在线词典,在线翻译

BEC阅读真题详解高级篇(5)

所属:BEC商务英语 阅读:4766 次 评论:0 条 [我要评论]  [+我要收藏]

小编摘要:BEC阅读在BEC考试中占了很大比重的分值,研读BEC阅读真题,是较有针对性的阅读训练,对提高考试成绩还有商务英语阅读技能都能起到一定效果。本版块搜集互联网共享BEC阅读真题详解,助您一臂之力。

 人邮版第二辑真题 TEST 2 READING PART 1

1 Genuine feedback would release resources to be used elsewhere.

2 Managers are expected to enable their staff to work effectively.

3 Experts are unlikely to facilitate a move to genuine feedback.

4 There are benefits when methods of evaluating performance have been negotiated.

5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and 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 when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgment. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because performance measures 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 their performance-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgment imposed rather than feedback, a judgment imposed by the hierarchy. Useful feedback, on the other hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better.

C

Within the production system at the car manufacturer Toyota, there is nothing that is recognizable 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, the measure is related to the purpose of the work. That measure is the basis of feedback to the manager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first”. Both managers and workers are psychologically safe in the knowledge that it is the system- not the worker –that is the primary influence on performance. It is management’s responsibility to ensure that the workers operate in a system that facilitates their performance.

D

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

E

When judgment is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business. No time will be wasted in appraisal. This requires 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.
2
2011-08-18 16:08 编辑:jeannn
分享到:
关注海词微博:
发表评论:
表达一些您的想法吧!已有0条评论>>
登录,再发表评论
文明上网,理性发言!
您可能还感兴趣的文章:
>>精华推荐阅读
热门评论文章