HR三级英语阅读理解 26
十五.
The criteria or criterion that management chooses to evaluate, when appraising employee performance, will have a major influence on what employees do. Two examples illustrate this:
In a public employment agency, which served works seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted. Consistent with thesis that the evaluating criteria influence behavior, interviewers emphasized the number of interviews conducted rather than the placements of clients in jobs.
A management consultant specializing in police research noticed that, in one community, officers would come on duty for their shift; proceed to get into back and forth along this highway for their entire shift. Clearly this fast cruising had little to do with good police work, but this behavior made considerably more sense once the consultant learned that the community‘s City Council used mileage on police vehicles as an evaluative measure of police effectiveness.
These examples demonstrate the importance of criteria in performance evaluation. This, of course, begs the question: What should management evaluate? The three most popular sets of criteria are individual task outcomes, behaviors, and traits.
INDIVIDUAL TASK OUTCOMES If ends count, rather than means, then management should evaluate an employee‘s task outcomes. Using task outcomes, a plant manager could be judged on criteria such as quantity produced, scrap generated, and cost per unit of production. Similarly, a salesperson could be assessed on overall sales volume in his or her territory, dollar increase in sales, and number of new accounts established.
BEHAVIORS In many cases, it‘s difficult to identify specific outcomes that can be directly attributable to an employee‘s actions. This is particularly true of personnel in staff positions and individuals whose work assignments are intrinsically part of a group effort. In the latter case, the group‘s performance may be readily evaluated, but the contribution of each group member may be difficult or impossible to identify clearly. In such instances, it is not unusual for management to evaluate the employee‘s behavior. Using the previous examples, behaviors of a plant manager that could be used for performance evaluation purpose might include promptness in submitting his or her monthly reports or the leadership style that the manager exhibits. Pertinent salesperson behaviors could be average number of contact calls made per day or sick days used per year.
TRAITS The weakest set of criteria, yet one that is still widely used by organizations, is an individual trait. We say they are weaker than either task outcomes or behaviors because they are farthest removed from the actual performance of the job itself. Traits such as having ―a good attitude,‖ showing ―confidence,‖ being ―intelligent‖ or ―friendly‖, ―looking busy‖, or possessing ―a wealth of experience‖ may or may not be highly correlated with positive task outcomes, but only the na?ve would ignore the reality that such traits are frequently used in organization as criteria for assessing an employee‘s level of performance.
1. According to the passage,which of the following is not the criteria that management chooses to evaluate employees‘ performance? .
A. individual task outcomes B. individual behaviors C. individual skills D. individual traits 2. Criteria of task outcomes which can be used for a plant manager include the following except . A. quantity produced B. dollar increase in sales C. scrap generated D. cost per unit of production 3. Behaviors of salesperson that could be used for performance evaluation purpose might include . A. promptness in submitting his or her monthly reports B. the leadership style that the manager exhibits C. number of new accounts established
D. average number of contact calls made per day
4. Traits that could be used for performance evaluation purpose might include the following except .
A. having ―a good apperance‖ B. showing ―confidence‖
C. being ―intelligent‖ or ―friendly‖ D. possessing ―a wealth of experience‖
5. The author of this passage might most likely agree that .
A. The criteria or criterion that management evaluate employees‘ performance will have a minor influence on what employees do.
sk outcomes.
C. The contribution of individuals whose work assignments are intrinsically part of a group effort can be easy to identify clearly.
D. Individual traits is the weakest set of criteria that can be used for performance evaluation. Answer:1.C 2.B 3.D 4.A 5.D
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HR三级英语阅读理解 27
十六. Multiperson comparisons
Multiperson comparisons evaluate one individual‘s performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons. The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth. The individual ranking approach ranks employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest. The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared. Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students‘ performance. The A, B, C, D, or E. A prospective employer or graduate school could then look at two students who each got a ―B‖ in their different financial accounting courses and draw considerably different conclusions about each where next to one grade it says ―ranked fourth out of twenty-six‖, while the other says ―ranked seventeenth out of thirty‖. Obviously, the latter instructor gives out a lot more high grades! 多人比较，评估一个人的绩效相对于其他人。它是一个相对的而不是绝对的测量设备。三种最流行的比较是：分组排序，个人排序，和配对比较法。 小组顺序排列法需要评价者把员工放进一个特定的分类，如顶部的五分之一或第二五分之一。这种方法通常用在推荐学生到研究生院。评估人员被要求在前百分之五，接下来的百分之五，接下来的百分之十五，诸如此类。但是当管理者用来评价员工时，管理者应对其所有下属。因此，如果评估者有二十下属，只有四个人可以在前百分之五，当然，有四个人必须在最后面的百分之五。 个人排序法是将所有员工从最好的到最差的进行排列。如果管理者需要评估30名下属，该方法假定第一个和第二个雇员之间的差距与第二十一和第二十二之间是一样的。尽管一些员工可以密切分组，这种方法允许没有关系。其结果是员工从最好的排到最差的井然有序。 配对比较法，每个员工与其他所有员工和各率无论是上级还是对的较弱的成员进行比较。毕竟配对比较制成，每个员工都将根据他或她取得优异成绩的人数汇总排名。这种方法确保每个员工进行比较的对方，但是当很多员工都进行比较可以明显变得难以处理。 多人比较可以用其他方法来混合最好从绝对和相对标准之一进行组合。例如，一所大学可以使用图形评定量表和个人排名方法，以提供有关学生表现的更准确的信息。在A，B ， C，D或E未来的雇主或读研可以再看看两个学生谁各自在不同的财务会计课程有一个“B”并绘制每个地方挨着一个档次了相当不同的结论说： “排名第四出26 ” ，而另一个说： “排第十七位出30的” 。显然，后者教练给出了更大量的高档次！
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HR三级英语阅读理解 28
1.Multiperson comparisons is a(an) measuring device. A. absolute B. relative C. accurate D. false
2.According to the passage, there are three most popular comparisons except . A. group order ranking B. individual ranking C. graphic rating scales D. paired comparisons 3.From this passage, we can infer that . A. recommending students to graduate schools often uses individual ranking
B. the paired comparison approach assumes that the difference between the first and second employee is same C. group order ranking ensures that each employee is compared against every other D. each method of multiperson comparisons can be used simultaneously 4.The following statements about individual ranking are false except . A. it rank orders of employees from from the lowest performer up to the highest B. the result is a clean ordering of employees
C. it assumes that the difference between the first and second employee is different D. this approach allows for some of the employees who may be closely grouped 5.This article might be extracted from the paper about . A.performance appraisal B.recruitment and replacement C.training and development Answer:1.B 2.C 3.D 4.B 5.A
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D.reward systems HR三级英语阅读理解 29
十七.
Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards – salary increase, employee benefits, preferred job assignments – are organizationally controlled. While we previously discussed some organizationally controlled. While we previously discussed some organizational rewards programs in chapter 8, we should spend a moment to describe rewards that are under managerial discretion and the important role they can play in influencing employee behavior.
The types of rewards that an organization can allocate are more complex than is generally thought.
Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis. Figure 6-1 presents a structure for looking at rewards.
Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the
worker‘s satisfaction with his or her job. As we noted in other article, techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.
Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some form of direct compensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.
1.Rewards are often cnsidered as a function in human resource management. A.planning B.leading C.motivating D.controlling 2. Extrinsic rewards include the following except . A.job enrichment B.direct compensation C.indirect compensation D.nonfinancial rewards 3.According to the passage, the following statements are false except . A. Nonfinancial rewards belong to intrinsic rewards.
B. Overtime and holiday premium pay belongs to indirect compensation.
C. Employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performance.
D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.
4.Perquisites which the organization provides employees belong to . A.intrinsic rewards B.direct compensation C.indirect compensation D.nonfinancial rewards 5. The author of this passage would most likely agree that . A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward. B.If indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.
C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewarding.
D. Each type of rewards can be distributed on an individual or group, not organization wide basis.
Answer:1.C 2.A 3.D 4.C 5.B 29
HR三级英语阅读理解 30
十八.
Bargaining in good faith is the cornerstone of effective labor management relations. It means that both parties communicate and negotiate. It means that proposals are matched with counterproposals and that both parties make every reasonable effort to arrive at an agreement. It does not mean that either party is compelled to agree to a proposal. Nor does it require that either party make any specific concessions (although as a practical matter, some may be necessary).
When is Bargaining Not in Good Faith? As interpreted by the NLRB and the courts, a violation of the
requirement for good faith bargaining may include the following:
1. Surface bargaining. This involves merely going through the motions of bargaininf without any real
intention of completing a formal agreement.
2. Concession. Although no one is required to make a concession, the court‘s and NLRB‘s definitions of
good faith suggest that a willingness to compromise is an essential ingredient in good faith bargaining. 3. Proposals and demands. The NLRB considers the advancement of proposals as a positive factor in
determining overall good faith.
4. Dilatory tactics. The law requires that the parties meet and ―confer at reasonable times and intervals‖.
Obviously, refusal to meet at all with the union does not satisfy the positive duty imposed on the employer.
5. Imposing conditions. Attempts to impose conditions that are so onerous or unreasonable as to indicate
bad faith will be scrutinized by the board.
6. Unilateral changes in conditions. This is viewed as a strong indication that the employer is not
bargaining with the required intent of reaching an agreement.
7. Bypassing the representative. An employer violates its duty to bargain when it refuses to negotiate
with the union representative. The duty of management to bargain in good faith involves, at a minimum, recognition that this statutory representative is the one with whom the employer must deal in conducting bargaining negotiations.
8. Commission of unfair labor practices during negotiations. Such practices may reflect poorly upon the
good faith of the guilty party.
9. Providing information. Information must be supplied to the union, upon request, to enable it to
understand and intelligently discuss the issues raised in bargaining.
10. Bargaining items. Refusal to bargain on a mandatory item (one must bargain over these) or insistence
on a permissive item (one may bargain over these) is usually viewed as bad faith bargaining.
1. Bargaining in good faith does not mean that . A. both parties communicate and negotiate B. proposals are in line with counterproposals C. both parties make great effort to reach an agreement D. either party must agree to a proposal
2. According to the interpretion of the NLRB and the courts, bargaining may be in good faith when . A. Both parties have no real intention of completing a formal agreement. B. Both parties are willing to compromise. C. Employers refuse to meet with the union.
D. Both parties attempt to impose unreasonable conditions.
3. Which of the following isn’t a positive factor in determining overall good faith? . A. a willingness to compromise B. the advancement of proposals C. unilateral changes in conditions D. providing information 4. From this passage, we can conclude that . A. It isn’t mandatory to meet and “confer at reasonable times and intervals” for both parties . B. Employers can refuse to negotiate with the union representative in order to bargain in good faith.
C. Commission of unfair labor practices during negotiations may reflect little good faith of the guilty party. D. Insistence on a permissive item can bring bargaining in good faith. 5. The best title for the passage might be . A. what is and when is not bargaining in good faith B. what is bargaining in good faith C. when is not bargaining in good faith D. how to bargain in good faith Answer:1.D 2.B 3.C 4.C 5.A 30
