1. Define objectives - It is important to define exactly what 360-degree feedback is expected to achieve. It will be necessary to spell out the extent to which it is concerned with personal development, appraisal or pay.
2. Decide on recipients - Who is to be at the receiving end of feedback. This may be an indication of who will eventually be covered after a pilot scheme.
3. Decide on who will give the feedback - The individual?s manager, direct reports, team members, other colleagues, internal and external customers. A decision will also have to be made on whether HR staff or outside consultants should take part in helping managers to make use of the feedback. A further decision will need to be made on whether or not the feedback should be anonymous (it usually is).
4. Decide on the areas of work and behavior on which feedback will be given – this may be in line with an existing competency model or it may take the form of a list of headings for development. Clearly, the model should fit the culture, values and type of work carried out in the organization. But it might be decided that a list of headings or questions in a software package would be acceptable, at least to start with.
5. Decide on the method of collecting the data – The questionnaire could be designed in-house or a consultant’s or software provider’s questionnaire could be adopted, with the possible option of amending it later to produce better fit.
6. Decide on data analysis and presentation - Again, the decision is on developing the software in-house or using a package. Most organizations installing 360-degree feedback do, in fact, purchase a package from a consultancy or software house. But the aim should be to keep it as simple as possible.
7. Plan initial implementation program - It is desirable to pilot the process, preferably at top level or with all the managers in a function or department. The scheme will need to be launched with communications to those involved about the purpose of 360-degree feedback, how it will work and the part they will play. The aim is to spell out the benefits and, as far as possible, allay any fears. Training in giving and receiving feedback will also be necessary.
8. Analyze outcome of pilot scheme - The reactions of those taking part in a pilot scheme should be analyzed and necessary changes made to the process, the communication package and the training.
9. Plan and implement full program – This should include briefing, communicating, training and support from HR and, possibly, the external consultants.
10. Monitor and evaluate – Maintain a particularly close watch on the initial implementation of feedback, but monitoring should continue. This is a process that can cause anxiety and stress, or produce little practical gain in terms of development and improved performance for a lot of effort.
1. 360-degree feedback might be used for the following except . A. personal development B. appraisal C. pay
D. recruitment 2. About the third step of 360-degree feedback, which one of the following statements
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is false? .
A. External customers will give the feedback.
B. The feedback will be known by other people usually. C. Outside consultants can take part in helping managers to make use of the feedback. D. HR staff can take part in helping managers to make use of the feedback.
3. About the fourth step of 360-degree feedback, the author might most likely agree that .
A. It may be inconsistent with an existing competency model.
B. The competency model needn’t be in line with the culture, values and type of work carried out in the organization.
C. It may take the form of a list of headings for development.
D. It might be decided that a list of headings or questions in a software package wouldn’t be acceptable.
4. From this passage, we can infer that .
A. The external consultants can help to plan and implement 360-degree feedback program.
B. Once 360-degree feedback program is implemented, it can’t be changed.
C. The managers in a function or department shouldn’t take part in planning initial implementation program.
D. Most organizations installing 360-degree feedback purchase a package from a consultancy or software house, but the aim should be to keep it as complexed as possible.
5. This passage might most likely be extracted from the paper about . A. HR planning
B. performance evaluation C. training
D. outplacement Answer:
1.D 2.B 3.C 4.A 5.B
（二）
Jackson and Bak (1998) suggest that motivation of Chinese workers can be understood in terms of Katz and Kahn’s (1978) categorization of ‘rule enforcement’, ‘external rewards’ and ‘internalized motivation’, as follows.
Rules and role prescriptions may be regarded as a form of role protection in the Chinese context, with job descriptions carrying little motivational content in terms of tasks or objectives to be achieved, but acting as an insurance against being asked to take on additional and unknown duties and against being overworked and avoiding the risk of punishment.
China’s economic reformers have used material incentives in order to stimulate performance and there is evidence that money is important in China as a motivator, as individual bonuses have existed in China since 1978 and performance-related bonus incentives schemes since 1983. However, there has been a tendency towards low differentiation of pay in an egalitarian reward system, reflecting a need to minimize competition and foster harmony in the workplace: a reflecting of a strongly
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collectivist culture. Limited pay differentials are often based on length of service. State enterprise employees?wage structures are extremely complex and based on a whole number of different subsidies, bonuses and allowances. Employees may be reluctant to leave this type of system for a less socially supportive one as there is an expectation that the enterprise will take care of employees through housing and other social benefits, which must have a strong loyalty effect.
A major source of internalized motivation in China has been political indoctrination and campaigning, including ‘emulation campaigns’ in communist China involving ‘labor heroes’ in an attempt to appeal to high performers who might otherwise feel inhibited to perform in an exemplary manner in an egalitarian culture. In a related way Japanese companies in China send their best workers to Japan in order to learn from example and from being exposed to a foreign culture and encourage a willingness to change. Building a sense of belongingness and loyalty in Chinese workers creates a good opportunity to develop internalized motivation from developing corporate identity through a strong organizational culture. New patterns of behavior (including creativity and innovation) could be encouraged by emulation, both in the workplace and on training courses in China and, where appropriate (particularly for managerial and supervisory staff who can act as role models) abroad.
1. According Jackson and Bak (1998), motivations of Chinese workers include the following except . A. rule enforcement B. external rewards
C. internalized enforcement D. internalized motivation
2. Which of the following statements is false? .
A. Material incentives have been used to stimulate performance in China. B. Money is important in China as a motivator.
C. Individual bonuses have existed in China since 1978.
D. Performance-related bonus incentives schemes have existed in China since 1980. 3. A tendency towards low differentiation of pay in China reflects the following except .
A. a need to minimize competition
B. a need to foster harmony in the workplace C. a strongly collectivist culture D. a strongly individualist culture 4. About the internalized motivation in China, the author might most likely disagree that .
A. A major source of internalized motivation in China has been political indoctrination and campaigning.
B. ‘Labor heroes’ can’t appeal to high performers.
C. Developing corporate identity can help to develop internalized motivation. D. A weak organizational culture can’t help to develop internalized motivation. 5. The main topic of this article might be .
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A. motivation of Chinese workers
B. rewards system for Chinese workers
C. internalized motivation of Chinese workers D. external rewards system for Chinese workers Answer:
1.C 2.D 3.D 4.B 5.A 四、写作（共20分）
上海China-mc管理咨询公司是全国十大管理咨询公司之一，专注于组织智慧技术（organization wisdom technology(OWT)）和组织绩效方面的咨询服务，已有8年以上的咨询经验，并为10多家上市公司提供过咨询服务。公司的业务范围包括战略咨询、公司文化建设、知识管理、学习型组织创建、人力资源管理和IT管理咨询等。由于公司业务的发展需要，现需要从人才市场招聘一位管理咨询总监（Chief management consultant）。假设公司老总让你制作一份招聘广告，请你用英文完成这份招聘广告，内容须包括公司介绍、工作职责和应聘要求。
Answer:(only for reference) Shanghai China-mc consulting management Co,.LTD,is an top-ten management
consulting company of china , specializing in organization wisdom technology(OWT) and organization performance .We have over 8 years consulting experience and serve for more than tens of listing companies!
Our services include strategy consulting; company culture building;Knowledge management, Learning Organization building, Human resource management,marketing and IT Management basing on OWT.
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Chief management consultant (one people) Responsibilities:
Taking charge for the whole work of company consulting service; Developing company new service;
Developing and Training the new consultant; Project management, delivery and team management
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Detailed analysis of requirement . Requirement:
· No less than 2-year experience of consulting within famous consulting firms, ( international consulting firms such as BCG and Mackenzie prefer); · No less five-years working experience; · MBA or similar educational background; · Have a good management capability
· Excellent interpersonal and ommunication kills · Outgoing and self-motivated · Familiar with Powerpoint; · Persuasive.
Email your CV including recent photo to admin@china-mc.com
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