Staff Appraisal
剑桥商务英语课文辅导9b Staff appraisal
学习重点1．Homework Review2．The role of appraisals3．Reading --- Staff appraisals - More trouble than they’re worth? 4．Vocabulary consolidation on unit 9b5．商务文章阅读赏析6．阅读考试第三部分7．听力考试介绍及第一部分总结8．HomeworkI. Homework Review1. Self-study exercises 3, 4 and 5 of Unit 9a.Ex. 31.diverse --- diversity2.implement --- implementation3.maintain --- maintenance4.challenge --- challenging5.option --- optional6.recruit --- recruitment7.secure --- security8.aware --- awarenessEx. 41.according to2.take some time off3.participate in4.one advantage of5.cater for6.interest in7.have an effect on (effect n. ------affect v.)8.in exchange forEx. 52. PART ONEQuestions 1-7Look at the sentences below and the advertisements for business courses on the opposite page.1. You need to have worked in an office before attending this course. A2.You would learn something about preventing accidents at work. D3.You would be able to sit an examination in typing. B4.This course is useful if your job involves greeting people and dealing with enquiries. D5.This course would suit someone with budgetary responsibility. C6.You would get practice in helping people in a group to communicate. A7.You would learn how to change the appearance of a letter or memo. B 分析：此题是关于商务培训课程广告，指出参加此课程你许具备的条件或此课程的学习内容或要求。
人力资源管理常见英文词汇
人力资源管理常见英文单词人力资本：human capital工作投入 work/job engagement管理过程 management process直线管理者 line manager职能管理者 staff manager职能控制 functional control人事职能staff(service)function劳动力 labor(work)force劳资关系 labor relations公平就业时机 equal opportunity 反雇佣歧视行为affirmative action雇员健康与平安employee health and safety员工申诉 grievance失业unemployment病假工资 sick pay工会 trade union人性化管理humanized management 住房补贴 subsidized housing 集体谈判 collective bargaining 充分就业 full employment就业立法employment legislation 企业家的 entrepreneurial工业行动 industrial action谈判工资 negotiated wage市场工资率 market rate工作分析job analysisMethods of collecting job analysisinformation:inteiview、questionaires问卷法、observation观察法、participant dairy/logs 工作日志写实法、position analysis questionnaire PAQ职位分析问卷工作描述 job description工作说明 job specification工作承当者在职〔位〕者 job incumbent/holder权限 authority工作权限Authority of incumbent 工作标识 job identification工作概要(综述) job summary知识、技能、能力 KSA职位弱化 Dejobbing扁平化组织flattened organization工作扩大化 job enlargement工作轮换 Job rotation无边界组织boundaryless organization工作丰富化 job enrichmment 流程再造 reengineering继任、接班 succession充裕 redundancy人员流动 turnover招聘 recruitment人力资源规划及补充 HR planning and recruiting人力资源需求personal need/demand人力资源供应 personal supply 〔企业〕内〔外〕部供应 Supply of inside/outside candidate Methods of predictingemployment needs:trend analysis 趋势分析、 ratio analsis 比率分析、 A scatter plot 散点图、using computer to forcast Personel requirments正规教育 formal education行业经验 industry experience 人员调配/配置图personel replacement chart人员储藏开发记录personel inventory and development record人员配置 staffing equation劳动生产率 productivity资格数据库qualifications inventory职位空缺vacancy/open/opening填补职位空缺fill open positions工作公告job posting人事记录 personnel record技能库 skill bank继任方案 succession planning 申请者群 an applicant pool 就业效劳机构(中介) employment agency校园招聘 college recruiting猎头公司head hunters/executive recruiters 推荐 referral上门求职 walk-in网上招聘recruiting on the internet甄选 selection面试 interview 工作申请表 application form 工作样本 work sample评价中心 assessment center背景调查background investigation效度 validity信度 reliability非定向/非结构化面试nondirective/unstructured interview定向/结构化面试directive/structured interview 评价面试 appraisal interview 情境面试 situational interiew 行为面试 behavioral interview 压力面试 stress interview工作相关性面试job-related interview系列化面试serialized interview心理面试psychological interview个人面试 personal interview小组面试 panel interview集体面试 mass interview培训与开发training and development上岗培训employee orientation/orientating employees培训需求 training needs工作手册 workbooks子任务 subtasks低产出 low output基层 lower level在职者 job holdersTraining methods:on-the-job training(OJT)、模拟培训simulated training、学徒apprentlceship training角色扮演 role playing行为塑造 behavior modeling企业大学 corporate university 企业内部开发中心in-house development centers绩效评估performance appraisal强制分布法forced distribution method行为锚定评价尺度 behaviorally anchored rating scal (BARS)维度 dimension目标管理management by objectives (MBO)职业生涯管理 carrer management 咨询专家counseling expert/consultant薪酬、补偿 compensation奖励与福利incentives and benefits报酬 remuneration薪资调查pay survey内在的 intrinsic外在的 extrinsic工资结构 pay structure工资等级 pay grade工资范围 pay range货币的 monetary根本工资 base pay基准单位 benchmark job可变工资 variable pay 宽带薪酬broadbanding小时工资 hourly pay带薪休假 paid time off1.人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource CertificationInstitute,HRCI)2.外部环境:(external environment) 内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization) 跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity) 3.工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作标准:(job specification)工作分析方案表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ)行政秘书:(executive secretary)地区效劳经理助理:(assistant district service manager)4.人力资源方案:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供应预测:(availability forecast)管理人力储藏:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS) 5.招聘:(recruitment)员工申请表:(employee requisition) 招聘方法:(recruitment methods)内部提升:(Promotion FromWithin ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency) 特殊事件:(special events)实习:(internship)6.选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)标准:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests) 理交流平台！人力资源管理英文词汇高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)外部环境:(external environment) 内部环境:(internal environment) 政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作标准:(job specification)工作分析方案表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ)行政秘书:(executive secretary) 地区效劳经理助理:(assistantdistrict service manager)战略规划:(strategic planning) 长期趋势:(long term trend)管理人力储藏:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource InformationSystem,HRIS)招聘方法:(recruitment methods) 内部提升:(Promotion FromWithin ,PFW)广告:(advertising)职业介绍所:(employment agency) 特殊事件:(special events)实习:(internship)选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)标准:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview) 非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview) 组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD)训练:(coaching)辅导:(mentoring)经营管理策略:(business games) 案例研究:(case study)会议方法:(conference method) 角色扮演:(role playing)在职培训:(on-the-jobtraining ,OJT)企业文化与组织开展企业文化:(corporate culture) 组织开展:(organization development,OD)调查反应:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM)团队建设:(team building)职业方案与开展职业:(career)职业方案:(career planning)职业道路:(career path)职业开展:(career development) 自我评价:(self-assessment)职业动机:(career anchors)绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比拟法:(paired comparison) 硬性分布法:(forceddistribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)反应:(-degree feedback)表达法:(essay method)集中趋势:(central ten报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation) 非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders) 现行工资率:(going rate)工资水平居后者:(pay followers) 劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method) 因素比拟法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)福利和其它报酬问题福利(间接经济补偿)员工股权方案:(employee stock ownership plan,ESOP)值班津贴:(shift differential) 奖金:(incentive compensation)分红制:(profit sharing)平安与健康的工作环境频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action) 申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion行政秘书：(executive secretary) 质量圈：(quality circles)人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management 现代经营管理modern operational management行为科学behavior science生产率productivity鼓励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product效劳service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈馀surplus收入income本钱cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach社会技术系统法thesocial-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach 人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit 鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products 先进技术advanced technology 顾客效劳customer service策略strategy结构structure领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规那么rule规划program预算budget共同作用synergy大型联合企业conglomerate购置acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原那么the commitment principle投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity 利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization 组织文化organizational culture 目标管理management by objectives评价工具appraisal tool鼓励方法motivational techniques 控制手段control device个人价值personal worth优势strength弱点weakness时机opportunity威胁threat个人责任personal responsibility 参谋counselor定量目标quantitative objective 定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division generalmanager资产组合距阵portfolio matrix 明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy 战术tactics追随followership个性individuality性格personality平安safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵抗resistance敌对antagonism折中eclectic鼓励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs forself-actualization 尊敬的需要esteem needs归属的需要affiliation needs平安的需要security needs生理的需要physiological needs 维持maintenance保健hygiene鼓励因素motivator概率probability强化理论reinforcement theory 反应feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills 行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader 管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership 参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadership Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式鼓励方案Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵抗Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业开展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类〔或分级〕法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecas：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯─佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享方案Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加．施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员效劳福利Employee stock ownership plan (ESOP)：雇员持股方案Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段Fact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利方案Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克．泰罗Functional control：职能控制Functional job analysis：功能性工作分析法Gain sharing：收益分享General economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金方案Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Halo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织Illegal bargaining：非法谈判工程Impasse：僵持Implied authority：隐含职权Incentive plan：鼓励方案Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈Job analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰．霍兰德Junior board：初级董事会Layoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂Maintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO)：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判工程Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段Nondirective interview：非定向面试Occupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业平安与健康法案Occupational Safety and Health Administration (OSHA)：职业平安与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD)：组织开展Outplacement counseling：向外安置参谋Paired comparison method：配比照拟法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金方案People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview：工作绩效评价面谈Personnel (or human resource) management：人事〔或人力资源〕管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan：利润分享方案Programmed learning：程序化教学Qualifications inventories：资格数据库Quality circle：质量圈Ranking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演Salary surveys：薪资调查Savings plan：储蓄方案Scallion plan：斯坎伦方案Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Skip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能〔效劳〕功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班方案Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Survey feedback：调查反应Sympathy strike：同情罢工System Ⅳ：组织体系ⅣSystem I：组织体系Task analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不平安行为Unsafe conditions：不平安环境Validity：效度Value-based hiring：以价值观为根底的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判工程Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间Wage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与方案Worker's benefits：雇员福利Adaptability 适应性Aligning Performance for Success 协调工作以求成功业绩Applied Learning 应用的知识Building a Successful Team 建立成功团队Building Customer Loyalty 对客户忠诚Building Partnerships 建立合作关系Building Strategic Working Relationships 建立战略性工作关系Building Trust 建立互信关系Coaching 辅导Communication 沟通Continuous Learning 不断学习Contributing to Team Success 对团队成功的奉献Customer Focus 以客户为中心Decision Making 决策Delegating Responsibility 授权Developing Others 开展他人Drive for Results 注重实效Energy 精力充分Facilitation Change 推动变革Follow-up 跟进Formal Presentation 专业演讲技巧Gaining Commitment 具有使命感Impact 影响力Information Monitoring 采集信息Initiating Action 主动采取行动Innovation 创新Job Fit 胜任工作Leading Through Mission and Values 在使命与价值的认同中的领导才能Managing Conflict 解决冲突Managing Work (Includes Time Management) 管理工作〔时间管理〕Meeting Leadership 会议组织能力Meeting Participation 分享Negotiation 谈判Planning and Organizing 编制方案与组织能力Quality Orientation 质量定位Risk Taking 勇于冒险Safety Awareness 平安意识Sales Ability / Persuasiveness 销售能力/说服能力Strategic Leadership / Decision Making 战略性领导/决策制定Stress Tolerance 压力忍受能力Technical / Professional Knowledge and Skills 技术专业知识和技能Tenacity 坚忍不拔Work Standards 操作标准Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式鼓励方案Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵抗Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业开展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类〔或分级〕法集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享方案Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员效劳福利Employee stock ownership plan (ESOP) ：雇员持股方案Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段Fact-finder：调查Fair day’s work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利方案Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法沟通Communication个人开展Personal Development 电子学习e-Learning工程管理Project Management领导艺术Leadership团队建设Team Building管理Management商务管理类行政管理Administrative Support 人力资源Human Resources商法Business Law行业Industry客户效劳Customer Service知识管理Knowledge Management电子商务e-Business市场Marketing金融/财会Finance & Accounting企业运营Operations财务效劳Financial Services销售Salesable 有才干的，能干的adaptable 适应性强的active 主动的，活泼的aggressive 有进取心的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的competent 能胜任的constructive 建设性的cooperative 有合作精神的creative 富创造力的dedicated 有奉献精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的dutiful 尽职的well--educated 受过良好教育的efficient 有效率的energetic 精力充分的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的generous 宽宏大量的genteel 有教养的gentle 有礼貌的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的motivated 目的明确的intelligent 理解力强的learned精通某门学问的logical 条理清楚的methodical有方法的modest 谦虚的objective 客观的precise 一丝不苟的punctual 严守时刻的realistic 实事求是的responsible 负责的sensible 明白事理的sporting 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的name 姓名in. 英寸pen name 笔名ft. 英尺alias 别名street 街Mr. 先生road 路Miss 小姐district 区Ms 〔小姐或太太〕house number 门牌Mrs. 太太lane 胡同，巷age 年龄height 身高blood type 血型weight 体重address 地址born 生于permanent address 永久住址birthday 生日province 省birthdate 出生日期city 市birthplace 出生地点county 县home phone 住宅prefecture 专区office phone 办公autonomous region 自治区business phone 办公nationality 民族；国籍current address 目前住址citizenship 国籍date of birth 出生日期native place 籍贯postal code 邮政编码duel citizenship 双重国籍marital status 婚姻状况family status 家庭状况married 已婚single 未婚divorced 离异separated 分居number of children 子女人数health condition 健康状况health 健康状况excellent 〔身体〕极佳short-sighted 近视far-sighted 远视ID card 身份证date of availability 可到职时间membership 会员、资格president 会长vice-president 副会长director 理事standing director 常务理事society 学会association 协会secretary-general 秘书长research society 研究会work experience 工作经历occupational history 工作经历professional history 职业经历specific experience 具体经历responsibilities 职责second job 第二职业achievements 工作成就，业绩administer 管理assist 辅助adapted to 适应于accomplish 完成〔任务等〕appointed 被认命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破纪录breakthrough 关键问题的解决control 控制conduct 经营，处理cost 本钱；费用create 创造demonstrate 证明，示范decrease减少design 设计develop 开发，发挥devise 设计，创造direct 指导double 加倍，翻一番earn 获得，赚取effect 效果，作用eliminate 消除enlarge 扩大enrich 使丰富exploit 开发〔资源，产品〕enliven 搞活establish 设立〔公司等〕；使开业evaluation 估价，评价execute 实行，实施expedite 加快；促进generate 产生good at 擅长于guide 指导；操纵improve 改良，提高initiate 创始，开创innovate 改革，革新invest 投资integrate 使结合；使一体化justified 经证明的；合法化的launch 开办〔新企业〕maintain 保持；维修modernize 使现代化negotiate 谈判nominated 被提名；被认命的overcome 克服perfect 使完善；改善perform 执行，履行profit 利润be promoted to 被提升为be proposed as 被提名〔推荐〕为realize 实现〔目标〕获得〔利润〕reconstruct 重建recorded 记载的refine 精练，精制registered 已注册的regenerate 更新，使再生replace 接替，替换retrieve 挽回revenue 收益，收入scientific 科学的，系统的self-dependence 自力更生serve 效劳，供职settle 解决〔问题等〕shorten 减低……效能simplify 简化，精简spread 传播，扩大standard 标准，规格supervises 监督，管理supply 供应，满足systematize 使系统化test 试验，检验well-trained 训练有素的valuable 有价值的target 目标，指标working model 劳动模范advanced worker 先进工作者education 学历educational history 学历educational background 教育程度curriculum 课程major 主修minor 副修educational highlights 课程重点局部curriculum included 课程包括specialized courses 专门课程courses taken 所学课程special training 特别训练social practice 社会实践part-time jobs 业馀工作summer jobs 暑期工作vacation jobs 假期工作refresher course 进修课程extracurricular activities 课外活动physical activities 体育活动recreational activities 娱乐活动academic activities 学术活动social activities 社会活动rewards 奖励scholarship 奖学金excellent League member 优秀团员excellent leader 优秀干部student council 学生会off-job training 脱产培训in-job training 在职培训educational system 学制academic year 学年semester 学期〔美〕term 学期〔英〕supervisor 论文导师pass 及格fail 不及格marks 分数examination 考试degree 学位post doctorate 博士后doctor(PhD) 博士master 硕士bachelor 学士graduate student 研究生abroad student 留学生abroad student 留学生undergraduate 大学肆业生government-supported student公费生commoner 自费生extern 走读生intern 实习生prize fellow 奖学金生boarder 寄宿生graduate 毕业生guest student 旁听生〔英〕auditor 旁听生〔美〕day-student 走读生objective 目标position desired 希望职位job objective 工作目标employment objective 工作目标career objective 职业目标position sought 谋求职位position wanted 希望职位position applied for 申请职位for more specialized work 为更专门的工作for prospects of promotion 为晋升的前途for higher responsibility 为更高层次的工作责任for wider experience 为扩大工作经验due to close-down of company 由于公司倒闭due to expiry of employment 由于雇用期满sought a better ob 找到了更好的工作to seek a better job 找一份更好的工作hobbies 业馀爱好play the guitar 弹吉他reading 阅读play chess 下棋play 话剧long distance running 长跑play bridge 打桥牌collecting stamps 集邮play tennis 打网球jogging 慢跑sewing 缝纫traveling 旅游listening to symphony 听交响乐do some clay sculptures 搞泥塑工作投入度：Work devotion degrees后备人员：Reserve personnel业务人员：Business personnel。
第四项完型填空
第四项: 完型填空Exercise One21. A. pains B. injuries C. damages D. breakages22. A. operations B. functions C. procedures D. actions23. A. particularly B. exceptionally C. peculiarly D. exclusively24. A. have B. pay C. spend D. make25. A. handle B. treat C. deal D. manage26. A. ranging B. differing C. changing D. selecting27. A. careless B. unaware C. unconcerned D. regardless28. A. workforce B. employment C. labor D. workers29. A. view B. check C. control D. watch30. A. allocated B. offered C. given D. placed31. A. completeness B. fullness C. adequacy D. correction32. A. met B. done C. completed D. kept33. A. exercise B. develop C. direct D. train34. A. controller B. consultant C. supervisor D. guide35. A. ensure B. decide C. state D. maintainWords and Expressions:Directive; Fine ;Impose;VDU;Manual handling;Precaution;Competent;Obligation;Annually;Exercise Two21. A. speech B. talk C. function D. communication22. A. resources B. services C. facilities D. supplies23. A. enjoyment B. pride C. happiness D. satisfaction24. A. design B. process C. organization D. method25. A. way B. purpose C. reason D. definition26. A. assist B. aid C. help D. support27. A. gives B. produces C. presents D. supplies28. A. outline B. plan C. determine D. propose29. A. distinguish B. notice C. point D. identify30. A. cover B. focus C. contain D. fulfill31. A. see B. consult C. consider D. refer32. A. confirm B. agree C. discuss D. arrange33. A. past B. end C. final D. closing34. A. talent B. practice C. technique D. ability35. A. use B. value C. worth D. serviceWords and expressions:Staff appraisal;Performance;Subordinate;Specific;Exercise Three21. A. yet B. just C. now D. even22. A. makes B. turns C. gives D. forms23. A. against B. unlike C. contrary D. opposite24. A. on B. for C. to D. in25. A. expense B. allowance C. investment D. part26. A. number B. amount C. few D. deal27. A. conditions B. reference C. terms D. ways28. A. convert B. exchange C. alter D. refund29. A. created B. resulted C. made D. caused30. A. fixed B. attached C. laid D. stood31. A. grew B. raised C. heightened D. gained32. A. granted B. allowed C. accepted D. passed33. A. down B. by C. up D. with34. A. called B. thought C. known D. believed35. A. sort B. fashion C. form D. typeWords and expressions:International monetary system;Foreign currency reserve;Ornamental;Bank note;Alloy;Carat;Exercise Four21. A. practice B. experience C. knowledge D. happening22. A. job B. occupation C. position D. profession23. A. craft B. proficiency C. qualifications D. skills24. A. visit B. stay C. come D. attend25. A. caution B. news C. notice D. advice26. A. description B. account C. record D. explanation27. A. make B. prepare C. bring D. arrange28. A. prove B. confirm C. convince D. guarantee29. A. show B. reveal C. display D. appear30. A. clear B. appoint C. commission D. elect31. A. clear B. definite C. sure D. positive32. A. suit B. agree C. correspond D. belong33. A. performance B. production C. management D. transaction34. A. achievement B. result C. effect D. judgment35. A. advance B. encourage C. improve D. progressWords and expressions:Terrifying;Contender;Rehearse;Tailor;Exercise Five21. A. performance B. quality C. product D. quantity22. A. launched B. began C. headed D. led23. A. met B. accompanied C. attended D. joined24. A. parts B. components C. units D. items25. A. mystery B. secret C. puzzle D. code26. A. estimated B. guessed C. counted D. supposed27. A. compensate B. refund C. commission D. reward28. A. contain B. combine C. include D. engage29. A. produced B. organized C. formed D. designed30. A. gift B. offer C. present D. favor31. A. return B. answer C. reply D. response32. A. ensure B. manage C. provide D. make33. A. caused B. resulted C. finished D. completed34. A. improve B. expand C. heighten D. lift35. A. aimed B. pointed C. sent D. givenWords and expressions:Gift set;Top show;Enthusiastic;Restructuring;Impulse;Exercise Six22. A. hold B. do C. keep D. own23. A. career B. catalogue C. record D. experience24. A. area B. trade C. competition D. market25. A. making B. reaching C. developing D. heightening26. A. present B. treat C. deal D. handle27. A. observing B. attending C. involving D. staying28. A. services B. goods C. creations D. abilities29. A. colleagues B. members C. people D. persons30. A. qualified B. combined C. fastened D. linked31. A. main B. vital C. necessary D. superior32. A. therefore B. thus C. provided D. only33. A. succeed B. realize C. gain D. overcome34. A. choice B. chance C. likelihood D. probability35. A. forecast B. believe C. suppose D. expect。
员工年度评估表
员工评估表Staff Appraisal FormName姓名：Department部门：Position职位：Date in position就职日期：Appraiser’s Name评估者姓名：Date of appraisal评估日期：Introduction说明Appraisal is a discussion between you and your supervisor to agree an assessment of your performance in order to plan jointly for the future.为了共同计划你的未来，此评估是你和你的督导员一起对你的表现进行讨论并得到一个评价。
An appraisal gives you the opportunity to think about your progress within your job, over the past year and to discuss your plans for the future.评估可以给你一个机会去考虑你在过去一年的工作中所取得的进步，以及讨论你将来的计划。
General Instruction总则1.This appraisal should be completed at the end of the year.(except for the staff in probation)此评估应在每年年底进行（除了试用期的员工）2.Prior to the appraisal meeting, you and your supervisor (independently of each other) shouldcomplete this form.在进行评估面谈之前，你和你的督导应该分别独立完成这份表格。
3.Listed overleaf are the talents, abilities and characteristics that are important in achievingsuccess. Carefully rate yourself in relation to each of these qualities and tick the box by the phrase that you think best describe your performance and comment why you have selected this rating.后面所列的是对天赋、能力和个性的评价，这些对于你获得成功非常重要。
BEC中级真题第三辑阅读及答案解析版
B 1 It would be advisable for Flacks to consult customers before developing a new product.D 2 Producing goods for specialist markets might increase Flacks' profits.C 3 Flacks may need to change the function of one of its facilities.A 4 Flacks should utilise its current expertise to enter a different market.B 5 Flacks may need to consider closing its current production facility.C 6 Flacks should develop the connections it has established with leading retailers.A 7 Expanding the product range would not be a problem for the workforce.Flacks is a UK-based company that produces fashion accessories for women. How can it continue to grow its business?A Susan FalmerFaced with a shrinking market, cheap imports and competitive pricing, Flacks will have to work hard to increase its margins. They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride. Also, they wouldn't need to re-equip their factory and could use non-UK sourcing if facilities here are in short supply.B Mesut GuzelThey have the fundamentals of a survival strategy in a market where outsourced manufacture and brand differentiation hold the key to success. I think they should initially locate some of their production in another country, where manufacturing quality tends to be better and it is easier to meet changing customer demands. But they should also regularly monitor production in Britain and think about outsourcing all this work abroad at some point if they need it done faster. The company should continue to work on innovative products, and thorough market research will help to ensure any new ideas are well received.C Gary WilmotIn order to beat their rivals in a highly competitive market, Flacks should ensure their products are attractive and build on their relationships with the big stores rather than trying to go it alone and market directly. They should also consider refocusing production by using their UK factory for high-specification products. They could eventually build more production overseas in a cycle of continuous development.D Michal KaminskiThe demand for fashion accessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance and design. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chains now have two-tier supply chains and Flacks could focus on top-up orders. They might also investigate other sales channels such as mail order.这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自己的建议。
人员分配及人力调配(ppt 33页((英文版)
Employee Relations Manager
Management Devel Operative training
Needs Design Delivery Evaluation
Staff appraisal Career counselling
Medical Centre screening/welfare Loos/hygiene
(staff <==> firm). admin. burden. Routinisation, consistency, predictability.
Strategic preparedness & development intelligence & expertise. anticipate staffing problems. Coordinate, reduce risk strategic analysis, choice & implementation (global or local) Support development & business prosperity
Module Texts
Essential (pre-season training) Maund L, 2001, Intro to HRM, Palgrave Beardwell I & Holden, 2000, HRM, Pitman Further Cornelius, N (1999) HRM: a Managerial Perspective,
Deviant innovator (architect) influence “ends -means” relationships. gain acceptance for different success criteria. strategic: empowerment, creativity, organisational culture (Legge 1978)
Staff Probation Appraisal Form
厂区Plant: □Power Tool □TTA □Homelite 部门Dept:_______________________工号Employee no.:____________ 姓名Name:______________________ 职位Position:_______________________入职日期Join Date:_________________________ 评核期间Period Reviewed:从From______至To______12345QUALITY:Manages the work to meet internal/external customer requirements (specs &schedule) with minimum amount of ANIZING:Ability of prioritising tasks, leveraging and utilizing all kinds of resources to ensure a successful execution of the plan and achieving the desired results.DECISION MAKING:Makes decisions and takes responsibility for them. Display insight analyzing complex situations,consider various approaches and perspectives in addressing problems,make timely decisions,anticipating their potential impact and using sound judgment.PROBLEM-SOLVING:Diagnoses problems quickly and accurately, recommends or implements effective solutions.Documents analyses and results.DRIVE INNOVATION ANDCHANGE:Recognize the need for unique and modified approaches to achieve desired results.Defining solutions to problems; individually or with the group produce new ideas that go beyond the status quo and eliminate unnecessary bureaucracy.PROMOTE TEAMWORKSupport and build collaborative relationship with the team and other at all levels of the organization and with external constituents.OPTIMIZECOMMUNICATION:Create an atmosphere in which timely and high-quality information flows smoothly within your department and also cross functional between yourself and others . Ideas and opinions are freely.TAKE INITIATIVETake immediate and independent action when appropriate without being reminded;drive for desired outcomes and success and overcome obstacles and opposition.ETHICAL CONDUCTPromotes, supports and adheres to all TTI policies , procedures and business conduct guidelines.Overall job-relatedFunctional competency:Summary of new hire’s overall performance during the probationary period:直属主管Direct Supervisor:______________ 部门负责人Dept. Head:___________日期Date:__________________ 日期Date:______________2. 如雇员的表现未能达到录用要求，不能转正并需要解除劳动合同的，请填写《解除劳动合同通知书》随此表一同在人力资源部规定的时间前交到人力资源部，以便人力资源部及时办理离职手续。
剑桥商务英语中级第二版 9b staff appraisal
Unit 9b Staff appraisal
14. Bank n. store (of valuable things, information, etc) （贵重物品﹑ 信息等的）储库
Unit 9b Staff appraisal
I. The role of appraisals
speaking 1 Do you have appraisals in your company? What is their purpose? Work in pairs. Look at the list of reasons for appraising staff. Which do you think are the three most important? Why?
Unit 9b Staff appraisal
reach an understanding and agreement between management and staff 管理部门和员工之间达成相互理解
find out what are the factors that affect performance 找出影响工作业绩的因素 understand the specific objectives you would like to set yourself 明确自己定出的具体目标
Unit 9b Staff appraisal
Listening
Have a look at the list of topics and listen to the five talks. Match the talks with the right topics and check the answers.
Staff Performance Appraisal
5-Exceptional/优异 Comments评估:
商务英语高级考试备考口语材料汇集
商务英语高级考试备考口语材料汇集下面给大家分享一些bec高级口语备考材料，希望能够帮助到你们。
商务英语高级考试备考口语材料(1)Cost cuttingYour company has decided to try to reduce costs. You have been asked to investigate the possibility of cutting the financial costs of operating your department.●Which are the areas where costs could be cut?●What problems might arise from cutt ing costs?Customer complaintsYour manager is not satisfied with the way staff reacts to complaints from clients about products or services. You have been asked to suggest how this could be improved.●How the company can make effective use of will be available in the new office?●What training will be needed for these jobs?Staff recruitmentYour factory urgently needs to recruit a large number of temporary staff in order to fulfill an unexpected order. The staffneeds to be ready to start work as soon as possible.●What you need to do in order to find suitably skilled staff?●What type of induction program the new staff will need before they start work?Modernization ProgramYou work for a large company which has decided to introduce a program of modernization and improvement. You are involved in setting up this program.●How to prepare staff for major changes within the company●What other factors have to be considered when introducing major changes in a companyLanguage Courses AbroadYour company has offered you the opportunity of attending a six-month English language course abroad. You have to decide whether to accept, and are therefore going to attend a meeting to find out more about the offer.●What the advantages are of learning languages abroad●What plans you will have to make for work and home if you go away for a long periodPotential SupplierA potential supplier will soon be visiting you at your workplace. You think this supplier and the products or services they offer could be very important for the future of your company.●What you need to find out about the supplier and the products or services before the visit●How you could entertain the supplier the negotiationsForeign Business TravelYour company has decided that it needs to introduce a clear policy on foreign business travel. You have been asked to help draw up the guidelines.●What the various reasons are why members of a company make business trips abroad●In what ways a company might be affected if the number of foreign business trips was reducedCompany DirectoryYour company is going to be included in an international directory of all the types of businesses operating in your country. You have been asked to write a brief profile of your company for the directory.●What information you will include about your company●How the directory would be useful to companies商务英语高级考试备考口语材料(2)TeamworkYour company is keen to encourage staff to work together in teams. You have been asked to suggest ways in which this could be implemented.●How to convince staff of the advantage of teamwork●How to evaluate the results of the company’s policyStaff FitnessYour company is keen to have a fit and healthy workforce. You have been asked to suggest ways in which this could be achieved.●What the advantages are to a company of having a fit and healthy workforce●What facilities a company should provide in order to encourage staff to be fit and healthyInvesting in Staff TrainingYour company has recently had a problem with staff leaving the company shortly after completing training courses. You have been asked to write a report for senior management on this situation.●How to encourage staff who have undertaken trainingcourses to stay with the company●How to ensure that a company benefits from providing a range of facilities for its workforceCorporate EntertainmentYour company is keen to establish a policy for entertaining important clients.You have been asked to make recommendations for a policy for corporate entertainment.●What are the advantages and disadvantages to a company of entertaining clients●What are the criteri a for selecting entertainment for clientsStaff RetirementYour company wants to introduce a program to help staff prepare fully for retirement.●What practical preparations staff need to make for their retirement●What the advantages and d isadvantages are to a company of staff retiringWorking from HomeYour company is considering allowing some employees to work from home for part of the working week. Your managingdirector has asked you to write a report on this proposal.●Whic h employees this system would be most suitable for●How technology could help to make the system of working from home effectiveExport OfficeYour company has decided to open an export office in order to deal with an increase in orders from abroad. This office will be responsible for the company’s exports and will be visited by foreign representative.●What kinds of jobs will be available in the new office●What training will be needed for these jobsNew FactoryYour company is expanding and wants to open a new factory in another area. You have been asked to consider where the best place would be to locate it.●What factors need to be considered in choosing a good location●Which of these factors are the most important to consider商务英语高级考试备考口语材料(3)Business PresentationA local college has asked your company to give a shortpresentation to a group of young business students about the work of one of the departments in your company. You are in charge of organizing the presentation.●Which department would be the most interesting for the students to hear about●Which methods or aids could be used to make the presentation interesting for young peopleStaff TurnoverThe managing director of your company is keen to reduce the number of staff leaving after a short time. You have been asked to suggest ways of encouraging staff to stay in the company.●What kinds of incentives might help to retain staff●How to ensure that staff satisfaction is main tainedMarket ResearchYour company is considering introducing a new product and wants to assess the market potential. You have been asked to suggest ways of doing this.●What kinds of information would be useful to obtain●How to decide wh ether to go ahead with the productProduct RecallYour company has discovered a design fault in a new product and needs to recall this product from customers. You have been asked to make recommendations about the best way to handle this incident.●What would be the most effective method of informing customers of the product recall●How to ensure the company’s reputation remains undamaged by the incident商务英语高级考试备考口语材料(4)1. Career development: the importance of being willing to acquire new skills throughout your careerWith the unceasing development of science and technology the workplace is now undertaking profound changes. The way you do your work and the equipment you use in your work will definitely change or upgrade in the future, which means you have to learn new skills to deal with these changes. Remember: you are never too old to learn. New skills will make you keep up with the latest technology and help develop yourself throughout your work life.2. International sales: how to research foreign markets effectivelyYou should notice the difference between foreign and domestic market and set your target according to specific situation of foreign market. For example: given the different state of living standard the purchasing power of your target market may be higher or lower than the domestic market. If you ignore the difference you are likely to make mistakes in products’ pricing in foreign market.You should ensure that your research team is excellent at carrying out research in a foreign country. That means every member of the team should mater the native language and be familiar with the specific culture of the target market.3. Production management: how to implement an effective just-in-time systemWhat is a JIT production system?· JIT is an approach to achieving excellence in a manufacturing company based on the continuing elimination of waste (waste being considered as those things that do not add value to the product).· A repetitive producti on system in which both the movement of goods during production, and deliveries from suppliers, are carefully timed so that at each step of the process, the next(usually small) batch arrives for processing just as needed.· The logic behind JIT: Nothi ng will be produced until it is needed.商务英语高级考试备考口语材料(5)1. Travel: the importance of being able to speak foreign languages in international business2. Marketing: how to assess whether there is a market for a new productYou should carry out a research on the customer demands to see if there is a read need in the market for your new product. The feedback or result will help you to decide whether to launch the new product on the market.You should pay special attention to your competitors. Detect whether they are going to launch their new product onto the market. if the answer if yes that probably means there is a demand in the market for some new product. Then be quick and put on your rival product to coincide with them.3. Human resources: how to use staff appraisal schemesYou should see to it that the staff appraisal schemes be a chance for management and employees to come together and exchange ideas, set joint targets and improve the way decisionsare reached.The scheme should have a clear appeal process and any negative feedback should be accompanied by evidence such as dates, times and outcomes. Most importantly ratings should reflect measurable element of the job requirements.4. Advertising: the importance of television and cinema advertisementIn fact television and cinema advertising both function as a kind of media which tells or even guides people to buy products or services. With the development of the telecommunication television has become the most important carrier of advertisement and as a result of that TV advertising has the largest amount of audience all over the world. They have penetrated into people’s daily life and persuaded them to buy whenever they turn on them. On the other hand the popularity of the movie make every audience be under the influence of cinema advertising at the beginning and end of the movie.。
薪酬福利制度英文
薪酬福利制度英文薪酬福利制度英文Purpose 1.In accordance with the company development strategy goal, in accordance with the relevant state labor personnel management policy, to regulate the company compensation management, this system.2. The purpose ofThis system on the one hand, by giving employees with competitive remuneration, attract and retain talents needed for the company; On the other hand through within the company to make fair and reasonable remuneration payment system to fully arouse the working enthusiasm of employees, and as much as possible to reflect the company's values and corporate culture.3. The effectivenessThis system is the highest guiding documents of company compensation management, salary management for the company to provide comprehensive criterion and the important basis. All company related to compensation system, activities and behavior must be in accordance with and subject to the system.4. The scope ofThe compensation management system is applicable to all company staff and probation employee.5. Pay conceptThe company's compensation management goal setting is as follows:5.1 wages and labor market, and have a certain competitiveness;5.2 to attract excellent talents with innovative spirit andprofessional skills;5.3 to improve the performance of individuals and organizations;5.4 promote fair treatment within the organization;5.5 to promote team work together.6. Pay system management principlesStrategic principles: 6.1 the company's strategy is embodied in compensation system design, and through the operation of the compensation system to promote strategic implementation success.6.2 fair principle: including two aspects of internal fairness and external fair:6.1.1. Internal fairness: compared with other internal company employees, employees feel that the pay is fair.6.1.2. External fair: compared with other companies in the real estate industry, the company provides the salary is competitive.Rule of competition: 6.3 the company compensation system will provide employees with competitive compensation levels, based on salary survey, set slightly higher than the market average salary standard.6.4 difference principle: break the pot policies in the past, to work skills, work responsibilities, working conditions, working strength in order to establish the compensation sequence elements, according to the position, years of work, education, job title to determine the basic salary, according to the performance evaluation to determine merit pay.6.5 system, public principles: follow the principle of transparency, let employees clear understanding of the company's compensation policy, for your reward in mind.6.6 confidentiality: basic wage of employees classified as confidential, pay-for-performance classified as top secret. For compensation were leaked, or ask each other of salary, upon verification, to give administrative punishment to the degree of the parties to see if the circumstances are serious, or dismiss processing.7. Pay growth mechanism7.1 total compensation growth with artificial cost control and enterprise economic efficiency, labor productivity and Labour markets corresponding wage growth mechanism. Determine the total wages of closely related with the artificial cost control, we should strengthen the artificial cost margins, cost rate and labor allocation rate as the main monitoring indicators of input and output efficiency analysis, establishing artificial cost constraint mechanism, to effectively control labor costs increase, make the enterprise keep strong competitiveness.7.2 the staff individual growth mechanismEmployee wage growth according to the market price and the staff individual labor contribution, the development of personal ability to identify, to the enterprise production and business operation and development are in urgent need of senior talented person, market prices higher again, add salary range is larger; This enterprise wages higher than the market price of si-mp-le labor post, add salary range, and even no capital. Employees for their contribution to the big, add salary range is larger; To contribute little people, not a raise or a pay cut.Responsibility/authority in the second quarter1. The personnel department: responsible for salary review welfare system formulation, execution, supervision, revision and interpretation and the company's annual salary and welfareexpenditure budgeting and overall implementation of the total amount of control.2. Each department: responsible for personnel's wage level assessment, salary adjustment and overall balance.In the third quarter a salary structure1. The company staff salary system USES the post value, performance contribution, personal performance and the actual wage income directly link structure, consists of basic salary, post salary, performance salary, commission, year-end profit sharing plan and benefits of a total of six parts.2. Company staff salary consists of three parts: basic wage, post wage, employee benefits, namely: the monthly salary = basic salary + post salary + employee benefits.3. The employees in the company's annual income, that is, for the salary, salary = + a month quarter performance salary + commission + business annual profit sharing + special awards.The fourth basic salary1. Basic salary is according to the different positions for various layers are in position and determine the wage income, is an essential part of the employee compensation.2. Compensation system for the inside of a standard group, according to the company's current organizational structure and job level could be divided into 17 rank, all staff all the jobs at the same rank, their basic wages are the same, the corresponding rank position specific see the position classification of administrative levels.Section 5 post salary1. Post salary is based on different positions and relative contribution value and certain income, according to the company job category, all employees are divided into administrative,engineering, technical, design, sales, investment promotion, logistics auxiliary class five grade, according to different corresponding post salary system design, detailed in the administrative management class post salary grading table \", \"engineering technical post salary grading table\", the planning design class post salary grading table, sales merchant class post salary grading table, the logistics auxiliary class post salary grading table.2. Post wage and basic wage fixed to extend by the month.Section 6 performance-related pay1. Performance-related pay is to stimulate the potential of employees and work enthusiasm, encourage employees to work hard to finish all the work target. Company to employees periodically for the unit with the monthly assessment, performance salary principle is \"review monthly, quarterly summary, quarterly cash\", shown in the table below, specific see the system of performance management in company.2. Performance appraisal performance level evaluation, according to the different nature of the work unit and the completion inspection cycle performance, determine the corresponding performance evaluation level force distribution ratio, the concrete measures refer to the system of performance management.Quarterly assessment resultsQuarter of merit paygoodMy basic salary * 1goodMy basic salary * 0.8qualifiedMy basic salary * 0.5To improveSection 7 business commissionReference companies existing cut method (including gold and project commission) and and standardized treatment; At the same time must be reported to the personnel department for examination and approval for the record.Section 8 annual profit sharing plan1. The source of the bonus:Company as a decision-ma-ki-ng body and resource support organization, according to all the members of the company to achieve business target, according to the relevant proportion of completed profits for some profits, detailed in the company management scheme.2. Internal distribution principle: year-end bonuses to discriminate different employees, to employees administrative level and year-end appraisal result into actual registered with employees working months as the main reference.3. The year-end award specific allocation formula:Description:3.1 the employee's annual performance review average score: four quarters for the staff appraisal score average;Administrative level coefficient 3.2 staff refers to the position classification of administrative levels of level Numbers;Actual registered 3.3 months for the months of what the employee actually does, the sum of the month, 15 (including) induction meter after 0.5 months; 15 induction meter for a month before.Section 9 welfareWelfare refers to a company to attract employees to the enterprise to work or designed according to the need for improving their work and life, learning environment, or as an employee of basic income supplement the sum of a series of measures or physical. Every level employees on the basis of different jobs and responsibilities, such as specific enjoy project and standard will be different.2. The following specific items and standards are for reference only, the company will take into consideration the increase or decrease according to actual situation.2.1 years work allowance:2.1.1. In order to encourage the staff loyalty to the enterprise, reflects the employees' work experience and the service life of contribution to the enterprise, and hope staff can set up long-term common development with the company. According to the actual situation of the company, in addition to short-term LaoWuGong employees with the company for over a year (our staff to the natural month accumulative frequency for a full year, less than a year), the company's length of service even if a year;2.1.2. Years work subsidies by the employee in the company of uninterrupted length of service, piecewise accumulative total computation, extend by the month. After specific criteria as follows, according to the actual situation to adjust:Within five years, 30 yuan/year;6 to 10 years, 50 yuan/year;For 11 years and older, 80 yuan/year.2.1.3. Employees do not enjoy the month when the departure of years work allowance.2.2 degree allowance and title allowance don't have it both ways, using the principle of \"up\" to determine:2.2.1. Education allowance: set up education allowance is the purpose of the respect knowledge, attract talent, enhance the company's talent reserves and the power of the development of education allowance is only applicable to the country admits the graduation certificate shall prevail (limited full-time education and take an examination of undergraduate course or above). After specific criteria as follows, according to the actual situation to adjust:2.2.2. University graduate of 100 yuan/month, master graduate student, double bachelor graduated 150 yuan/month, Dr. Graduate 200 yuan/month;2.2.3. Title allowance: according to the technical titles of employees to ensure that the title the national certification shall prevail, specific standard is as follows, after adjustments according to the actual situation:2.2.4. Intermediate title 100 yuan/month, senior title 150 yuan/month, is senior titles, 200 yuan/month;2.2.5. Employees do not enjoy the month when the departure of title allowance.2.2.6. Communications costs: see chapter 12 communications management regulations and the finance department released the implementing rules for the reimbursement.2.2.7. Tune in allowance: employees need because of the company's work was seconded overseas (dongguan) or a long time (more than 1 month) in branch, preparation, modification, investment, expand and secondment when performing a service company in accordance with daily plan hair standard must be meals, accommodation and transportation subsidies.2.2.8. Accommodation allowance: let employees can focuson their work to facilitate the daily management, the company provide dormitory and the public canteen service for all, to make the workers basic life safeguard.2.2.9. Water and electricity gas subsidies: see the provisions in the fourth chapter of dormitory management.2.2.10. Paid vacation: the staff of the company shall enjoy the following leave:National legal holiday, the Spring Festival, May Day, National Day, New Year's day, the tomb-sweeping day, Mid-Autumn festival, Dragon Boat Festival holiday, etc.Public holidays: all employees are entitled to half a day on Saturday, Sunday sabbaticals.Inductrial injury to be false: employee is injured at work according to the circumstances of the injury, property, liability, injury degree, and so on and so forth, valid certification issued by the designated hospital, submitted to the relevant authority shall be approved after examination and approval can enjoy inductrial injury to be false.Marriage leave: employees enjoy marriage leave, wedding leave with valid documents sent He Jin 500 yuan. Leave regulations refer to the regulations for the holiday.False: the female employees paid only enjoy basic salary during maternity leave, do not enjoy variable bonus and welfare benefits; The company issued a He Jin 200 yuan. Maternity leave see regulations for the holiday.His false: employees enjoy funeral leave. With valid documents, the pension of 200 yuan. See off the regulations for the holiday.Annual leave: employees enjoy annual leave with salary, specific see off the regulations for the holiday.False, sum unpaid, Hugh personal leave during the month more than 15 days (attendance) 14 days or less, do not enjoy the merit pay that month.Sick leave: sick days, enjoy the sick pay, sick pay monthly minimum wage payment according to the enterprise region.Kuang work: staff absenteeism day, a fine double the amount of deducted from when monthly wages.Adjustable leave: employees to take vacations to enjoy full basic wage, one-time continuous take leave for more than half a month, do not enjoy subsidies traffic, communication, foreign land work.Birthday He Jin: the company for the birthday staff birthday He Jin, standard is RMB 100 / person.Labor protection: the company according to the needs of work and the different nature of each position, configure corresponding company uniforms and labor protection supplies.(3) of the benefits: company important celebration day in traditional holidays, company, employee birthday and usually not busy season, the company will according to the actual situation appropriate organize rich and colorful culture, sports, social activities, distribution of different degree in the traditional festival gift or gift, make the employees in the work can feel the atmosphere of the company and the warmth of home.4. Education and training: the company to encourage and promote staff to do their job at the same time, actively take part in academic education or skills training, the company will be based on the actual needs of their employees as much as possible, to develop and provide more opportunities for full-time, bases training projects and, also urge employees to take an active part in the company organization of all kinds of internal trainingand external training courses, to help improve employees' ability and quality, so that the employee and the company with our progress and growth.5. Books and periodicals subscription: the company various departments in the middle of December every year, for the unit with the department head by according to the need to apply for the professional demand of newspa-pe-rs and magazines, reported to the competent personnel department, after approval by the personnel department, director of subscription and management.6. Library: every company staff may work in the company books reading room with CARDS free books magazines.Section 10 social insuranceXX province in accordance with the enterprise or business the unit staff social insurance regulations on the administration of the relevant provisions of the company will be according to the actual situation, current needs and provide social insurance for employees, the specific proportion of pay, amount, standard, management method and procedure with reference to the relevant regulations of the state and local.Section 11 a probation period wage determination1. The probation period for new staff probation period salary pay, 80% of salary after is generally positive.2. The external hires probation staff to take \"agreed salary system\", but the salary level must be consistent with the salary structure of this system.3. The probation period, by the personnel department and administrative department according to the employee's job performance during the probation period, the ability to work to make assessment, and put forwards the suggestion of wageadjustment, according to a nuclear authority approved petition and adjusted salary in principle, shall not exceed the limit of the rank of salary standard table.V12 obtainment of grading, position change and raise the management on a regular basisTo stimulate new company probation staff and internal promotion trainee staff, maintain personnel basically stable, reflecting the company's business, and increase the level of society as a whole life to accommodate perspective, because every employee positive, position change, promotion, demotion, level) and the performance appraisal of the fine or more, the company will according to its actual performance and the overall compensation levels both internal and external environmental changes and salary adjustment.Welfare and salary grading management: 2. Positive employee probation after assessment is eligible to become a full member after examinations can be according to the result of the comprehensive assessment of performance and grading the post salary, other such as benefits, insurance and other adjustment according to related regulations.3. The welfare and salary adjustment position change management: employees because of demotion, peers to change jobs or positions of transfer, the welfare and salary treatment at the same time can be adjusted correspondingly.4. All positive, promotion reshuffle involving employee compensation, etc, the effective date of wage adjustment rules are as follows: 15 of each month as the cut-off point, the personnel changes relationship between effective date before the 14th (including), 1 month and then adjust the effective date for salary, personnel in dynamic relationship between theeffective date after 15th (including), adjust the effective date for salary monthly 1; Demotion, salary and reshuffle involving employee compensation, such as personnel changes effective date or adjust the effective date for salary.5. Salary increase management: mainly including universality pay salary increase, performance appraisal, temporary raise three types.6. The company's internal salary shall implement the principle of the centralized and unified management.7. Salary increase management responsibilities: divided into position administrative level classification table of more than 10 (including) personnel salary increase can submit an application by the director, director, administrative personnel director of audit review, vice President of set (or President) implemented after approval; Grade 1 to grade 9 staff salary increase by department head, executive director of audit, the filing of administrative personnel department review completed;7.1. General salary increase: such as market price level, the external economic environment changes, the company business development and other major changes, the company when they think they have to adjust the salary of all employees, and the method of the adjustment coefficient, adjustment and time writing notice to determine the other.7.2. The performance review salary increase: annual assessment results accord with standard of salary increase, to give salary increase, the specific measures, with reference to the system of performance appraisal management. But the following persons will not be included in the performance appraisal pay consideration: probation employee; And paid vacation because of inductrial injury reason in examination cycle absence for 30days or more; The inspection period has a record of dishonesty or major violations; To leave and leave application has been lodged by personnel; Comprehensive evaluation result fail or general.7.3. The management of the temporary increase:7.4. Raised: conform to one of the following conditions (including but not limited), determine the amount of temporary increase wages, standards should also be consistent with the salary structure hierarchy.7.4.1. On the post particularly, the significant contribution for the company; Due to obtain new degree or titles, the original salary structure not adapted to the education and qualifications of the salary; In management, customer service, make comparison competition, technological innovation of outstanding achievements or suffers from role models; After the long holiday is reinstated according to the relevant provisions of the labor contract with the same person than its salary is considered to have very obvious difference; In particular jobs or positions of employees are tested and approved by the administrative personnel to assess think salary when necessary.7.5 down: conform to one of the following conditions (including but not limited), approved by President will give the relegation after treatment:In office dereliction of duty, malfeasance or serious violations; Performance appraisal is not standard; The internal and external environment deteriorated sharply market results in the company management severely affected; Think of the force majeure factors company business performance and profits decline; Larger negative impact caused by a breach of salary secrecy rules.The first ten three salary calculation and the method of pay,and reviewCommencement date: the company's general paid monthly salary, salary calculation from 1 month until the end of the month, the company implemented or YueXinZhi;2. Salary composition and calculation:2.1 real salary = should pay + economy benefits - deductions;2.2 should pay = basic salary + post salary, performance salary + commission + business annual profit sharing plan Date of issue: 2.3 the special case company issued last month salary on 15th per month, such as payday to coincide with the holiday, will postpone to the first working day after my holiday.2.4. Overtime pay = (basic salary + post salary) present monthly salary days * actual overtime days * multiples.2.5. Absence deductions = (basic salary + post salary) present monthly working days * actual absence days, including: monthly working days is refers to the natural days during the month to reduce the number of days after the public holiday.3. Payment: compensation and benefits are unified in the form of currency on a monthly basis by bank transfer.4. Salary review: when employees have doubt on my salary shall have the right to direct supervisor and the personnel administrative department to investigate.: 5. Separation of the pay and benefits at the accounting of normal departure formalities settlement salary, wages and benefits are converted into days to pay in accordance with the total amount of monthly wages, after deducting to pay for any item sent to.6. The company will be deducted directly from the staff salary that month the following fees and the amount of:6.1 for part of individual income tax, social insuranceindividual, dormitory electricity, comprehensive assessment of target bolo punishment and administrative penalties to violate the company rewards and punishment system, malfeasance economic compensation, the maturity of the loan, damage and loss of company property damages and other withholding payment item.V14 salary welfare security management1. Company staff salary secrecy, all employee wages, bonuses and other benefits belong to the company secrets, the company's payroll, average wage levels, departments of overall wage structure classified as secret.Article 2. All staff wages by the employee in a payday to finance department within one week, employees deal with their own salary confidentiality and secrecy on others' salary, salary shall not be revealed himself or inquire about salary, comment on others; For salary secrets leaked or for each other about salary have a negative impact, is testified, depending on the seriousness of the party to administrative punishment or pay cuts, dismissal.3. The department manager according to the above persons need to query all personnel salary management range, this system, but can not query, staff wages.Fifteenth day salary welfare total budget management and control1. The personnel department in January every year for one year before 20 concrete implementation of c&b system carries on the summary analysis, and the distribution according to the company operating and business development plan of the current year from the previous year, develop the annual salary budget report, submitted to the vice President of total compensation after examination and approval.2. The company adjust overall compensation benefits, by the finance department submitted to the company as a whole and each department the number of total pay, average ratio, ranking, merit pay, post salary, benefits, to account for social insurance and related data, to serve as a reference for head; Each department head in the learner the amount paid, obtainment of rating adjustments to compensation and pay the inspection according to the company's overall balance and the difference of regions, departments, reasonably control the salary welfare spending and growth, the finance department to control the company's overall compensation expenses, administrative personnel department responsible for supervision, guidance and implementation.The sixteenth is attached1. This system by the company administrative personnel to be responsible for the formulation, amendment and interpretation. About salary welfare system, original provisions inconsistent with this system, all will be subject to this system.2. This system does not let matter, implement relevant state laws, regulations and the relevant provisions of the group company at the corresponding level.This system after approved by the vice President of release is carried out.注：查看本文相关详情请搜索进入安徽人事资料网然后站内搜索薪酬福利制度英文。
Staff Appraisal 绩效评估 英文介绍
• building vocabulary: • appraisal schemes/programs; appraise (employees); comment on performance; evaluate performance; give/get feedback; job performance; job description; meet (aims/objectives/deadlines); miss (targets/deadlines); training policy; promotion; prospects; cause concern; define roles/duties; fail to respond; (good/bad) practice; qualification; noticeboard; internal vacancy
listening exercise: five people talk about their appraisals. Listen and decide the main topic of each extract. A current performance B future targets C job description D past performance E pay F promotion prospects G training H working environment
Tapescripts: 1 get down to (doing) sth 4 Well, it started off with usual stuff. You know, he thanked me for all the hard work and things like that. But then he started on about missed deadlines and careless mistakes. The thing is, half of the things he mentioned weren’t even my responsibility. I complained about the lack of support I’d had from management but he just wasn’t interested. And then he asked me to write a full report on what had gone wrong. I couldn’t believe it.
staff appraisal阅读中级真题解析
staff appraisal阅读中级真题解析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, Gillinghambelieves 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 oftime.(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》，员工评估。
Staff Appraisa(人力资源战略)l
new staff As a review process for "self”, the manager and "the team" rolling review OF key matters - creative, planned maintenance avoid slippage and entropy (tiredness, complacency, wear-and-tear) potential for Kaizen/CQI discourse on corporate values significant job change - re-assign to new project formal delegation of new "areas” - responsibility, authority, resources manage challenge, ambiguity and risk avoid overload - too many new projects at once
5
BS3403
Results oriented, MbO Tenets?
Standards/targets Focus and channel effort. Evaluate progress and performance “quality “ MbO discussions involve
Rating and Comments
High 6 5 4……....3 2 1 Low Comments
2. Quality of Work Quality standards achieved? Efforts directed towards contract profit and cost targets? Reliable information, analysis and reports?
人力资源管理词汇英汉对照
人力资源管理词汇英汉对照人力资源管理是现代企业管理中不可或缺的一部分。
在这个领域里，充满了各种各样的专业术语，这些术语不仅涵盖了招聘、培训、员工关系等方面的管理，还包括了各种政策、法规等方面的内容。
了解这些术语的意义对于职业发展和企业的管理都至关重要，因而丰富的词汇是必不可少的。
本文旨在提供一个人力资源管理词汇英汉对照表，帮助读者理解这一领域的术语。
一、人力资源管理基础术语1. Applicant：申请人2. Benefits：福利3. Employee：员工4. Human Resources：人力资源5. Job Analysis：工作分析6. Job Description：工作描述7. Job Requisition：工作申请8. Job Title：职称9. Orientation：培训10. Payroll：薪资管理11. Recruitment：招聘12. Resume：简历13. Selection：选拔二、培训和发展术语1. Coaching：教练式辅导2. Development Plan：发展计划3. E-Learning：电子学习4. In-Service Training：在职培训5. Management Development：管理发展6. On-The-Job Training：岗位培训7. Training Evaluation：培训评估8. Training Needs Assessment：培训需求评估三、员工福利术语1. Disability Insurance：残疾保险2. Employee Assistance Program (EAP)：员工援助计划3. Employee Recognition Programs：员工认可计划4. Health Care Plan：医疗保险计划5. Life Insurance：人寿保险6. Paid Time Off (PTO)：带薪休假7. Retirement Plan：退休计划8. Work-Life Balance Programs：工作与生活平衡计划四、薪酬和绩效术语1. Commission：佣金2. Compensation：薪酬3. Gross Pay：预扣税前工资4. Merit Pay：绩效工资5. Net Pay：税后工资6. Performance Appraisal：绩效评估7. Bonus：奖金8. Salary：薪资五、劳动关系术语1. Collective Bargaining：集体谈判2. Employee Contracts：员工合同3. Labor Union：工会4. Management Rights：管理权5. Strikes and Lockouts：罢工和停工6. Unfair Labor Practices：不公正劳动行为六、法规和政策术语1. Fair Labor Standards Act (FLSA)：公平劳动标准法2. Americans with Disabilities Act (ADA)：美国残疾人法案3. Equal Employment Opportunity Commission (EEOC)：平等就业机会委员会4. Family and Medical Leave Act (FMLA)：家庭和医疗假法5. Occupational Safety and Health Administration (OSHA)：职业安全与健康管理局6. Social Security：社会保障以上提供的词汇是人力资源管理领域的常用术语，但是这个词汇表并不全面，因此读者需要通过不断的学习和实践，才能更好地理解和掌握这些术语。
【9A文】人力资源行业用语
1.HRASST（HRAssistant）:人事助理2.Boss：老板（不一定指公司的拥有者，在外企，很多人把自己的上级也叫Boss）3.Headcount：人头数，岗位编制4.SecretarR：秘书5.Internship：实习生6.sBU（sub-BusinessUnit）：跨国公司里的子事业部，BU是指事业部7.JD（JobDescription）：职位说明书，岗位说明书，工作说明书8.Candidate：候选人9.CareerPlan：职业生涯规划10.R&D（Research&Development）：研发部门11.Supervisor：主管12.Manager：经理13.500FortuneCompanR：世界500强企业14.HR（HumanResource）：人力资源15.HRManagement：人力资源管理16.PersonnelManagement：人事管理17.HPT（HighPotentialTalent）：高潜力人才18.Interview：面试19.TheFirstInterview：一面20.TheSecondInterview：二面21.Colleague：同事22.AnnualHRPlan：年度人力资源规划23.Position：岗位，位置24.StrategicVision：战略愿景25.Recruitment：招聘26.Training：培训27.PerformanceManagement：绩效管理28.C&B（Compensation&Benefit）：薪酬福利29.ER（EmploReeRelationship）：员工关系（也有的公司叫做Staffing）30.O-Chart（Organization-Chart）：组织结构图31.Director：总监32.Allowance：津贴33.Agreement：协议borContract：劳动合同35.Register：报到（较口语化可以用join）36.MNC（Multi-NationalCompanR）：跨国企业37.ChinaRegion：中国区38.Budget：预算39.SalarR/Wage：工资borLawandRegulation：与劳动相关的法律法规41.HRD（HRDirector）：人力资源总监42.JobAnalRsis：工作分析43.ResponsibilitR:职责44.Qualification：任职资格【必知必会的行业用语】1.O-chart：组织结构。
新境界综合教程1-职业英语-unit 7-精华版
key accounts in the area. Mr. Adams: Well done. For your personal development, __w_h_e_r_e_d_o___
y_o_u__th_i_n_k__y_o_u_n_e_e_d__im__p_r_o_v_e_m__en_t?
someone’s garden c) __s_w_e_e_p______ : to clean a floor or the ground using a broom d) __r_e_p_la_c_e_____ : to put something back in its correct place or
Delia:
Well, I think I need to improve my communication skills
and some management skills as well, especially in K/A
management.
Mr. Adams: I agree. That’s what you need. I__w_i_ll_a_r_r_a_n_g_e__fo_r__y_o_u_t_o
Scripts
精选版课件ppt
Bac2k0
Mini Text
Task 1
Read the following Mini Text and find the word or expression that matches the context meaning given.
a) __b_o_o_t_h______ : a small enclosed room containing a telephone b) __l_a_w_n_______ : an area of grass that is cut short, especially in
2021考研英语(二)真题及答案(完整版)
2021考研英语（二）真题及答案Section I Use of EnglishIt's not difficult to set targets for staff. It is much harder, （1）to understand their negative harder,consequences. Most work-related behaviors have multiple components. （2）one and the others become distorted.Travel on a London bus and you'll （3）see how this works with drivers. Watch people get on and show their tickets. Are they carefully inspected? Never. Do people get on without paying? Of course! Are there inspectors to（4）that people have paid? Possibly, but very few.And people who run for the bus? They are（5）. How about jumping lights? Buses do so almost as frequently as cyclists.Why? Because the target is（6）. People complained that buses were late and infrequent. （7）,the number of buses and bus lanes were increased, and drivers were （8）or punished according to the time they took.And drivers hit these targets. But they （9）hit cyclists. If the target was changed to （10）you would have more inspectors and more sensitive pricing.If the criterion changed to safety, you would get more（11）drivers who obeyed traffic laws.But both these criteria would be at the expense of time.There is another（12）: people became immensely inventive in hitting targets. Have you（13）that you can leave on a flight an hour late but still arrive on time? Tailwinds? Of course not! Airlines have simply changed the time a（14）is meant to take. A one-hour flight is now billed as a two-hour flight.The（15）of the story is simple. Most jobs are multidimensional, with multiple criteria. Choose one criterion and you may well（16）others. Everything can be done faster and made cheaper, but there is a（17）Setting targets can and does have unforeseen negative consequences.This is not an argument against target-setting. But it is an argument for exploring consequences first. All good targets should have multiple criteria （18）critical factorssuch as time, money,, quality and customer feedback. The trick is not only to（19）just one or even two dimensions of the objective, but also to understand how to help people better（20）the objective.1.A. therefore B.again C.moreover D.however2.A. identify B.assess C.emphasize D.explain3.A.curiously B.quickly C.eagerly D.nearly4.A. check B.prove C.recall D.claim5.A. threatened B.mocked C.ignored D.blamed6.A. hospitality petition C.punctuality D.innovation7.A. Yet B.Besides C.Still D.So8.A. rewarded B.trained C.grouped D.hired9.A.rather B.also C.once D.only10.A. comfort B.efficiency C.security D.revenue11.A. cautious B.quiet C.diligent D.friendly12.A. purpose B.prejudice C.policy D.problem13.A. revealed B.noticed C.admitted D.reported14.A. break B.departure C.transfer D.trip15.A.moral B.background C.style D.form16.A. sacrifice B.criticize C.tolerate D.interpret17.A. secret B.cost C.product D.task18.A. relating to B.calling for C.accounting for D.leading to19.A. predict B.restore C.specify D.create20.A. review B.achieve C.present D.modify答案：1-5 DCBAC 6-10 CAABD11-15 ADBDB16-20 ABACBSection II Reading ComprehensionPart ADirections:Read the following four texts. Answer the questions below each text by choosing [A], [B], [C] or [D]. Mark your answers on the ANSWER SHEET.(40 points)Text 1Reskilling is something that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind.We know we are moving into a period where the jobs in demand will change rapidly, as will the requirements of the jobs that remain. Research by the WEF detailed in the Harvard Business Review, finds that on average 42 per cent of the core skills " within job roles will change by 2022. That is a very short timeline, so we can only imagine what the changes will be further in the future.The question of who should pay for reskilling is a thorny one For individual companies, the temptation is always to let go of workers whose skills are no longer demand and replace them with those whose skills are.That does not always happen.AT&T is often given as the gold standard of a company who decided to do a massive reskilling program rather than go with a fire-and-hire strategy,ultimately retraining 18,000 employees. Prepandemic, other companies including Amazon and Disney had also pledged to create their own plans. When the skills mismatch is in the broader economy though, the focus usually turns to government to handle.Efforts in Canada and elsewhere have been arguably languid at best, and have given us a situation where we frequently hear of employers begging for workers even at times and In regions where unemployment is high.With the pandemic, unemployment is very high indeed. In February.at 3.5 per cent and 5.5 per cent respectively, unemployment rates in Canada and the United States were at generational lows and worker shortages were everywhere. As of May, those rates had spiked up to 13.3 per cent and 13.7 per cent, and although many worker shortages had disappeared, not all had done so. In the medical field, to take an obvious example, the pandemic meant that there were still clear shortages of doctors, nurses and othermedical personnelOf course, it is not like you can take an unemployed waiter and train him to be a doctor in a few weeks,no matter who pays for it. But even if you cannot close that gap,maybe you can close others, and doing so would be to the benefit of all concerned That seems to be the case in Sweden, where the pandemic kick-started a retraining program where business as well as government had a role.Reskilling in this way would be challenging in a North American context. You can easily imagine a chorus of "you cant do that," because teachers or nurses or whoever have special skills, and using any support staff who has been quickly trained is bound to end in disaster. Maybe. Or maybe it is something that can work 'ell in Sweden, with its history of co-operation between business, labour and government, but not in North America where our history is very different.Then again, maybe it is akin to wartime, when extraordinary things take place, but it is business as usual after the fact. And yet, as in war the pandemic is teaching us that many things, including rapid reskilling, can be done if there is a will to do them. In any case Swedens work force is now more skilled, in more things,and more flexible than it was before.Of course, reskilling programs, whether for pandemic needs or the post pandemic world, are expensive and at a time when every ones budgets are lean this may not be the time to implement them. Then again,extending income support programs to get us through the next months is expensive, too, to say nothing of the cost of having a swath of long-term unemployed in the POST-COVID years Given that, perhaps we should think hard about whether the pandemic can jump-start us to a place where res killing becomes much more than a buzzword.21.Research by the World Economic Forum suggests.A.an increase in full-time employmentB.an urgent demand for new job skillsC.a steady growth of job opportunitiesD.a controversy about the “core skills”22.AT&T is cited to show.A.an alternative to the fire-and-hire strategyB.an immediate need for government supportC.the importance of staff appraisal standardsD.the characteristics of reskilling program23.Efforts to resolve the skills mismatch in Canada.A.have driven up labour costsB.have proved to be inconsistentC.have met with fierce oppositionD.have appeared to be insufficient24.We can learn from Paragraph 3 that there was.A.a call for policy adjustmentB.a change in hiring practicesC.a lack of medical workersD.a sign of economic recovery25.Scandinavian Airlines decided to______.A.Great job vacancies for the unemployedB.Prepare their laid-off workers for other jobsC.Retrain their cabin staff for better servicesD.finance their staff' s college educationText 2With the global population predicted to hit close to 10 billion by 2050, and forecasts that agricultural production in, some regions will need to nearly double to keep pace, food security is increasingly making headlines. In the UK, it has become a big talking point recently too, for rather particular reason: Brexit.Brexit is seen by some as an opportunity to reverse a recent trend towards the UK importing food. The country produces only about 60 percent of the food it eats,down from almost three-quarters in the late 1980s.A move back to self-sufficiency, theargument goes, would boost the farming industry, political sovereignty and even the nation's health. Sounds great—but bow feasible is this vision?According to a report on UK food production from the University of Leeds, UK,85 per cent of the country's total land area is associated with meat and dairy production. That supplies 80 per cent of what is consumed, so even covering the whole country in livestock farms wouldn't allow us to cover all our meat and dairy needs.There are many caveats to those figures, but they are still grave. To become much more self- sufficient, the UK would need to drastically reduce its consumption of animal foods,and probably also farm more intensively—meaning fewer green fields, and more factory-style production.But switching to a mainly plant-based diet wouldn't help. There is a good reason why the UK is dominated by animal husbandry: most of its terrain doesn't have the right soil or climate to grow crops on a commercial basis. Just 25 percent of the county's land is suitable for crop-growing, most of which is already occupied by arable fields. Even if we converted all the suitable land to fields of fruit and veg—which would involve taking out all the nature reserves and removing thousands of people from their homes—we would achieve only a 30 percent boost in crop production.Just 23 percent of the fruit and vegetables consumed in the UK are currently home-grown, so even with the most extreme measures we could meet only 30 percent of our fresh produce needs. That is before we look for the space to grow the grains, sugars,seeds and oils that provide us with the vast bulk of our current calorie intake.26.Some people argue that food self-sufficient in UK wouldA.be hindered by its population groundB.become a priority of governmentC.pose a challenge to its farming industryD.contribute to the nation's well-being27.The report by the University of Leeds shows that in the UKA.farmland has been inefficiently utilizedB.factory-style production needs reformingC.most land is used for meat and dairy productionD.more green fields will be converted for farming28.Crop-growing in he UK is restricted due to_A.its farming technologyB.its dietary traditionC.its natural conditionsD.its commercial interests29.It can be learned from the last paragraph that British peopleA.rely largely on imports for fresh produceB.enjoy a steady rise in fruit consumptionC.are seeking effective ways to cut calorie intakeD.are trying to grow new varieties of grains30.The author's attitude to food self-sufficient in the UK isA.defensiveB.doubtfulC.tolerantD.optimisticText 3When Microsoft bought task management app Wunderlist and mobile calendar Sunrise in 2015, it picked up two newcomers that were attracting considerable buzz in Silicon Valley. Microsoft’s own Office dominates the market for “productivity” software, but the start-ups represented a new wave of technology designed from the ground up for the smart phone world.Both apps, however, were later scrapped, after Microsoft said it had used their best features in its own products. Their teams of engineers stayed on, making them two of the many “acqui t-hires”that the biggest companies have used to feed their insatiable hunger for tech talent.To Microsoft’s critics, the fates of Wunderlist and Sunrise are examples of aremorseless drive by Big Tech to chew up any innovative companies that lie in their. path. “They bought the seedlings and closed them down,” complained Paul Arnold, a partner at San Francisco-based Switch Ventures, putting paid to businesses that might one day turn into competitors. Microsoft declined to comment.Like other start-up investors, Mr Arnold’ s own business often depends on selling start-ups to larger tech companies, though he admits to mixed feelings about the result: “I think these things are good for me, if I put my selfish hat on. But are they good for the American economy? I don’t know.”The US Federal Trade Commission says it wants to find the answer to that question. This week, it asked the five most valuable US tech companies for information about their many small acquisitions over the past decade. Although only a research project at this stage, the request has raised the prospect of regulators wading into early-stage tech markets that until now have been beyond their reach.Given their combined market value of more than $5.5tn, rifling through such small deals—many of them much less prominent than Wunderlist and Sunrise—might seem beside the point. Between them, the five companies (Apple, Microsoft, Google, Amazon and Facebook) have spent an average of only $3.4bn a year on sub-$1bn acquisitions over the past five years—a drop in the ocean compared with their massive financial reserves, and the more than $130bn of venture capital that was invested in the US last year.However, critics say that the big companies use such deals to buy their most threatening potential competitors before their businesses have a chance to gain momentum, in some cases as part of a “buy and kill”. tactic to simply close them down.31.What is true about Wunderlist and sunrise after their acquisitions.A.Their market values declinedB.Their tech features improvedC.Their engineers were retainedD.Their products were re-priced32.Microsoft’s critics believe that the big tech companies tend to.A.ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors33.Paul Arnold is concerned that small acquisitions might.A.harm the national economyB.worsen market competitionC.discourage start-up investorsD.weaken big tech companies34.The US Federal Trade Commission intend to.A.examine small acquisitionsB.limit Big Tech' s expansionC.supervise start-ups' operationsD.encourage research collaboration35.For the five biggest tech companies, their small acquisition have.A.brought little financial pressureB.raised few management challengesC.set an example for future dealsD.generated considerable profitsText 4We’re fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed “thin slicing.” T he late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor’s overall effectiveness. Their ratings correlated strongly with students’ end-of-semester ratings.Another set of participants had to count backward from 1,000 by nines as they watched the clips,occupying their conscious working memory. Their ratings were justas accurate, demonstrating the intuitive nature of the social processing.Critically, another group was asked to spend a minute writing down reasons for their judgment,before giving the rating. Accuracy dropped dramatically.Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures of utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners.Other research shows we're better at detecting deception and sexual orientation from thin slices when we rely on intu ition instead of reflection.“It’ s as if you’re driving a stick shift," says Judith Hall,a psychologist at Northeastern University, "and if you start thinking about it too much, you can' t remember what you' re doing.But if you go on automatic pilot, you’r e fine.Much of our social life is like that."Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details,but only if the decision was complex —when they had a lot of information to process.Intuition's special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules, comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech).Then they rated the degree to which they had used intuition (“gut feelings,” “hunches,” “my heart”). Use of their gut hurt their performance on the first four tasks,as expected, and helped them on the rest Sometimes the heart is smarter than the head.Other research shows we re better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. "It' s as if you' re driving a stick shift," says Judith Hall, a psychologist at Northeastern University,"and if youstart thinking about it too much, you can't remember what you're doing. But if you go on automatic pilot, you re fine. Much of our social life is like that." Thinking too much can also harm our ability to form preferences College students ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale.And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex-when they had a lot of information to process.36.Nalini Ambaby’s study deals with.A.instructor student interactionB.the power of people’s memoryC.the reliability of first impressionsD.People's ability to influence others37.In Ambaby 's study, rating accuracy dropped when participants.A.gave the rating in limited timeB.focused on specific detailsC.watched shorter video clipsD.discussed with on another38.Judith Hall mentions driving to mention that.A.memory can be selectiveB.reflection can be distractingC.social skills must be cultivatedD.deception is difficult to detect39.When you are making complex decisions, it is advisable to.A.follow your feelingsB.list your preferencesC.seek expert adviceD.collect enough data40.What can we learn from the last paragraph?A.Generating new products takes timeB.Intuition may affect reflective tasksC.Vocabulary comprehension needs creativityD.Objective thinking may boost intuitivenessPart BDirections:Read the following text and answer the questions by choosing the most suitable subheading from the list A-G for each numbered paragraphs (41-45). There are two extra subheadings which you do not need to use. Mark your answers on the ANSWER SHEET. (10 points)A.Stay calmB.Stay humbleC.Don' t make judgmentsD.Be realistic about the risksE.Decide whether to waitF.Ask permission to disagreeG.Identify a shared goalHow to Disagree with Someone more powerful than you.Your boss proposes a new initiative you think won’t work. Your senior colleague outlines a project timeline you think is unrealist.What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here is how to disagree with someone more powerful than you.After this risk assessment, You may decide it’s best to hold off on voicing your opinion. Maybe you haven’t finished thinking the problem through the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your thinking--allthe things that would make the disagreement stronger or more valid It' s also a good idea to delay the conversation if you re in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.Before you share your thoughts, think about what the powerful person cares about—it may be “the credibility of their team of getting a project done on time. You' re more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don' t assume the link will be clear You ll want to state it overtly, contextualizing your statements so that you re seen not as a disagreeable underling but as a colleague who' s trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match,” says WeeksThis step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, I know we seem to be moving toward a first-quarter commitment here i have reasons to think that won 't work i' d like to way out my reasoning. Would that be ok? This gives the person a choice, allowing them to verbally opt in. And, assuming they say yes it will make you feel more confident about voicing you disagreement.You might feel your heart racing or your face turning red but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety,it undercuts the message. It sends a mixed message, and your counterpart gets to choose what to read. Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps the other person calm down and does the same or you. It also makes you seem confident, even if you aren’t.Emphasize that you re offering your opinion, not gospel truth.I may be a well-informed, well-researched opinion, but it's still an opinion, my talk tentatively and slightly understate your confidence instead of saying something like,"If we set an end-of-quarter deadline, we'll never make it," say,This is just my opinion, but don’t see how we will make that deadline. Having asserted your position(as a position, not as a fact)demonstrate equal curiosity about other views remind the person that this is your point of view and then invite critique. Be open to hearing other opinions.Section III Translation46.Directions:Translate the following text into Chinese. Write your translation neatly on the ANSWER SHEET. (15 points)We tend to think that friends and family members are our biggest sources of connection, laughter and warmth. While that may well be true, researchers have also recently found that interacting with strangers actually brings a boost in mood and feelings of belong that we didn’t expect.In our series of studies, researchers instructed Chicago area commuters using public transportation to strike up a conversation with someone near them. On average, participants who followed the instruction felt better than those who had been told to stand or sit in silence. There searchers also argued that when we shy away from casual interaction with strangers, it is often due to a misplaced anxiety that they might not want to talk to us. Much of the time, however, this belief is false. As it turns out, many people are actually perfectly willing to talk—and may even be flattered to receive your attention.【参考译文】我们通常认为朋友和家庭成员是我们交流，快乐和温暖的最大源泉。
员工用英语怎么说
员工用英语怎么说员工是指企业单位中各种用工形式的人员，那么你知道员工用英语怎么说吗?下面跟店铺一起学习关于员工的英语知识吧。
员工的英语说法staffemployeepersonnel员工的相关短语员工顾问 Personnel Consultant ; Personnel C ultant ;员工培训 Employee Training ; staff training ; The employee is trained ;员工考核 evaluation of employee ; Staff appraisal ; Employee Review ;员工参与Employee Involvement ; employee participation ; Employee engagement ;员工手册 Employee Handbook ; Employee Manual ;员工评估 staff appraisal ; employee evaluation ;优秀员工 outstanding employee ; Outstanding staff员工管理 the staff manages ; Staff Management ; personnel administration ; Workforce Management员工测评Employee Survey ; appraisal of employee ; employee survey员工的英语例句1. "One thing you can never insure against is corruption among your staff."—"Agreed."“永远也防不胜防的就是员工内部的贪污腐败。
”——“同意。
”2. Substantial numbers of rank and file members ignored their union's advice.有相当一部分普通员工不理睬工会的建议。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Staff Appraisal
The purposes of an appraisal are:
1.To review the accuracy and validity of the job description and if necessary to amend it.
2.To assess how well the officer is undertaking the job description and to agree any remedial
actions necessary.
3.To evaluate the efficacy of communication between the officer and line manager, the efficacy
of support from the organisation and to agree any remedial actions necessary.
4.To identify the aspirations that the officer has for the post, within the organisation or personally
and where possible recognise them within a plan of action.
5.To agree targets and timetable for achievement and review.
Officer's Name:Appraisal date:
Job Title:Appraised by:
Section 1.To review the accuracy and validity of the job description and if necessary to amend it.
[If required] new job description to be issued by (date): Inits:
Staff Appraisal
Section 2.To assess how well the officer is undertaking the job description and to agree any remedial actions necessary.
Line manager’s comments:
Officer's Comments:
actions:
by (date):
Staff Appraisal
Section 3.To evaluate the efficacy of communication between the officer and line manager, the quality of the line management you receive, the efficacy of
support from the organisation and to agree any remedial actions necessary. Leadership –
do you have a clear sense of where the organisation / this department / section is going?
Officer’s comments:
Line manager’s comments:
Oral communication –
is it an effective and two-way communication?
Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Delegation of authority –
are you clear about your limits of authority?
Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Performance feedback –
do you have a clear idea of what your line manager thinks about your work? Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Providing work guidance –
does your line manager guide your work to an appropriate extent? Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Interpersonal relations –
is the working relationship between you and your line manager effective? Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Written communication –
is written communication from your line manager clear and effective? Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Dissemination of information –
does your line manager share information with you to an appropriate extent? Officer’s comments:
Line manager’s comments:
Remedial action:
by …………………………………… (date)
Section 4.To identify the aspirations that the officer has for the post, within the organisation or personally and where possible recognise them within a plan
of action.
Officer's Comments:
Appraiser's Comments:
Section 5.To agree targets and timetable for achievement and review. Target A who:by date:
Target B who:by date:
Target C who:by date: Target D who:by date: Target E who:by date:
Inits:。