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  3. Read the following article about the importance of appraising employee performance in a downsized organisation and the questions

Read the following article about the importance of appraising employee performance in a downsized organisation and the questions

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问题     Read the following article about the importance of appraising employee performance in a downsized organisation and the questions on the opposite page.
    For each question(15-20), mark one letter(A, B. C or D)on your Answer Sheet.
                 The Importance of Appraising Employee
                Performance in a Downsized Organisation
    The experts call it "ghost work"; it’s what’s left for the survivors to do when layoffs have cut an organisation’s staff to a bare-bones minimum. Work that still has to get done is reassigned to people who may not have the skills—and certainly don’t have the time— to do it. The strain of "ghost work," the specter of more downsizing and restructuring, the disappointing news that raises and bonuses have been reduced or eliminated this year— they all can combine to make performance-appraisal season particularly stressful for employees and managers alike.
    But even though managers may be tempted to avoid performance appraisals, it’s no time to back away. Done right, performance appraisals can give employees a better understanding of the new and different demands of their jobs in the context of the company’s changing needs. Don’t duck the tough issues, say the experts, but don’t overlook the opportunity to emphasise the future, either. The performance appraisal is a great opportunity to emphasise that employees have a stake in reengineering work processes and helping the company stay competitive in tough times.
    "It’s important in the appraisal process that we let employees know that our dreams for them and for the company aren’t being abandoned; rather, they are being postponed until the company finds a way to adapt to the new circumstances it faces," says Dale Furtwengler, author of The 10-Minute Guide to Performance Appraisals(Mac-millan, 2000)and president of the St. Louis-based consulting firm Furtwengler & Associates. "That way", he says, "we can refocus their talents and energy toward finding solutions."
    No matter what challenges confront the company or the business unit, a manager must avoid the temptation to give all her reports a good review. Malachi O’Connor, vice president of the Centre for Applied Research(CFAR), a management consulting firm with offices in Philadelphia and Boston, believes that managers who give all their reports positive reviews just to avoid trouble are in fact creating it for themselves. Especially if the unit’s results are average or worse, others in the company will know not to trust the consistently good assessments that manager gives. "We know many cases where the evaluations in a person’s file are filled with’ exceeds expectations,’ but they’re not being promoted. It’s because of the more realistic conversation about that person that takes place outside of the evalua-tions," O’Connor says. "That does a disservice to everyone, especially the people not getting the feedback they deserve."
    Performance appraisals can strengthen the organisation. In a downturn, employees’ concern about their own performance is greater than ever, even among the star performers, says Lila Booth, a Philadelphia-area management consultant. In the face of silence about performance, she warns, people are apt to think, "I’m next in line for the ax." Employees need ongoing feedback on performance and on the financial state of the company, she says, to avoid "the fear and fury" such anxiety can cause.
    Patty Hargrave, a human resources specialist at Admini-staff, in Kennesaw, Georgia, agrees. "Especially now during this economic crisis, businesses are scrutinizing what is important and what is not," she writes in a recent blog post. And, while companies may want to weigh the costs versus the benefits of employee performance appraisals, "when appraisals are done correctly—meaning fairly and consistently and for the right reasons—the benefits can be well worth the efforts." Hargrave stresses the importance of keeping the appraisal a two-way conversation. "Employees need to be considered as equal participants in the process, and managers need to place an emphasis on coaching or counseling in order to inspire improvements."
When giving one’s assessment, managers
选项 A、can get oneself into trouble when facing challenges.
B、should give average review when facing challenges.
C、should give a positive review when facing challenges.
D、may tend to give positive reviews when facing challenges.
答案D
解析 第四段讲述了管理咨询公司——应用研究中心的副总裁Malachi O’Connor给管理者的建议：无论公司面临何种挑战，经理在做员工绩效评估的时候，应避免给所有员工都打好评。给员工都打好评是在给自己制造麻烦，而不是避免麻烦，而且还会使员工不相信经理做的这些好评。这对每一个人无益，尤其是希望得到真正反馈的员工。由此可知，A项当面临挑战的时候会让自己陷入麻烦，原文说只有在给所有员工好评的时候才是在给自己制造麻烦，因此A项夸大事实，错误；B项面临挑战时应该给一般的评价，原文并没有提及，故不选；C项面临挑战时应该给积极的评价，与原文表述不符，错误；D项面临挑战时可能倾向于给积极的评价，由a man-ager must avoid the temptation to give all her reports a good review．可知，经理在面临挑战的时候倾向于做好的评价，故正确。故应选D项。
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