出自:国家开放大学英语机考
Performance Management and Performance Appraisal Performance management aims to acknowledge employee achievements, support their personal and professional development, and motivate and empower them to perform their work effectively. Performance management helps employees to develop their understanding, knowledge, and skills so that they can contribute to the achievement of the enterprise.s goals and gain personal and job satisfaction. It is a vital part of any quality human resource system. Every enterprise wants and should expect high performance from each employee. The elements of a competency-based performance management system will, if implemented well, enable high performance which will define enterprise and personal success. Using performance management processes, an enterprise can be better placed to meet competitive challenges. This is done by: * identifying the critical positions * determining the most important competencies for those positions * providing the education, training, and feedback required by employees * holding each person accountable for their results The key to the performance management process is ‘performance appraisal’. Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards. It is a systematic process of feedback on an employee.s work performance, and agreement to future training plans, job goals, and job aspirations. To be effective, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals. Units of competency provide a very effective tool for setting benchmarks or criteria for work performance. The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.
1-1、Performance management is a very important part of any quality human resource system.
A、√
B、×
The meaning of “communication” goes a lot deeper than people often think. Communication is about conceiving, sending, receiving, and interpreting messages as well as confirming reception of these messages. A failure at any point in this chain can result in ineffective communication. Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message “Send reinforcements, we.re going to advance.” back to his Command Center, through a long chain of subordinates. When the message finally reached the Command Center, it had “mutated” to become—“Send three and four-pence, we.re going to a dance.” The reinforcements never arrived. You can demonstrate this same principle, albeit on a less dramatic scale, by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be the one you end with. In a business, there are three main types of communication failure. Each has its own indicative signs. The first type is known as allocative failure. This occurs when a firm is not gathering enough intelligence about its market or (most often), the information is not reaching the right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure, then stocks will fall and there will be understaffing. If the inverse happens, there will be a surplus of stocks and overstaffing. The second type is executive failure, where communication to trigger specific events/actions is either late, lacking, or in error. The symptoms of this are a general loss of direction in the company or departments, a loss of co-ordination and an increase in complaints from customers as things happen late or not at all. The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absenteeism, and general frustration among staff. Creativity, especially that which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.
1-1、What does the phrase “confirming reception of the sent messages” mean in Paragraph 1?
A、To make sure that the messages are sent to the right receivers.
B、To make sure that the messages are fully understood.
C、To make sure that the messages are correctly understood by the right receivers.
It.s important for a CEO to be passionate and enthusiastic, but there.s a line of professionalism that must always be maintained. According to a report from the technology website Venture Beat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn.t have the passion to use the products they work for. According to the website, part of the leaked letter reads: “It.s been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn.t even remember their PayPal passwords. That.s unacceptable to me, and the rest of my team, everyone at PayPal should use our products where available. That.s the only way we can make them better, and better.” “In closing, if you are one of the folks who refused to install the PayPal app or if you can.t remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.” While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff isn.t embracing what they make, you need to investigate the root of the problem -- not threaten. When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading, it.s retreating. Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions: ? Why are you not using the app? ? What is it that we can do to ensure you use our app? ? What do you need from me?
1-1、A CEO only needs to be passionate and enthusiastic.
A、√
B、×
A team of about 35 employees had come together for a team-building event. They were a young, bright and enthusiastic team. However, one of their chief problems was the fact that they wouldn.t share information or solutions with each other, and the team leader thought they were too focused on themselves and not on the team. As a result, she brought them all into the cafeteria. All of the tables and chairs had been stored away, and fun decorations and hundreds of different colored balloons had been placed around the room. In the center of the room was a big box of balloons that hadn.t been blown up yet. The team leader instructed everybody to pick a balloon, blow it up, and write their name on it, but they had to be careful not to burst the balloon. Although they were given a second chance if their first balloon popped, they were out of the game the second time round. In the end, about 30 team members wrote their names without their balloons popping. They were then asked to leave the room and, after five minutes, the team leader brought them back in and asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room. After 15 minutes of searching, no one had found their balloon, and the team were told that they were then going to move on to the third round of the activity. In this round, each team member was instructed to find any balloon with a name on it and then give that balloon to the person whose name was on it. Within two minutes, everybody had their own balloon. The team leader summarized the activity thus: “We are much more efficient when we are willing to share with each other and much better at problem solving when we are working together, not individually”. Sometimes, members of teams create obstacles by focusing solely on their own pursuits and goals. Every member of the team should ask themselves on a regular basis what they are doing and what they can do for the team.
1-1、What was the purpose of holding this team-building event?
A、Helping the employees become more concentrated on their work.
B、Making the team members know how to cooperate with each other.
C、Building up team morale.