employeesand their line managers.

  6 The idea that employees are responsible for what they do seems reasonable.

  7 Despite experts’ assertion, management structures prevent genuine feedback

  8 An increasing amount of effort is being dedicated to the appraisal process.

  A

  Performance appraisal is on the up and up. It used to represent the one time of year whengetting on with the work was put on hold while enormous quantities of management hours werespent in the earnest ritual of rating and ranking performance. Now the practice is even morefrequent. This of course makes it all the more important how appraisal is conducted. Humanresources professionals claim that managers should strive for objectivity and thus for feedbackrather than judgement. But the simple fact of the matter is that the nature of hierarchy distortsthe concept of feedback because performance measure are conceived hierarchically.Unfortunately, all too many workers suffer from the injustices that this generates.

  B

  The notion behind performance appraisal- that workers should be held accountable for theirperformance-is plausible. However, the evidence suggests that the premise is wrong. Contrary toassumptions appraisal is not an effective means of performance improvement- it is judgementimposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on theother hand, would be information that told both the manager and worker how well the worksystem functioned, and suggested ways to make it better.

  C

  Within the production system at the car manufacturer Toyota, there is nothing that isrecognizable as performance appraisal. Every operation in the system has an associated measure.The measure has been worked out between the operators and their manager. In every case, themeasure is related to the purpose of the work. That measure is the basis of feedback to themanager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first” . Bothmanagers and workers are psychologically safe in the knowledge that it is the system- not theworker –that is the primary influence on performance. It is management’s responsibility to ensurethat the workers operate in a system that facilitates their performance.

  D

  In many companies , performance appraisal springs from misguided as assumptions. To judgeachievement, managers use date about each worker’s activity, not an evaluation of the process orsystem’s achievement of purpose. The result is that performance appraisal involves managers’judgement overruling their staff’s, ignoring the true influences on performance. Thus the appraisalexperience becomes a question of pleasing the boss, particularly in meetings, which ispsychologically unsafe and socially driven, determining who is “in” and who is “ out”.

  E

  When judgement is replaced by feedback in the true sense, organizations will have a lot moretime to devote to their customers and their business. No time will be wasted in appraisal . Thisrequires a fundamental shift in the way we think about the organization of performance appraisals,which almost certainly will not be forthcoming from the human resources profession

  参考答案及解析

  关于职工点评和反应的文章。一个安排内部的上下级交流真的太重要了。

  榜首题,说实在的反应能够开释用在别处的资源。意思上实在的反应能够让人腾出精力。答案是E段的榜首句:When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business。这题的意思还算比较显着,feedback in the true sense,便是genuine feedback,devote to their customers and the business,便是把资源开释在其他当地。

  第二题,说司理们是被期望着使职工作业得更有功率。答案是C段的最终一句:It is management’s responsibility to ensure that the workers operate in a system that facilitates their performance.司理们的职责,也便是managers are expected to,有利于他们的体现,便是enable their staff to work effectively。

  第三题,说专家不大可能有利于实在反应的进程。答案是E段的最终一句:which almost certainly will not be forthcoming from the human resources profession。人力资源专家,便是experts。需求了解下这儿的forthcoming的意义:willing to divulge information. (人)乐意透露消息的。专家们不乐意透露消息,也便是不能盼望专家来facilitate。

  第四题,说参议点评体现的办法是有利的。答案是在C段,有点涣散。前面说The measure has been worked out between the operators and their manager。这个办法是在操作者和司理们之间拟定的。between the operators and managers,也便是点评体现的办法是被参议了的。后边介绍的状况都是这个measure有多么的好:is the basis of feedback。归纳起来,便是选项说的,参议是有优点的。

  第五题,说点评倾向聚集于职工和他们直属司理们之间面对面联络的性质。这个选项可能会弄的人一头雾水,首先得弄了解这儿的面对面联络指的是什么。职工和直属司理的联络,便是上下级的联络,过火垂青这个联络,那么在点评进程中就会有忌惮,谁还敢揭自己上司的短?所以这个语句的意思是说点评进程中有忌惮,无人敢说真话。答案是D段的这么一句:Thus the appraisal experience becomes a question of pleasing the boss。点评进程成了巴结自己的老板,说的便是这个意思。

  第六题,说职工对他们所作担任的主意听起来很合理。答案是B段的榜首句:The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible。这儿的accountable便是负有职责。Plausible是形似实在的,也便是seems reasonable。

  第七题,说虽然有专家们的主张,管理层的结构阻挠了实在的反应。答案是A段的这么一句:the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback。管理层的组织,便是这句里说到的the nature of hierarchy,等级制的性质。这个单词在BEC阅览里常呈现。distort,歪曲,便是选项里的prevent。

  第八题,说在点评进程中投入了更多的尽力。答案是A段的这么一句,有点隐晦:Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted.这个语句是紧跟上文的,the practice指的便是appraisal。点评的更频频,点评是怎样进行的显得愈加重要。以为愈加重要了(makes it all the more important),就会投入更多尽力了。归纳起来,这些的意思便是点评进程投入了更多的尽力。不太简单看出来。


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