In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain (1) performance and strengthen the organization. In reality, they often create division, (2) morale (士气), and spark anger and jealousy. (3) , although the object of the annual performance review is to improve performance, it often has the (4) result. A programmer at a brokerage (经济) firm was (5) to learn at her annual performance review that she was denied a promotion (6) she wasn’t a "team player". What were the data used to make this (7) She didn’t smile in the company photo.
(8) this story might sound as if it came straight out of a comic strip, it is a true (9) of one woman’s experience. By (10) a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided.
To end the year (11) a positive and useful performance review, managers and employees must start the year by working together to (12) clear goals and expectations.
It may be helpful to allow employees to submit a list of people (13) with the company who will be in a good position to (14) their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers.
By checking (15) progress at about nine months, managers can give them a chance to correct mistakes and provide (16) to those who need it before the year is out. When conducting the review, managers should (17) strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame.
(18) , when employees leave their performance reviews, they should be focusing on (19) they can do in the year (20) , not worrying about what went into their files about the past.
4（）
A.desirable
B.opposite
C.satisfactory
D.erroneous
