- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Text 18 Objective Performance Measures
Performance appraisal is a formal measurement of the quantity and quality of an employee's work within a specific period of time. Usually, performance appraisal occurs once, or at most, twice a year. There are several methods of performance appraisal, which differ in what aspects of performance are measured and how the measurement is made.
Objective performance measures count tangible products of work performance. These could be measures of quantity – such as the dollar amount of sales or the number of clothes sewn – or quality – such as the amount of scrap or the number of defect-free garments. For example, bank loan officers are evaluated on the dollar amounts of loans or the time required to process loan applications. Professional athletes are appraised variously on batting average, tackles made, points served, and minutes played.
Many organizations prefer objective measures because they appear to be unbiased, direct gauges of work performance. This is not always true, however. One reason is that these measures are influenced by environmental conditions. Sales volume, for example, may be affected by the number of competitors, the economy, and the size of the territory. Not all salespersons are comparable in regard to these factors, so comparisons are not quite fair. Another limitation of objective measures is that they cannot always describe all aspects of the job. For example, it is difficult and expensive to obtain measures of customer service, such as by contacting customers and asking their opinions as to how well employees have interacted with them. Equipment maintenance is another measure that is often difficult to gather. Thus, using objective measures exclusively often means that only part of the job is appraised. Moreover, very often this results in workers devoting most of their time to the parts of their jobs that are measurable and virtually ignoring the other parts.
2. Read text 18 more carefully. Try to guess the words underlined from the context. Then use your dictionary to check the words.
Comprehension check.
Working in pairs, take turns answering the questions.
What purpose does the performance appraisal serve?
What is the essence of objective performance measures?
What is the main advantage of objective performance measures?
Are there any minuses in objective performance measures?
Vocabulary 2
1. Match up each of the words and word combinations in A to its synonym or an explanation for it in B. Use your dictionary if necessary.
A B
|
|
2. behaviour |
|
3. attitude |
|
4. enthusiasm |
|
5. dependability |
|
6. to direct |
|
7. timely |
|
8. accessible |
|
9. feedback |
|
10. to schedule |
|
11. to meet the needs |
|
12. expectation |
|
13. accurately |
|
14. scope |
|
15. workable |
|
16. budget |
|
17. input |
|
18. promptly |
|
19. rapport |
|
20. outline |
|
21. presentation |
|
22. persuasive |
|
23. resolution |
|
|
|
|
2. Complete the charts with the different parts of speech. Translate the obtained pairs of words into your mother language.
E.g. dependence / dependable – довіра, надія / надійний
Noun |
Adjective |
cooperation |
|
dependence |
dependable |
time |
|
access |
|
|
workable |
|
communicative |
change |
|
logic |
|
|
persuasive |
|
successful |
Pre-reading task
Table 3 presents some personal traits and behaviours. Appraising them can be used when evaluating an employee’s performance. Study the table and say which of the two groups of measures (trait-based appraisals or behaviour-based appraisals) is, in your opinion, more helpful for performance evaluation.
Table 3