2022年上半年商務(wù)英語(yǔ)中級(jí)口試練習(xí)題：績(jī)效考核

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360-Degree Assessment

360度反饋評(píng)價(jià)

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

通常，績(jī)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(duì)團(tuán)隊(duì)合作、員工開(kāi)發(fā)及客戶(hù)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(píng)價(jià)。

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(píng)價(jià)有時(shí)也稱(chēng)為“360度反饋評(píng)價(jià)”，意指全方位的評(píng)價(jià)。

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(jìn)行績(jī)效考核，考核者除了員工的主管外，法律或規(guī)章制度并沒(méi)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(píng)價(jià)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(guó)人事管理局支持采用多源反饋評(píng)價(jià)方法進(jìn)行正式績(jī)效考核以及其他以評(píng)估或發(fā)展為目標(biāo)的考核。

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

360度反饋評(píng)價(jià)已經(jīng)在管理和人力資源開(kāi)發(fā)實(shí)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(píng)價(jià)在20世紀(jì)80年代還聞所未聞，而到2000年時(shí)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(dá)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(jìn)行某項(xiàng)評(píng)估時(shí)沒(méi)有必要包括所有的評(píng)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(píng)估者時(shí)，得考慮公司文化和公司使命，評(píng)估者不同，評(píng)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(gè)例子，下屬對(duì)上級(jí)的績(jī)效評(píng)估可提供極有價(jià)值的發(fā)展引導(dǎo)，同事的反饋特別適合評(píng)估團(tuán)隊(duì)合作精神，而客戶(hù)的反饋則重點(diǎn)集中于一個(gè)團(tuán)隊(duì)或機(jī)構(gòu)的服務(wù)質(zhì)量。

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