Part 1 staff appraisals and feedback 员工的绩效评估和反馈
A
Performance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because performance measures are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates.
绩效评估蒸蒸日上. 他通常表现为一年的一个时刻，工作人员将手头的工作停下来，并将用于经营管理的的大部分时间用来评价业绩和划分等级。现在，业绩评估甚至变得更加频繁。这当然使得如何业绩评估变得更加重要。人力资源专家声称经理应该努力做到客观，为业绩回报而奋斗而不是业绩评估。但是存在一个简单的事实，等级观念导致业绩回报因为业绩评估的方法就是按照等级层次来构思策划的。不幸的是，有太多的员工遭受了这种产生的不公平。
B
The notion behind performance appraisal- that workers should be held accountable for their performance- is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions, appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback; a judgement imposed by the hierarchy. Useful feedback, on the other hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better.
业绩评估背后的观点是--工人应该为他们的工作表现负责-- 看上去貌似很合理。然后，有证据显示这个假设就是错误的。和假设相反，业绩评估不是一个对业绩表现有所提升的手段--他是一个判断而不是反馈，一个被等级制度的反馈。有效的反馈，另一方面，可能是一些告诉经理和工人系统运行的如何好的信息，并且建议如何做的更好的一种方法。
C
Within the production system at the at the car manufacturer Toyota, there is nothing that is recognisable as performance appraisal. Every operation in the system has an associated measure. The measure has been worked out between the operators and their manager. In every case, the measure is related to the purpose of the work. That measure is the basis of feedback to the manger and worker alike. Toyota's basic idea is expressed in the axiom 'bad news first' .Both mangers and workers are psychologically safe in the knowledge that it is the system-not the worker- that is the primary influence on performance. It is management's responsibility to ensure that the workers operate in a system that facilitates their performance.
在丰田的生产体系中，没有业绩评估的评估体系。在系统中的每一个操作步骤都有一个相关的衡量标准。这个标准在操作工和经理中实施。在每一种情况下，这个衡量的标准和工作的目的息息相关。那个衡量标准是经理和员工反馈信息的基础。丰田的基本的观点是通过他们的格言“坏消息先行”来实施。经理和工人在心理上是安全的，这是一个系统，而不是员工，是首要的影响工作的表现。这是管理的职责确保员工在他们体系下来提升他们的表现。
In many companies, performance springs from misguided assumptions. To judge achievement, managers use data about each worker's activity, not an evaluation of the process or system's achievement of purpose. The result is that performance appraisal involves managers' judgement overruling their staff's , ignoring the true influences on performance. Thus the appraisal experience becomes a question of pleasing the boss, particularly in meeting, which is psychologically unsafe and socially driven, determining who is "in" and who is " out".
在很多公司里，工作表现是源自于一些被误导的假设。为了评估工作成绩，经理使用数据来反映每一个员工的活动，而不是进行过程评估或者系统获得表现的目的。这个结果就是绩效评估使得经理的评判驳回了他们的员工的，从而忽视了真实的工作表现的影响。这样评估的经验变成了取悦于他们的老板，特别是在会议上，由于社会驱动和心理上的不安全，决定了谁进入，谁出局。
E
When judgement is replaced by feedback by true sense, organisations will have a lot more time to devote to their customers and their business. No time will be waste in appraisal. This requires a fundamental shift in the way we think about the organisation of performance appraisals, which almost certainly will not be forthcoming from the human resources profession.
当判断被真正意义上的反馈所代替时，公司将有更多的时间专注在他们的客户和业务上。没有时间被绩效评估所浪费。这就要求我们对思考公司的绩效评估要有一个根本性地转变，这当然肯定将不会来自于人力资源行业。
Genuine feedback would release resources to be used elsewhere.
真实的反馈可能释放资源用于其他的地方。
E Genuine feedback= feedback in the true sense
used elsewhere=devote to their customers and their businessManagers are expected to enable their staff to work effectively.
管理者被期待能使的他们的员工有效地工作。
C 最后一句话Experts are unlikely to facilitate a move to genuine feedback.
专家们不太可能推动真实的信息反馈。
E Expert=human resources profession. unlikely to facilitate a move =will not be forthcoming-
There are benefits when methods of evaluating performance have been negotiated.
当绩效评估的方法被讨论时，将会有很多好处。
Appraisal tend to focus on the nature of the face-to face relationship between employees and their mangers.
绩效评估趋向于关注一种管理者和员工之前面对面的关系。
D 最后一句话The idea that employees are responsible for what they do seems reasonable.
雇员有责任去做的想法看上去很合理
be responsible for = accountable for reasonable= plausibleDespite experts' assertions, management structures prevent genuine feedback.
尽管有专家主张，管理的结构阻碍了真实的反馈。
A Expert=Human resources professional management structures= the nature of hierarchy prevent= distorts
genuine feedback= concept of feedback.An increasing amount of effort is being dedicated to the appraisal process.
越来越多的努力来用于绩效评估的过程。
A an increasing amount of effect =enormous quantities of management hours appraisal process= rating and ranking performance.
