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15.Appraising and Improving Performance 绩效考核与改进绩效

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发表于 2011-6-26 19:12 | 显示全部楼层 |阅读模式
Peer appraisal 同事间相互考核
Align 结盟
Autocratic 独裁的,专制的
Be in a position to do sth. (由于客观或主观条件)可(能)做某事
Bias 偏见
Breakdown 破裂,分裂
Dimension 方面,部分
Coach 训练,指导
Compensation 补偿(或赔偿)物,补偿(或赔偿)金
Connote 包含,意味着,暗示
Discharge 开除,解雇
Disciplinary action 惩戒行动
Follow-up 增补的,后续的
First-line 最重要的,头等的
HRM
human resources management
人力资源管理
Light (观察人、物等的) 角度,眼光
Lenient 宽大的,温和的
Monitor 监督,监视
Multifaceted 多方面的
Peer rating 同事评估
Persist 持续,存留
Rate 评估,考核
Rater 考核者,评估者
Rater bias 评估者偏见
Team environment 团结的环境
Transfer 调动,转职
Subordinate 下属
Peer evaluation 同事间相互评估
360-Degree Assessment
360度反馈评价
Typically, performance appraisal has been limited to a feedback process between employees and supervisors.
通常,绩效考核仅限于员工与主管之间的双向考核。
However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources.
然而,随着企业对团队合作、员工开发及客户服务与日俱增的重视,员工考核的重心已转向全方位的反馈评价。
This multiple-input approach to performance feedback is sometimes called”360-degree assessment” to connote that full circle.
这种多元反馈评价有时也称为“360度反馈评价”,意指全方位的评价。
There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employee’s supervisor, for assessing performance.
进行绩效考核,考核者除了员工的主管外,法律或规章制度并没有禁止多源考核。

Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information.
研究表明多元反馈评价所提供的信息更精确、更可靠、更可信。

For this reason, the U.S. Office of Personnel Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes.
因此,美国人事管理局支持采用多源反馈评价方法进行正式绩效考核以及其他以评估或发展为目标的考核。
The 360-degree feedback process has become pervasive in management and human resource development practices.
360度反馈评价已经在管理和人力资源开发实践中广泛应用。
Reported statistics on 360-degree use suggest that it has gone from almost unheard of in the 1980s to widespread use in 2000.
数据表明,360度反馈评价在20世纪80年代还闻所未闻,而到2000年时已全面推广。
The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and one’s self.
反馈圈,或者反馈源(这么表达也许更精确)包括上司、同事、下属、顾客及员工本人。

It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program.
进行某项评估时没有必要包括所有的评估者,而且也未必适合。
The organizational culture and mission must be considered, and the purpose of feedback will differ with each source.
选择评估者时,得考虑公司文化和公司使命,评估者不同,评估目的也不同。

For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results.
举个例子,下属对上级的绩效评估可提供极有价值的发展引导,同事的反馈特别适合评估团队合作精神,而客户的反馈则重点集中于一个团队或机构的服务质量。
The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate.
绩效考核的目的及考核的具体方面得先确定,然后才决定适合的评估者。
PART ONE: Interview
(1)
Do you think it necessary to evaluate staff performance regularly?( Why?/Why not?)
你觉得有必要定期进行员工绩效评价吗?(为什么?)
No, I don’t think so. Performance appraisals frequently focus on individual achievement and produce a self-focus rather than a team-focus and discourage teamwork.
(2)
What do you think are responsible for the failure of performance appraisal?(Why?)
绩效评价失败,你觉得谁负有责任?(为什么?)
The reasons can be many and various, such as lack of the support of top management, rater bias, unclear performance standards, too many forms to complete, rating personality rather than performance, no follow-up coaching after the evaluation, etc.
(3)
What are the advantages of peer appraisal?(Why?)
同事间相互评价绩效有何好处?(为什么?)
Fellow employees often see different dimensions of performance and can readily identify leadership and interpersonal skills along with other strengths and weaknesses of their co-workers, thus furnishing more accurate and valid information than appraisals by superiors.
(4)
Are there any drawbacks of self-appraisal?(Why?/ Why not?)
员工自我评估有何弊端?(为什么?)
Yes. Self-raters are more lenient than managers in their assessments and tend to present themselves in a highly favorable light. For this reason, self-appraisals may be best for developmental purposes rather than for administrative decisions.
PART TWO: Mini-presentation
What’s important when…?
Managing ineffective performance
改善员工绩效,需要考虑哪些要点?
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Training
培训
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Transfer

工作轮换/调动
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When managing ineffective performance, providing training is important. Offering relevant and effective training would improve the employees’ ability, increase the knowledge and skills needed for effective performance.
Besides, transfer to another job or department can be important and useful too. As we know, an outstanding scientist can be a poor manager, so one who is clumsy and nervous in one job may be skilled and easy in another. Transfer can help to make full use of an employee’s strengths, while avoiding weaknesses. Transfer can provide the employee with freshness, excitement, expectation and confidence. In one word, transfer can give an employee a chance to become a more effective member of the organization.
In addition to training and transfer, ways to motivate the individuals are important as well, since well-motivate employees undoubtedly guarantee effective performance. If ineffective performance persists, it’s necessary to take disciplinary action or to discharge the person from the company.
当需要改善员工绩效,提供培训是很重要的。提供相关的和有效地培训将会改善员工的能力,增强知识和技能为了有效业绩的需要。
除此之外,转换到其他的工作或者部门也很重要及有用。据我们所知,一个杰出的科学家可能成为一个糟糕的管理者,因此在一份工作中笨拙或者紧张也能做另一份工作可以得心应手。工作轮换能够帮助雇员的优势得到充分利用,同时避免弱点。工作轮换能够为员工提供新鲜、刺激、期望和自信。简而言之,工作轮换能够使员工有机会成为一个对组织更有效的成员。
除此了培训和轮换,激励员工也是很重要的方式。因为很好的激励员工无疑能保证有效的成绩。如果不理想的成绩仍然存在,那就必须采取措施解雇这些不利于公司的员工。
PART THREE: Discussion
Conducting an effective performance appraisal
Your company is going to evaluate the performance of sales representatives. You have been asked to make recommendations on how to make the performance appraisal effective.
Discuss the situation together, and decide:
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who would be chosen to evaluate the performance of sales representatives.
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What should be evaluated and why
进行有效的绩效考核
你们所在的公司准备对销售代表进行绩效考核。请你们就如何制定行之有效的考核方案提出建议。讨论并决定:
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应选择谁来对销售代表进行绩效考核
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应进行哪些方面的考核,为什么要考核这些方面
A You see, our company is going to evaluate the performance of sales representatives. To make the performance appraisal effective, the choice of raters is crucial.
B: Yes, that’s important. In my opinion, external customers are in a good position to evaluate sales representatives, since they are in frequent and direct contact with sales representatives and can observe many sales-related behaviors.
A: Besides, if sales representatives’ performance review includes customer’s survey data, the customers tend to be more satisfied, and the business performance tends to be better.
B: That’s for sure.
A: Undoubtedly customers are one of the appropriate appraisers. But have you ever hit upon such an idea, the combination of various raters? For example, if customer appraisal is used along with self-appraisal, the performance appraisal will surely be more objective and beneficial.
B: Definitely, since self-appraisal gets the individual involved in the review process. So when setting a future performance goal, it will be more acceptable and fair for both the manager and the sales representatives to establish it jointly.
A: In fact, jobs are multifaceted and different eyes see different aspects. To make evaluation effective and accurate, we’d better get input from as various angles as possible, such as supervisors, peers, customers and the like.
B: I couldn’t agree more. As to what should be evaluated, I tend to evaluate sales representative’s accomplishments. Since evaluating a salesperson on the basis of their sales volume involves less subjectivity and therefore may be less open to bias. Besides results appraisal can directly align the employee’s goal with the organizational goal.
A: It may be a good idea. But if the same criteria apply to sales representatives who have extremely had market, it would be unfair to hold these employees accountable for results caused by external factors. There are sometimes circumstances beyond control.
B: Yes, that’s why we need to consider the role of market when establishing different yet fair criteria.
A: 你知道,我们的公司即将评估销售代表的成绩。为了使绩效评估更加有效率,对评估者得选择是关键。
B:是的,那是非常重要的,就我来看,外部的客户处于一个良好的位置去评估销售代表。因为他们频繁而直接的与销售代表们联系并且可以观察到许多销售代表的相关销售行为。
A:除此之外,如果销售代表的之前的表现包括客户数据调查,客户一般比较满意满意,销售成绩一般是更优秀的。
B:确实是这样。
A:客户无疑是合适的评估者之一。但是你可曾偶然发现这样的想法,把各种评估者得意见结合起来?举个例子说,如果客户评估结合自我评价,绩效评估一定会更主观更有益。
B:确实是这样。因为自我评估让员工包含回顾的过程。因此当未来的业绩目标设定,这将更公平更容易被管理者和销售代表们接受去共同建立它。
A:实际上,工作是多方面的,而且从不同的视角会看到不同的方面。为了使评估更有效和更准确,我们尽可能用不同的视角评估,比如高层管理者、同事、客户等等。
B:非常同意。关于评估哪些方面。我倾向于评估销售代表的业绩完成情况。因为评估一个销售者的基础就是销量不包含主观性因此也没有偏差。此外,评估结果可以直接关系到员工的目标以及组织的目标。
A:这是一个好方法。但是如果同样的标准应用于严峻市场的销售代表,这将对那些对外部结果负责人的员工不公平。这有时是在无法控制的情况下。
B:是的,这就是为什么当我们建立不同市场的公平标准时需要考虑市场的角色。
(1)
What kind of qualities should an appraiser possess?
上司对下属进行绩效评估,对此你有何看法?
To be a rater, one should be fair, objective, responsible, good at observing and communicating and well-trained.
(2)
What do you think of the superior’s evaluation?
同事间相互进行评估是否存在弊端?(为什么?)
Appraisal programs that rely solely on ratings of superiors often aren’t as reliable and valid as expected. It’s better if they are supplemented by a variety of other rating sources.
(3)
Are there any disadvantages of peer evaluation?(Why?/Why not?)
同事相互进行评估是否存在弊端?(为什么?)
Yes. Depending on the culture of the organization, peer ratings can have the potential for creating tension and breakdown rather than fostering cooperation (促进合作)and support.
(4)
What are the shortcomings of customer appraisal?
让顾客参与绩效考核有何弊端?
Conducting customer surveys is an expensive and time-consuming process. The time and money are best spent developing customer feedback systems that focus on the organization or work unit as a whole.
(5)
What do you think of subordinate evaluation?
让下属对上司进行绩效评估,对此你有何看法?
The feedback from subordinates is particularly effective in evaluating the supervisor’s interpersonal skills. However, it may not be as appropriate or valid for evaluating task-oriented skills.
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 楼主| 发表于 2011-6-28 18:35 | 显示全部楼层
新东方商务词汇第三轮~~
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 楼主| 发表于 2011-6-29 19:09 | 显示全部楼层
Let all your things have their places and let each part of your business have its time
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 楼主| 发表于 2011-7-4 18:56 | 显示全部楼层
Product Promotion
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 楼主| 发表于 2011-7-11 19:34 | 显示全部楼层
Marketing Channels 营销渠道
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