2022年上半年商務(wù)英語中級口試練習題：績效考核

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360-Degree Assessment

360度反饋評價

Typically, performance appraisal has been limited to a feedback process between employees and supervisors.

通常，績效考核僅限于員工與主管之間的雙向考核。

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，隨著企業(yè)對團隊合作、員工開發(fā)及客戶服務(wù)與日俱增的重視，員工考核的重心已轉(zhuǎn)向全方位的反饋評價。

This multiple-input approach to performance feedback is sometimes called”360-degree assessment” to connote that full circle.

這種多元反饋評價有時也稱為“360度反饋評價”，意指全方位的評價。

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.

進行績效考核，考核者除了員工的主管外，法律或規(guī)章制度并沒有禁止多源考核。

Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information.

研究表明多元反饋評價所提供的信息更精確、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，美國人事管理局支持采用多源反饋評價方法進行正式績效考核以及其他以評估或發(fā)展為目標的考核。

The 360-degree feedback process has become pervasive in management and human resource development practices.

360度反饋評價已經(jīng)在管理和人力資源開發(fā)實踐中廣泛應(yīng)用。

Reported statistics on 360-degree use suggest that it has gone from almost unheard of in the 1980s to widespread use in 2000.

數(shù)據(jù)表明，360度反饋評價在20世紀80年代還聞所未聞，而到2000年時已全面推廣。

The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and one’s self.

反饋圈，或者反饋源(這么表達也許更精確)包括上司、同事、下屬、顧客及員工本人。

It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program.

進行某項評估時沒有必要包括所有的評估者，而且也未必適合。

The organizational culture and mission must be considered, and the purpose of feedback will differ with each source.

選擇評估者時，得考慮公司文化和公司使命，評估者不同，評估目的也不同。

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.

舉個例子，下屬對上級的績效評估可提供極有價值的發(fā)展引導(dǎo)，同事的反饋特別適合評估團隊合作精神，而客戶的反饋則重點集中于一個團隊或機構(gòu)的服務(wù)質(zhì)量。

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