Thou sayest, ye object, that difference and sameness are also qualities of the pleroma. How would it be, then, if we strive after difference? Are we, in so doing, not true to our own nature? And must we none the less be given over to the sameness when we strive after difference? Ye must not forget that the pleroma hath no qualities.

Huy Tran: mày phải hiểu rõ đuợc cái tông chi xuất xứ - cái gia tài tinh thần của AA Huy Tran: AA tức là alcoholic anonymous Huy Tran: gia tài tinh thần của chính mày Huy Tran: nó khởi đầu từ carl jung Huy Tran: sychronicity - cái đó có từ ông ta TCC àh, đây là cách dịch của bạn mình. Cái chữ sychronicity không có nghĩa tiếng việt đâu, chị để nguyên thế nhé

2600 PHRASES FOR EFFECTIVE PERFORMANCE REVIEWS local college. Such documentation will serve as evidence that you acted responsibly by attempting to proactively rehabilitate the worker. Finally, when documenting core competency or technical issues, expand your basic ideas by employing a ‘‘by . . .’’ format, like this: ✧ Regularly places support staff in positions of leadership by appointing them subject matter experts in particular technical areas or by selecting them for workshop/seminar facilitator roles. ✧ Assumes responsibility for areas beyond his immediate control by preparing the monthly income statement, the comparative balance sheet, and overall general ledger maintenance. ✧ Has done very little to maintain and advance his technical knowledge and skills by upgrading his software skills, attending educational workshops, establishing a professional network of peers, or participating in professional societies. ✧ Masters all phases of the project development life cycle by identifying and documenting requirements, technical processes and procedures, test documentation, and environment and deployment plans. ✧ Successfully negotiates salary offers and preempts counteroffer possibilities by ‘‘pre-closing’’ and proactively engaging finalist candidates in discussions about their future career development. ✧ Ensures that newly learned skills are repeated and enforced by following up with 30, 60, and 90 day quizzes and questionnaires. Similarly, when documenting future development goals, you could easily strengthen the clarity of your message by applying the ‘‘I expect you to . . . by . . .’’ format. For example, it would be simple to turn a statement like: ‘‘In the upcoming review period, you must improve your client relations skills and better utilize your time.’’ •20• INTRODUCTION into a more instructional, future-oriented statement by applying the ‘‘I expect you to . . . by . . .’’ structure, which would look like this: ‘‘I expect you to improve your client relations skills by following up with customers within two hours of their initial calls, by meeting them in their offices rather than asking them to come to yours, and by maintaining weekly contact regarding the status of their work order processing.’’ Of course, the examples themselves will easily stand on their own without the ‘‘by’’ predicate. Still, this structure should help to remind you to complete your thoughts and provide appropriate examples for your statements. Selectively added to the annual review at strategic points, it will add critical mass to the statements that you make and justify your perceptions. It will likewise help you clearly outline your performance expectations and how they will be concretely measured. Clarity in your written message will not only protect your company from potential outside legal challenges; it will help build a shared sense of open communication, a greater sense of partnership, and increased accountability with your workers. A final tip to readers: A book like this will necessarily contain overlap. When you look up a title relating to management, be sure to look under both Parts I and II in the text. Part I contains sections on the core competencies of ‘‘Leadership,’’ ‘‘Managerial Style,’’ and ‘‘Supervision,’’ which will surely help you crystallize your ideas. Part II, in comparison, contains specific managerial positions in the functional areas of manufacturing, operations, and sales and marketing. Be sure to cross-reference other sections of the book whenever possible. •21• This page intentionally left blank

11.3.2 The analytical job evaluation phân tích đánh giá công việc

These methods analyse the jobs qualitatively according to their individual requirements and stress elements and try to measure and estimate their value quantitatively. The total work value of the individual tasks is equal to the sum of the individual work values.

The bases of the analytical job evaluation are:

a) Job Specification

The bases of the analytical job evaluation are job specifications which have to be straightforward, objective and uniform. Besides organisational data of the work place the job specification should show a realistic picture of the type, content and scope of the job, and the requirements necessary to fulfil the job.

Job evaluation is often done using pre-printed forms. It can be done by the employee himself, by management, by third persons, or by a committee. The most objective job evaluation and job specification are done by a committee consisting of members of the employees, the employer and external specialists. This committee should not be too large. It is also important that the employees are properly informed of the goals and methods of job evaluation and job specification in order to reach a better understanding.

d) Weighting

After determining the intensity of the required level, it is necessary to determine the relationship of values between the individual types of requirements. The weighting is the characteristic, rank or value of each requirement type. The problem of weighting is that it is not scientifically proven and that a perfect method is not available. Therefore, weighting depends on discretion. Each trade or company will have its own weighting. The various values of the characteristics are further determined by the economic, technical and organisational structure of each individual enterprise and by the value attitude of the job evaluator. Also social political attitudes have an impact on the weighting. The task of the job evaluator is to bring the levels of task difficulties, which cannot be easily compared, into a certain relationship and to make them comparable.

Wage-political, socio-political and other influences have another impact. Generally, it can be said that a weighting is right if it has been proven in practice, or if it is accepted by the participants.

Methods of analytical job evaluation are

Promotions and transfers are movements that generally occur at management discretion. They are done because it is a motivator for the employee and because the employee is needed to fill a certain function. Managers have to answer questions like: Are current employees suitable for promoting? Can they become suitable by undergoing training? What were past promotion patterns?

How to manage careers is a difficult part of manpower planning. Career opportunities will be determined to a great extent by future manpower demand. Figure 12 shows a complete succession chart. Each box is attached by 3 boxes indicating the age, the present performance and the potential of the considered person.

d) Weighting

After determining the intensity of the required level, it is necessary to determine the relationship of values between the individual types of requirements. The weighting is the characteristic, rank or value of each requirement type. The problem of weighting is that it is not scientifically proven and that a perfect method is not available. Therefore, weighting depends on discretion. Each trade or company will have its own weighting. The various values of the characteristics are further determined by the economic, technical and organisational structure of each individual enterprise and by the value attitude of the job evaluator. Also social political attitudes have an impact on the weighting. The task of the job evaluator is to bring the levels of task difficulties, which cannot be easily compared, into a certain relationship and to make them comparable.

Wage-political, socio-political and other influences have another impact. Generally, it can be said that a weighting is right if it has been proven in practice, or if it is accepted by the participants.

Methods of analytical job evaluation are

c) The determination of the level of requirement

After determining the requirements qualitatively they have to be measured or estimated quantitatively concerning their intensity and duration. A prerequisite is a uniform measure for all characteristics. Physical measures are only possible with a few characteristics. Human labour is very complex and only a few symptoms, for instance consumption in calories, blood pressure, pulse, energy, etc. can be measured. For mental and psychological symptoms, there are no physical or physiological measures. Working conditions like temperature, moisture, intensity of sound, intensity of light, etc. can be determined. But nothing can be said concerning the level of disturbance, as an example. Therefore, it is necessary to use other methods for job evaluation. Systematic estimation and comparison is very useful. The result of the estimation depends on the human decision-making ability; the correctness and reliability of the results depends on the qualification of the job evaluator. A job evaluator should have vast experience in his practical job and be highly trained in estimation methods. Individual attitudes of one job evaluator can be overcome when more persons evaluate one specific task. Therefore it is recommended to install a job evaluation committee where estimations are needed and, if necessary, to divide it into specialised task forces.

- Mental requirements - Physical requirements - Responsibility - Working conditions.

Mental and physical requirements have an impact on capability and on stress. Responsibility and working conditions are related to stress. Depending on the level of stress, inefficiency occurs. A selection of requirement types has to be made according to the actual work. For instance, skilled office work has a different requirement type than simple unskilled work.

During the course of time, many requirements change depending on the technical and economic situation. When these changes are serious enough, they have to be considered in the job evaluation process. Therefore, the requirements have to be checked and updated permanently.

b) Methods of requirement

The main problem of job evaluation is the determination of the job difficulties in each work place. Therefore it is necessary to divide each job into its requirements. The fulfilment of a certain job demands a set of mental and physical requirements. A certain qualification is necessary and a certain knowledge which are linked to a certain grade of stress. Therefore, job evaluation has to make clear which and how many types of requirements have to be considered. It is wrong to think that the accuracy of the result is the better the more types of requirements are considered. Easy tasks will need relatively few requirements, complicated tasks will need more requirements types. But also in this case, the amount of needed requirement types are limited: the more types of requirements are used, the more expensive and unclear the evaluation plan will become, and there is a danger that the content is not clear. On the other hand, it should be ensured that all relevant and typical aspects of the job are determined. It should be avoided that the evaluation is unfair and certain employees and their jobs are not valued sufficiently.

At the first international conference for job evaluation in Geneva in 1950, a widely used scheme for the classification of requirements was developed. It defines know-how, which is the potential of mental and physical work capability, and stress, which is the mental and physical power needed to fulfil the job. These two terms are divided into the following four groups:

11.3.2 The analytical job evaluation

These methods analyse the jobs qualitatively according to their individual requirements and stress elements and try to measure and estimate their value quantitatively. The total work value of the individual tasks is equal to the sum of the individual work values.

The bases of the analytical job evaluation are:

a) Job Specification

The bases of the analytical job evaluation are job specifications which have to be straightforward, objective and uniform. Besides organisational data of the work place the job specification should show a realistic picture of the type, content and scope of the job, and the requirements necessary to fulfil the job.

Job evaluation is often done using pre-printed forms. It can be done by the employee himself, by management, by third persons, or by a committee. The most objective job evaluation and job specification are done by a committee consisting of members of the employees, the employer and external specialists. This committee should not be too large. It is also important that the employees are properly informed of the goals and methods of job evaluation and job specification in order to reach a better understanding.

Each individual work place is compared with all other work places regarding job difficulty. Finally, work places are sorted according to their rating of difficulty. The result is a scale having different wages or salaries. b) The catalogue method

For certain wage groups, ranges of points are determined showing the various levels of difficulty of the task (for instance, 10 - 15, 16 - 20, 21 - 25, 26 and more). The lowest group shows those tasks which need the least experience and the least stress. In the highest group there are jobs for which, for instance, special experience is necessary. The classification of the tasks within the scheme is done by using master examples shown in a catalogue.

cảm ơn các bạn

The advantages of the summary method are its simplicity and flexibility. Disadvantages are that dissimilar things are compared (for instance a manual job is compared with a thinking job) and that the evaluations are not objective. A prerequisite for the use of the summary method is that the Person doing the evaluation knows each job precisely. It can only be used where easy and uniform jobs are done or when not many jobs have to be evalu¬ated. The summary method does not use any figures or factors.

Mình có một bài dịch gấp, do phải nộp bài vào ngay mai, nhưng giờ vẫn chưa xong. Xin các bạn vui lòng giúp mình dịch khoảng 7 trang nữa dược ko ạh.