Staff appraisals

　　Good preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction.Many managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them. (0) ........... They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.

　　The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect.(8).............The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.

　　The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9).............So how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager-led, with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) ............. In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.

　　Gillingham believes that anyone who thinks it's just the employee who doesn't like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time.(11) ..............................Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.

　　Gillingham believes that calling the process an appraisal may be unhelpful.(12) ..........................In either case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.

　　A Alternatively, managers may want the employees themselves to evaluate their work performance.

　　B In larger companies, the people likeiy to do something with this information will be found in the HR department.

　　C. Problems such as rushing through the appraisal and being appraised by a manager who doesn't understand the employee's role were common concerns.

　　D Arguably, 'performance review' is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.

　　E This is mainly because they have not been shown how to carry out appraisals properly. 　　F But all too often, the format of the appraisal doesn't allow this.

　　G But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.

　　《Staff appraisals》，員工評(píng)估。很多公司的員工和經(jīng)理都害怕評(píng)估，但是好的評(píng)估可以增進(jìn)員工的忠誠度和滿意感，給公司帶來益處。

　　第八題，前面說年度評(píng)估可能是個(gè)有用的或者是痛苦的經(jīng)歷。但是根據(jù)調(diào)查，標(biāo)準(zhǔn)的年度評(píng)估效果卻不盡如人意。那么正常來講，后面應(yīng)該接著說評(píng)估不 好(far from perfect)的原因或者是表現(xiàn)。C選項(xiàng)講的是表現(xiàn)(problems)，E選項(xiàng)雖然有because，但是不是講的評(píng)估不好的原因。選C，正好和后面 也對(duì)的上。出了問題，才使得后果更加嚴(yán)重(the possible outcome is even worse)。

　　第九題，也需要理順上下文的邏輯關(guān)系。前面說評(píng)估的質(zhì)量取決于老板決定怎么去執(zhí)行。如果進(jìn)行的好的話員工會(huì)根據(jù)收到的反饋來改進(jìn)他們的表現(xiàn)�？� 格后面一個(gè)SO，問到怎么樣讓一個(gè)有建設(shè)性的評(píng)估被實(shí)行?那么前面的內(nèi)容多少有點(diǎn)轉(zhuǎn)折的意思。實(shí)行的好對(duì)改進(jìn)員工的表現(xiàn)有好處，可實(shí)行的不好呢?邏輯上 看，這里應(yīng)該填入評(píng)估如果被執(zhí)行的不好的話會(huì)怎么樣，或者說影響實(shí)行的一些因素，所以后面才會(huì)問到該怎么去執(zhí)行。從給出的幾個(gè)選項(xiàng)，F(xiàn)是符合這一特征 的：評(píng)估的格式不允許這個(gè)(指根據(jù)反饋的結(jié)果改進(jìn)表現(xiàn))。