Some performance evaluations require supervisors to take action. Employees who receive a very favorable evaluation may deserve some type of recognition or even a promotion. If supervisors do not acknowledge such outstanding performance, employees may either lose their (36) and reduce their effort or search for a new job at a firm that will (37) them for high performance. Supervisors should acknowledge high performance so that the employee will continue to perform well in the future.
Employees who receive unfavorable evaluations must also be given attentions. Supervisors must (38) the reasons for poor performance. Some reasons, such as family illness, may have a temporary adverse (39) on performance and can be corrected. Other reasons, such as a bad attitude, may not be temporary. When supervisors give employees and unfavorable evaluation, they must decide whether to take any (40) actions. If the employees were unaware of their own deficiencies, the unfavorable evaluation can pinpoint the deficiencies that employees must correct. In this case, the supervisor may simply need to monitor the employees (41) and ensure that the deficiencies are corrected. If the employees were already aware of their deficiencies before the evaluation period, however, they may be unable or willing to correct them. This situation is more serious, and the supervisor may need to take action. The action should be (42) with the firm’s guidelines and may include reassigning the employees to new jobs, (43) them temporarily, or firing them. A supervisor’s action toward a poorly performing worker can (44) the attitudes of other employees. If no (45) is imposed on an employee for poor performance, other employees may react by reducing their productivity as well.
本篇文章属于中等难度。文章出自《Introduction to Business》。全文讲述的是工作环境下，监督者如何有效、正确地进行绩效评估。得到正面评估的职工需要得到肯定、甚至是升职。而面对负面评估，监督者也应该针对不同情况，来采取不同的措施。本文主要讲述了作为一个监督者，面对得到负面评估的下属，应该如何正确解决问题：如果是一些暂时性的问题，比如：家人生病造成绩效不高，这种可以得到更正;但是如果是态度问题，就应该采取一些额外措施了。另外，针对一些在评估之前就意识到问题的职工，可以判断是否能力不够，监督者是否应该指派新的任务，暂停任务或者甚至开除这些人。