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

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

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问题     Read the following article about the importance of appraising employee performance in a downsized organisation and the questions on the opposite page.
    For each question(15-20), mark one letter(A, B. C or D)on your Answer Sheet.
                 The Importance of Appraising Employee
                Performance in a Downsized Organisation
    The experts call it "ghost work"; it’s what’s left for the survivors to do when layoffs have cut an organisation’s staff to a bare-bones minimum. Work that still has to get done is reassigned to people who may not have the skills—and certainly don’t have the time— to do it. The strain of "ghost work," the specter of more downsizing and restructuring, the disappointing news that raises and bonuses have been reduced or eliminated this year— they all can combine to make performance-appraisal season particularly stressful for employees and managers alike.
    But even though managers may be tempted to avoid performance appraisals, it’s no time to back away. Done right, performance appraisals can give employees a better understanding of the new and different demands of their jobs in the context of the company’s changing needs. Don’t duck the tough issues, say the experts, but don’t overlook the opportunity to emphasise the future, either. The performance appraisal is a great opportunity to emphasise that employees have a stake in reengineering work processes and helping the company stay competitive in tough times.
    "It’s important in the appraisal process that we let employees know that our dreams for them and for the company aren’t being abandoned; rather, they are being postponed until the company finds a way to adapt to the new circumstances it faces," says Dale Furtwengler, author of The 10-Minute Guide to Performance Appraisals(Mac-millan, 2000)and president of the St. Louis-based consulting firm Furtwengler & Associates. "That way", he says, "we can refocus their talents and energy toward finding solutions."
    No matter what challenges confront the company or the business unit, a manager must avoid the temptation to give all her reports a good review. Malachi O’Connor, vice president of the Centre for Applied Research(CFAR), a management consulting firm with offices in Philadelphia and Boston, believes that managers who give all their reports positive reviews just to avoid trouble are in fact creating it for themselves. Especially if the unit’s results are average or worse, others in the company will know not to trust the consistently good assessments that manager gives. "We know many cases where the evaluations in a person’s file are filled with’ exceeds expectations,’ but they’re not being promoted. It’s because of the more realistic conversation about that person that takes place outside of the evalua-tions," O’Connor says. "That does a disservice to everyone, especially the people not getting the feedback they deserve."
    Performance appraisals can strengthen the organisation. In a downturn, employees’ concern about their own performance is greater than ever, even among the star performers, says Lila Booth, a Philadelphia-area management consultant. In the face of silence about performance, she warns, people are apt to think, "I’m next in line for the ax." Employees need ongoing feedback on performance and on the financial state of the company, she says, to avoid "the fear and fury" such anxiety can cause.
    Patty Hargrave, a human resources specialist at Admini-staff, in Kennesaw, Georgia, agrees. "Especially now during this economic crisis, businesses are scrutinizing what is important and what is not," she writes in a recent blog post. And, while companies may want to weigh the costs versus the benefits of employee performance appraisals, "when appraisals are done correctly—meaning fairly and consistently and for the right reasons—the benefits can be well worth the efforts." Hargrave stresses the importance of keeping the appraisal a two-way conversation. "Employees need to be considered as equal participants in the process, and managers need to place an emphasis on coaching or counseling in order to inspire improvements."
What does the first paragraph suggest about "ghost work"?
选项 A、The managers left have to deal with nettlesome staff.
B、All of the staff left have to deal with unfamiliar work.
C、The staff left have to get the work done in limited time.
D、Performance-appraisal give presure to both the managers and the staff left.
答案C
解析 该段讲述了公司在进行大裁员之后要做的遗留工作(ghost work)。需要做的工作不得不分配给其他员工来做，这些员工可能对这些工作没有技术经验，而且一定没有时间来做。遗留工作的压力，可能的继续裁员和重组，今年的加薪和奖金减少或者取消。这些都使经理和员工对绩效评估倍感压力。由此可知，A项经理需要对付令人烦恼的员工，文中没有此种表述，故错误；B项剩下的所有员工需要做不熟悉的工作，过于肯定，与原文“可能没有经验”不符；C项剩下的员工需要在有限的时间工作，与文中表达内容certainly don’t have the time to do it相符，故正确；D项绩效评估对员工和经理都有压力，虽然表述正确，但与题干中限定的遗留工作无关，故不选。
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