2022年BEC商务英语阅读精选（10）

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2022年BEC商务英语阅读精选（10）

360-Degree Assessment

Typically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources. This multiple-input approach to performance feedback is sometimes called”360-degree assessment” to connote that full circle.

There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employee’s supervisor, for assessing performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information.

For this reason, the U.S. Office of Personnel Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The 360-degree feedback process has become pervasive in management and human resource development practices. Reported statistics on 360-degree use suggest that it has gone from almost unheard of in the 1980s to widespread use in 2000.

The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and one’s self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate.

参考译文

360度反馈评价

通常，绩效考核仅限于员工与主管之间的双向考核。然而，随着企业对团队合作、员工开发及客户服务与日俱增的重视，员工考核的重心已转向全方位的反馈评价。这种多元反馈评价有时也称为“360度反馈评价”，意指全方位的评价。

进行绩效考核，考核者除了员工的主管外，法律或规章制度并没有禁止多源考核。研究表明多元反馈评价所提供的信息更精确、更可靠、更可信。因此，美国人事管理局支持采用多源反馈评价方法进行正式绩效考核以及其他以评估或发展为目标的考核。360度反馈评价已经在管理和人力资源开发实践中广泛应用。数据表明，360度反馈评价在20世纪80年代还闻所未闻，而到2000年时已全面推广。

反馈圈，或者反馈源(这么表达也许更精确)包括上司、同事、下属、顾客及员工本人。进行某项评估时没有必要包括所有的评估者，而且也未必适合。选择评估者时，得考虑公司文化和公司使命，评估者不同，评估目的也不同。举个例子，下属对上级的绩效评估可提供极有价值的发展引导，同事的反馈特别适合评估团队合作精神，而客户的反馈则重点集中于一个团队或机构的服务质量。绩效考核的目的及考核的具体方面得先确定，然后才决定适合的评估者。

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