《新編MBA英語綜合教程》課件Unit 3

Unit

ThreeHumanResourceManagementLead-inA.Readthefollowingpassageforinformationabouthumanresourcesmanagement,payingattentiontothewordsandexpressionsinbold.HumanResourceManagement(HRM)isthetermusedtodescribeformalsystemsdevisedforthemanagementofpeoplewithinanorganization.Theresponsibilitiesofahumanresourcemanagerfallintothreemajorareas:

staffing,

employeecompensationandbenefits,anddefining/designatingwork.Essentially,thepurposeofHRMistomaximizetheproductivityofanorganizationbyoptimizingtheeffectivenessofitsemployees.Thismandateisunlikelytochangeinanyfundamentalway,despitetheever-increasing

paceofchangeinthebusinessworld.AsEdwardL.GubmanobservedintheJournalofBusinessStrategy,“thebasicmissionofhumanresourceswillalwaysbetoacquire,develop,andretain

talent;align

theworkforcewith

thebusiness;andbeanexcellentcontributortothebusiness.Thosethreechallengeswillneverchange.”Tobecontinued

Leadinemployeecompensationandbenefits員工薪酬福利optimize[??pt?ma?z]v.

使最優(yōu)化,優(yōu)先處置mandate[?m?nde?t]n.授權(quán);命令;委任ever-increasinga.不斷增長的;Mission[?m??n]n.使命，任務(wù)retain[r??te?n]v.保持;留在心中，記住align…with使……結(jié)盟LeadinUntilfairlyrecently,anorganization'shumanresourcesdepartmentwasoftenconsignedtolowerrungsofthecorporatehierarchy,despitethefactthatitsmandateistoreplenishandnourishwhatisoftencited—legitimately

so—asanorganization'sgreatestresource,itsworkforce.Butinrecentyearsrecognitionoftheimportanceofhumanresourcesmanagementtoacompany'soverallhealthhasgrowndramatically.ThisrecognitionoftheimportanceofHRMextendstosmallbusinesses,forwhiletheydonotgenerallyhavethesamevolumeofhumanresourcesrequirementsasdolargerorganizations,theytoofacepersonnelmanagementissuesthatcanhaveadecisiveimpactonbusinesshealth.AsIrvingBurstinercommentedin“TheSmallBusinessHandbook”,“Hiringtherightpeople—andtrainingthemwell—canoftenmeanthedifferencebetweenscratchingoutthebarestoflivelihoodsandsteadybusinessgrowth.Personnelproblemsdonotdiscriminatebetweensmallandbigbusiness.Youfindtheminallbusinesses,regardlessofsize.”Leadinconsigned[k?n?sa?n]v.委托，托付rungs['r??z]n.

職位的高層hierarchy[?ha??rɑ:ki]n.層次;等級制度replenish[r??plen??]v.補(bǔ)充legitimately[l?'d??t?m?tl?]adv.正當(dāng)?shù)?，合理地scratchingout淘汰，排除掉livelihoods['la?vl?h?dz]n.生計，謀生之道discriminate[d??skr?m?ne?t]v.區(qū)別;辨出LeadinB.Trytoanswerthefollowingquestionsabouthumanresourcemanagementbriefly.Key:

HumanResourceManagement(HRM)isthetermusedtodescribeformalsystemsdevisedforthemanagementofpeoplewithinanorganization.

Key:Theresponsibilitiesofahumanresourcemanagerfallintothreemajorareas:staffing,employeecompensationandbenefits,anddefining/designatingwork.2.WhatarethemajorresponsibilitiesofaHRM?1.Whatis“humanresourcemanagement”?Leadin3.Whatarethethreebasicchallengesforhumanresources?4.WhydosmallbusinessesstarttorecognizetheimportanceofHRM?

5.HowimportantisHRMtoanorganizationaccordingtothepassage?Key:Thebasicmissionofhumanresourceswillalwaysbetoacquire,develop,andretaintalent;aligntheworkforcewiththebusiness;andbeanexcellentcontributortothebusiness.Key:Likelargecorporations,theytoofacepersonnelmanagementissuesthatcanhaveadecisiveimpactonbusinesshealth.Key:HRMofacompanycanoftenmeanthedifferencebetweenscratchingoutthebarestoflivelihoodsandsteadybusinessgrowth.IntensiveReading

MicrosoftandGEdroppedthismanagementpracticeyearsbeforeitlandedYahooinhotwaterStart-upquestionWhatdoyouthinkaboutstackrankingsystem?Doyouthinkitwillprevailinthefuture?Whyorwhynot?Paragraph1

AroundthetimeproponentsofstackrankinglikeMicrosoftandGEwereditchingthesysteminfavorofmoreemployee-friendlymanagementstrategies,newlyappointedYahooCEOMarissaMayerembracedthestrategywiththeunveilingofherquarterlyperformance-review

(QPR)ponent[pr??po?n?nt]n.提倡者;支持者，擁護(hù)者Halseywasidentifiedasaleadingproponentofthevaluesofprogressiveeducation哈爾西被認(rèn)為是進(jìn)步教育價值觀的主要擁護(hù)者。ditch[d?t?]v.擺脫，拋棄Idecidedtoditchthesofabed.我決定把沙發(fā)床扔了。employee-friendly“Withitsextremelyhighgrosswagesandcomparativelylowtaxrates,Switzerlandisaveryemployee-friendlycountry,"theSwissbanksaidinastatement.“瑞士因其極高的工資和相對較低的稅率成為很受雇員歡迎的國家，”瑞士銀行在聲明中如是說。embrace[?m?bre?s]接受;信奉;包括;包含Heembracesthenewinformationage.他迎接新的信息時代的到來。CompletethefollowingsentencesbytranslatingtheChinesegiveninthebrackets.AroundthetimeproponentsofstackrankinglikeMicrosoftandGEwere_____________________(廢除這一體制轉(zhuǎn)而采用更有員工親和力的管理策略),newlyappointedYahooCEOMarissaMayerembracedthestrategywiththeunveilingofherquarterlyperformance-review(QPR)system.Key:ditchingthesysteminfavorofmoreemployee-friendlymanagementstrategies

Paragraph2

Shortlyafterjoiningthecompanyin2012,sheimplementedthe

employee-performance-reviewprocess,which

hadmanagersscoretheiremployeesanddistributetheminto“greatlyexceeds,”“exceeds,”“achieves,”“occasionallymisses,”and“misses”categories,withatargetpercentageofemployeestobedistributedintoeach.implement[??mpl?ment]實施，執(zhí)行Thegovernmentpromisedtoimplementanewsystemtocontrolfinancialloaninstitutions.政府許諾實施新的制度來控制金融貸款機(jī)構(gòu)。target[?tɑ:g?t]目標(biāo);目的Thevillageliesbesideamainroad,makingitaneasy

targetforbandits村子坐落在大路邊上，很容易成為土匪襲擊的對象。CompletethefollowingpassagebyfillingeachofthenumberedblankswithoneortwocontentwordsusingChineseequivalentsinthebracketsasthereference.Shortlyafterjoiningthecompanyin2012,she____a_____(實行)the

employee-performance-reviewprocess,which

hadmanagers_____b_____(給…打分)theiremployeesanddistributetheminto“greatlyexceeds,”“exceeds,”“achieves,”“occasionallymisses,”and“misses”categories,withatargetpercentageofemployeestobedistributedintoeach.Key:a.implementedb.score

Paragraph3Now,as

MayercomesunderfirefrominvestorsoverYahoo’smanagementandinsufficient

turnaround,Yahoo

alsohasalawsuittocontendwithsurroundingitscontroversialQPRsystem.insufficient[??ns??f??nt]不足的，不夠的Hedecidedtherewasinsufficientevidencetojustifycriminalproceedings.他認(rèn)定證據(jù)不充分無法提起刑事訴訟。turnaround[?t?:n?ra?nd]（思想，立場的）轉(zhuǎn)變;Ihavepersonallyneverdonesuchacompleteturnaroundinmyopinionofaperson我個人在對人的評價上從沒有過如此徹底的轉(zhuǎn)變。Completethefollowingsentenceswithonefunctionword.Now,as

MayercomesunderfirefrominvestorsoverYahoo'smanagementandinsufficientturnaround,Yahoo

alsohasalawsuittocontend______surroundingitscontroversialQPRsystem.Key:withTranslatethefollowingsentencesintoEnglish.梅爾在雅虎管理策略和轉(zhuǎn)型失利上遭到了猛烈抨擊；與此同時，雅虎還需要應(yīng)對圍繞有爭議性的QPR制度惹上的官司。Key:Now,as

MayercomesunderfirefrominvestorsoverYahoo'smanagementandinsufficientturnaround,Yahoo

alsohasalawsuittocontendwithsurroundingitscontroversialQPRsystem.Paragraph4InthelawsuitfiledonMonday,formerYahooeditorGregoryAndersonaccusesYahooofimplementingitsperformance-reviewsystemknowingthatstackrankinghadbeencriticizedandrejectedbylargeremployersbecauseitwas“subjecttoabuse,oftenresultedinclaimsofdiscrimination,andneededtobecloselymonitoredinapplicationandeffect.”file[fa?l]提出（離婚訴訟或他訟案）Anumberofthemhavefiledformalcomplaintsagainstthepolice他們中的許多人都對警方提出了正式控告。

accuses

…of指控…Herassistantwasaccusedoftheftandfraudbythepolice她的助手被警方指控犯有盜竊和欺詐罪。discrimination[d??skr?m??ne??n]

歧視Hewentonrecordasopposingracialdiscrimination.他公開表示反對種族歧視。CompletethefollowingpassagebyfillingeachofthenumberedblankswithoneortwocontentwordsusingChineseequivalentsinthebracketsasthereference.InthelawsuitfiledonMonday,formerYahooeditorGregoryAnderson_____a_____(指責(zé))Yahooofimplementingitsperformance-reviewsystemknowingthatstackrankinghadbeencriticizedand____b______(排斥)bylargeremployersbecauseitwas“subjecttoabuse,oftenresultedinclaimsofdiscrimination,andneededtobecloselymonitoredinapplicationandeffect.”

Key:a.accusesb.rejectedCompletethefollowingsentenceswithonefunctionword.InthelawsuitfiledonMonday,formerYahooeditorGregoryAndersonaccusesYahoo______implementingitsperformance-reviewsystem…Key:of

Paragraph5He

saystherulesimplementingtheQPRprocesswerevaguelydrawn,werecommunicatedonaneed-to-knowbasis,differedfromdepartmenttodepartment,andwouldchangequarterlytoachieveheadcount-reductiontargets.vaguelyadv.[?ve?gli]含糊地;茫然地;曖昧的Thevoiceonthelinewasvaguelyfamiliar,butCrookcouldn‘tplaceitatfirst.電話里的聲音有點兒熟悉，但是克魯克一開始想不起來到底是誰。Headcount[?hedka?nt]點人頭數(shù)總?cè)藬?shù)，職員總數(shù);Groupheadcountfellbyaround400betweenthefirstandsecondquarter.第一季度與第二季度之間，該集團(tuán)總?cè)藬?shù)減少了約400人。Paragraph6Andersonfurtherallegesthatevenifallemployeesonateamwereperformingwelloratthesamelevel,managerswererequiredtoplacesomeofthemin“occasionallymisses”and“misses”buckets,resultingingoodemployeesbeingletgo.alleges[??led?]

vt.斷言，宣稱，辯解Sheallegedthattherewasrampantdruguseamongthemalemembersofthegroup她聲稱該團(tuán)體中有大量的男性成員吸毒。Paragraph7Yahoowould

notcommentonthelawsuitbutstandsbyitsperformance-reviewsystem.AspokeswomantoldBusinessInsider:“Fairnessisaguidingprincipleofourannualreviewandrewardprocess.Ourperformancereviewprocesswasdevelopedtoallowemployeesatalllevelsofthecompanytoreceivemeaningful,regular,andactionablefeedbackfromothers.”Paragraph8Gripesagainststack-rankingsystemsaren’tisolatedtoYahoo.Manylargecorporations

—including

IBM,Microsoft,GE,andAccenture

—

havedoneawaywiththepracticeinthepastseveralyearsasaresult.CompletethefollowingpassagebyfillingeachofthenumberedblankswithoneortwocontentwordsusingChineseequivalentsinthebracketsasthereference.Manylargecorporations—including

IBM,Microsoft,GE,andAccenture—_____________________(最終在過去幾年的時間里廢除了這一做法).Key:havedoneawaywiththepracticeinthepastseveralyearsasaresult

Completethefollowingsentenceswithonefunctionword.Gripesagainststack-rankingsystemsaren’tisolated______Yahoo.Key:to

Paragraph9FormerGECEOJackWelchpopularizedstackrankingmorethan30yearsago.

InaUSATodayinterviewfrom2005,he

describedthissystemas“takingcareofyourverybest,beingsurethevaluedmiddleiscaredfor,andweedingouttheweakest.”Heconsideredthestrategyanactofkindnessthatletemployeesknowwheretheystood.weedout淘汰，剔除Heiskeentoweedoutthemanyapplicantshebelievesmaybefrauds他急于剔除那些他認(rèn)為是冒牌貨的申請人。TranslatethefollowingsentencesintoEnglish.很多管理方面的專家認(rèn)為員工排名制已經(jīng)成為歷史，并表示公司會更多的注重員工個體的發(fā)展。Key:Manymanagementexperts

seestackrankingasathingofthepast,sayingcompanieswillincreasinglyfocusonindividuals.

Paragraph10Butundernewmanagement,GEdecidedtoeliminateformal,forcedrankingabout10yearsago,accordingtoQuartz.Paragraph11“ItexistedinmoreorlessthesameformsinceIstartedatthecompanyin1979,”GE’sheadofhumanresources,SusanPeters,toldQuartz.“Butwethinkovermanyyearsithadbecomemorearitualthanmovingthecompanyupwardsandforwards.”TranslatethefollowingsentencesintoEnglish.這個制度大概從1979年左右我來公司的時候就存在，但是我們認(rèn)為經(jīng)過這么多年（制度的實施）更多的是例行公事，而并沒有推動公司的前進(jìn)和發(fā)展。Key:“ItexistedinmoreorlessthesameformsinceIstartedatthecompanyin1979,”GE'sheadofhumanresources,SusanPeters,toldQuartz.“Butwethinkovermanyyearsithadbecomemorearitualthanmovingthecompanyupwardsandforwards.”

Paragraph12Microsoftalsodidanabout-faceon

itsemployee-rankingsystem.

Accordingtoa2012VanityFairarticle,thelargemajorityofemployeesunderthen-CEOSteveBallmerfoundstackrankingtobethemostdestructiveforcewithinthecompany,sayingthatit“effectivelycrippledMicrosoft’sabilitytoinnovate.”cripple[?kr?pl]嚴(yán)重削弱;使陷于癱瘓Atotalcut-offofsupplieswouldcripplethecountry'seconomy全面切斷物品供應(yīng)會使該國經(jīng)濟(jì)陷入癱瘓。

Completethefollowingsentenceswithonefunctionword.Accordingtoa2012VanityFairarticle,thelargemajorityofemployeesunderthen-CEOSteveBallmerfoundstackrankingtobethemost______a______(破壞性的)forcewithinthecompany,sayingthatit“effectively_____b_______(嚴(yán)重削弱)Microsoft’sabilitytoinnovate.”Key:a.destructiveb.crippledCompletethefollowingsentencesbytranslatingtheChinesegiveninthebrackets.Accordingtoa2012VanityFairarticle,thelargemajorityofemployeesunderthen-CEOSteveBallmerfoundstackrankingto_______________________(公司內(nèi)部管理最有破壞力的),sayingthatit“_________________________(在實質(zhì)上削弱了微軟的創(chuàng)新能力）.”Key:bethemostdestructiveforcewithinthecompany…effectivelycrippledMicrosoft'sabilitytoinnovate

CompletethefollowingpassagebyfillingeachofthenumberedblankswithoneortwocontentwordsusingChineseequivalentsinthebracketsasthereference.Accordingtoa2012VanityFairarticle,thelargemajorityofemployeesunderthen-CEOSteveBallmerfoundstackrankingtobethemost______a______(破壞性的)forcewithinthecompany,sayingthatit“effectively_____b_______(嚴(yán)重削弱)Microsoft’sabilitytoinnovate.”Key:a.destructiveb.crippledParagraph13AsBusinessInsider’sNicholasCarlsonwritesinhisbook,MarissaMayerandtheFighttoSaveYahoo!Becausesomeonewouldhavetoberankedworstevenonteamsfullofall-starperformers,Microsoft’smosttalentedemployeesrefusedtoworktogether.Becauseemployeeswerenotjudgedontheirownwork,butonhowwelltheydidrelativetotheirpeers,theywouldactivelyseektoundermineeachother.undermine[??nd??ma?n]

逐漸削弱Thecontinuedfightingthreatenstoundermineeffortstonegotiateanagreement持續(xù)的戰(zhàn)斗會破壞希望通過談判來達(dá)成協(xié)議的努力。TranslatethefollowingsentencesintoEnglish.由于評估不是基于員工自身工作表現(xiàn)，而是他們跟其他同事之間的關(guān)系，（使得）他們主動尋求（機(jī)會）詆毀他人。Key:Becauseemployeeswerenotjudgedontheirownwork,butonhowwelltheydidrelativetotheirpeers,theywouldactivelyseektoundermineeachother.

Paragraph14

Microsofteventuallyshedthepracticeinlate2013afterBallmer’sdeparture.Paragraph15AccordingtoCarlson,in2013

Mayerreceivedcomplaintsfrommanagerswhosaidtheyfelt“uncomfortable”tellingemployeestheyhad“missed”whentheydidn’tfeeltheyhad.“Iunderstandwewanttoweedoutmis-hires/peoplenotmeetingtheirgoals,butthispracticeisconcerning.Idon’twanttolosethepersonmentally,”saidoneemployee.

CompletethefollowingpassagebyfillingeachofthenumberedblankswithoneortwocontentwordsusingChineseequivalentsinthebracketsasthereference.Iunderstandwewantto____a____(剔除)mis-hires/peoplenotmeetingtheirgoals,butthispracticeis_____b______(令人擔(dān)憂的).Key:a.weedoutb.concerning

Paragraph16Carlsonwrites

thatstackrankingforcedYahooteammatestodirectlycompetewitheachother,prevented

talentedpeoplefrom

workinginthesamegrouptogether,andcausedemployeesto

prioritizetasksthatgotthemclosertotheirpersonalgoalsoverdoinganythingcollaborative.

“Somebodyalwayshadto‘occasionallymiss.’Evenifnooneevermissed,”hewrites.prioritize[pra???r?ta?z]優(yōu)先處理;按重要性排列Makelistsofwhattodoandprioritizeyourtasks.將要做的事情列出來，然后決定其優(yōu)先順序。

TranslatethefollowingpassageintoChinese.

Carlsonwrites

thatstackrankingforcedYahooteammatestodirectlycompetewitheachother,prevented

talentedpeoplefrom

workinginthesamegrouptogether,andcausedemployeesto

prioritizetasksthatgotthemclosertotheirpersonalgoalsoverdoinganythingcollaborative.

"Somebodyalwayshadto‘occasionallymiss.’Evenifnooneevermissed,"hewrites.卡爾森寫道，排名制迫使雅虎的團(tuán)隊成員之間產(chǎn)生直接競爭，妨礙有才能的員工在同一個小組工作，從而導(dǎo)致員工更注重對自己目標(biāo)有利的任務(wù)，而不與他人進(jìn)行合作?！坝行┤吮仨毐粴w類成‘偶爾有過失的’，即便沒有人真正有過錯?！盤aragraph17InastatementtoBusinessInsider,theYahoospokeswomansaidofitsQPRsystem:“Webelievethisprocessallowsourteamtodevelopanddotheirbestwork.

Ourperformancereviewprocessalsoallowsforhighperformerstoengageinincreasinglylargeropportunitiesatourcompany,aswellasforlowperformerstobetransitionedout.”CompletethefollowingsentencesbytranslatingtheChinesegiveninthebrackets.“Ourperformancereviewprocesswasdevelopedto___________________________(使公司各級別的員工從其他人獲得有意義的、定期的和可執(zhí)行的反饋）.”Key:allowemployeesatalllevelsofthecompanytoreceivemeaningful,regular,andactionablefeedbackfromothersCompletethefollowingsentenceswithonefunctionword.Ourperformancereviewprocessalsoallowsforhighperformerstoengage_____increasinglylargeropportunitiesatourcompany,aswellasforlowperformerstobetransitionedout.Key:inParagraph18Manymanagementexperts

seestackrankingasathingofthepast,sayingcompanieswillincreasinglyfocusonindividuals.Paragraph19Datafrommanagement-researchfirmCEBshowsthat6%ofFortune500companieshavealreadygottenridofrankings,andKrisDuggan,CEOofenterprise--softwarecompanyBetterWorks,predictsthatoverthenextthreeyears,thatnumberwillbecloserto50%.Paragraph20Duggan

seescompaniesmovingtoamodelwherethere'sregularcoachinginsteadofpittingemployeesagainsteachother.Itwillbemore“whatdoyouneedfromme,whatdoIneedfromyou,andhowdowebothhaveamutualdiscussionaroundwhatit'sgoingtotaketowin,”hesays.“Andit’saverydifferentperspective.”pitagainst使與…相斗;Together,we'llpitarmiesagainstoneanotherlikeachessgame.我們一起，讓軍隊自相殘殺，就像下棋一樣。CompletethefollowingpassagebyfillingeachofthenumberedblankswithoneortwocontentwordsusingChineseequivalentsinthebracketsasthereference.Duggan

seescompaniesmovingtoamodelwherethere’sregular_____a______(輔導(dǎo))insteadof____b______employees____b____(互相殘殺)eachother.Key:a.coachingb.pitting…against

CheckYourUnderstandingA.

Matchthetermswiththecorrespondingexplanationsaccordingtoyourunderstandingofthetext.Company&TitlePerson’sNameEvidenceSupporters1.MarissaMayer-------Yahoo,spokeswoman--------5.______a_______(paragraph7)______b_______(paragraph18)2.JackWelch

survivalofthefittestOpponentsYahoo,formereditor3.

6.___________a__________Therulesarenotclearorconsistent.___________b_________Microsoft,formerCEO4.7.YahooGE,formerCEOGregoryAnderson

SteveBallmera.toguaranteefairness,andgetfeedbackfromothersb.developingthesuperiorandweedingouttheinferiora.subjecttoabuse,oftenresultedinclaimsofdiscrimination,andneededtobecloselymonitoredinapplicationandeffect;b.resultingingoodemployeesbeingletgo.themostdestructiveforcewithinthecompany,sayingthatit"effectivelycrippledMicrosoft'sabilitytoinnovate.GESusanPeters8.OpponentsBusinessInsiderNicholasCarlson9.Microsoft’smosttalentedemployeesrefusedtoworktogether,andsoughttoundermineeachother;sotheyshedthepractice.

____________a____________________________b________________BetterWorks,CEOKrisDuggan10.______________a______________________________b________________b.Companiesaremovingtoamodelwherethere'sregularcoachinginsteadofpittingemployeesagainsteachother.a.DataofthenumberofFortune500companiesthathavealreadygottenridofrankingswillbecloserto50%overthenextthreeyears;b.stackrankingforcedYahooteammatestodirectlycompetewitheachother,prevented

talentedpeoplefrom

workinginthesamegrouptogether,andcausedemployeesto

prioritizetasksthatgotthemclosertotheirpersonalgoalsoverdoinganythingcollaborative.a.Complaintsfrommanagerswhosaidtheyfelt"uncomfortable"tellingemployeestheyhad"missed"whentheydidn'tfeeltheyhad.Ithadbecomemorearitualthanmovingthecompanyupwardsandforwards.ExtendedReadingTheUglyAreVanishingbutwithThem

GoesTalent

LucyKellawayA.Questionsfordiscussion.1.Howdoyoudefinea“faceist”?

Open.（answerforreference:Apersonwhojudgesordiscriminatesanotherbecauseoftheirfacialfeatures.)A.Questionsfordiscussion.

2.Howdoesone’slookinfluenceone’scareer?Open.(Answerforreference:a.Itmighthaveapositiveinfluenceonone’scareer.Itallreinforceshowshallowsomeofourperceptionsare,however,andcertainlyhowunconscioustheyare.

Despiteourbeliefthatwethinkandbehaveinarationalway,theevidenceoftensuggeststheexactopposite.b.Itmighthaveanegativeinfluenceonone’scareer.Peoplemightattributeone’ssuccesstohis/hergoodlooks.)3.Howdoyouinterpret“beinguglycansometimesbeanadvantage”?Open.(Answerforreference:Accordingtotheauthor,ifyouaretryingtorobabankitisgoodifyoulookabitscary.Itcanalsohelpyougethiredoversomeonehandsome—butonlywhenthepersondoingthehiringseesyouascompetition.)4.CanwecombatfaceismintheInternetage?Whyorwhynot?Open.(answerforreference:ItiseasiertocombatfaceismintheInternetagethanbefore.TheNetprovidespeoplemoreopportunitiesdespitetheirgoodorbadlooks.)B.“Personalappearanceisadouble-edgedswordforwomen—ifwomenaretooattractiveitcanworkagainstthemandtheyaresometimesnottakenseriously,bymenandwomen.”Doyouagree?Preparea10-minutepresentationonthetopicof“Dogoodlookspromoteorposeathreattoone’scareer?”anddeliveritintheclass.ListeningA.ListentoapersonfromHRdepartmenttalkingaboutinterviewingapplicantsinajobrecruitment.Whatcaninterviewersdotocarryoutasuccessfulinterview?Listenandfillinthetablebelow.Writeyouranswersinthespacesprovided.SituationWhatinterviewerscandoWhenapplicantsarenervous…Toavoidtheoreticalinterview…Becausetimeislimited…IfCVsarenotinformativeenough…Toavoidtoopersonaldecision…Togetmoreinsightintotheapplicant…Makeanefforttoputtheintervieweesattheirease.

Introduceahands-onactivity.CheckCVsbeforeaninterviewtoseeifcandidateshaveappropriatequalifications…Askquestionswhichshouldrevealhowthey’dreactindifferentcircumstancesandwithavarietyofcolleagues.Inviteaboutfiveotherpeoplefromdifferentdepartments.Getboggeddowninaskingchallengingquestionsrelevanttoparticulardutiesinthejobdescription.B.AdrainFuenham,SundayTelegraphnewspapercorrespondent,isdiscussingmotivationalchallengewithLarryGill,vicepresidentofBP.Listentotheinterviewandcompletetheinformationonmanagementtechniques.Writeyouranswersinthespacesprovided.Managementtechniquestorepairandrestoremotivation:ManagementtechniquesDescription1.Meaningfulworktogive2.Informationandresourcestogive3.Trainingtoensure4.Careerdevelopmenttodemonstrateemployeesasmuchmeaningfulworkaspossibleemployeestheinformationandresourcesneededtodoagoodjobthroughongoingtraining,thatemployeeshavethenecessaryskillstomeettherequirementsofthatjobacommitmenttocareerdevelopmentandpromotionfromwithinManagementtechniquesDescription5.Asenseofteamspirittofoster______________________________________6.Recognitiontopubliclyrecognizeandcongratulate__________________Celebrate___________andcreate____________________7.Feedbacktoprovide____________________________________.Encourage____________________________________.8.Paytopay_________________________________________.Considersuchfactorsas______________________________________________________________________________________________________________asenseofteamspiritregularandspecificfeedbacksuccessheroesemployeesforgoodworkfeedbackfromstaffpeoplewhattheyareworthmarketforces,predatorycompetitorsandthecontributioneachindividualmakesC.DickGrote,oneofourprofession’sforemostthinkersonthetopicofperformancemanagement,andtheauthorofmanybooks,istalkingabouthismanagementexperienceinthefieldofperformanceappraisal.Listentotheinterviewandcompletetheinformationinthefollowingsentences.1.DickGroteisworkinginthefieldof_____________________________________________.2.ThelessonGroteleantwhenhereceivedhisfirstperformanceappraisalwas__________________________________________________________________________________________.3.WhenhebecameanHRmanager,hebelievedtheappraisalprocesswas_____________________________________________.4.TheconcepthehadadoptedfromB.F.Skinnerwas_____________________________________________5.Theproblemofweb-basedappraisalsystemsis_______________________________________________________________________________________________________________________________________.

takenseriously;andvaluableheneededtogetmetomoveoutoftheworldofschoolandintotheworldofwork.employeerewardsbehaviormodificationthatitaddsasignificantlevelofcomplexity;companiesandvendorsarenotreallyusingthoseappraisalsoftwareproducts.D.Doesmoneymotivate?ProfessorEdLocke,awell-knownbehavioralscientist,presentshisownpointofview.Listentothetalkandfillinthemissinginformationinthespaceprovided.PointofviewMoneyisthecrucialincentivetoworkmotivation.SupportingevidenceAsamediumofexchange,itisthevehiclebywhichemployeescanpurchasenumerousneed-satisfyingthingstheydesire.Further,moneyalsoperformsthefunctionofascorecard.Casestudy:fo