เดี๋ยวฉันจะบอกรปฎไว้

เดี๋ยวฉันจะบอกรปฎไว้

ผลลัพธ์ (อังกฤษ) 1:

I'll tell you how.

ผลลัพธ์ (อังกฤษ) 2:

OBJECTIVE VERSUS SUBJECTIVE PERFORMANCE CRITERIA
One important categorization of job performance assessments is to distinguish
between objective and subjective measures of job performance. Objective and
subjective performance criteria are also sometimes referred to as “hard” and “soft”
performance criteria, respectively (Smith, 1976; Viswesvaran, 2001). Objective
performance criteria involve the measurement of some easily quantifiable aspects
of job performance, such as the number of units produced, the dollar amount of
sales, or the time needed to process some information. For example, an objective
criterion for an assembly-line worker might be the number of products assembled. For an insurance claims adjuster, the average amount of time it takes to
process a claim might be an objective measure of performance (see Table 6.2).
Such criteria are often referred to as measures of productivity.
Subjective performance criteria consist of judgments or ratings made by
some knowledgeable individual, such as a worker’s supervisor or coworker.
These criteria are often used when objective criteria are unavailable, difficult to assess, or inappropriate. For example, it is usually inappropriate to
use objective performance criteria to assess a manager’s job, because it isdifficult to specify the exact behaviors that indicate successful managerial
performance. Instead subjective criteria, such as subordinate or superior
ratings, are used.
Objective performance criteria offer two main advantages. First, because
objective criteria typically involve counts of output or the timing of tasks, they
are less prone to bias and distortion than subjective performance ratings.
Second, objective criteria are usually more directly tied to “bottom-line” assessments of an organization’s success, such as the number of products assembled
or dollar sales figures. It is often more difficult to determine the links between
subjective criteria and bottom-line outcomes.
As mentioned, it is often difficult, if not impossible, to obtain objective
performance criteria for certain jobs, such as graphic artist, software developer,
and executive vice president. Jobs such as these may best be assessed through
ratings or judgments. Another drawback of objective assessments is that they
may focus too much on specific, quantifiable outcomes. Because many jobs are
complex, looking at only one or two objective measures of performance may
not capture the total picture of performance. Some aspects of job performance
such as work quality, worker initiative, and work effort are difficult to assess
objectively. For example, a salesperson might have high dollar sales figures, but
may be so pushy and manipulative that customers are unlikely to return to the
store. Likewise, a research analyst may have relatively low output rates because
he spends a great deal of time teaching new workers valuable work techniques
and helping coworkers solve problems. It is important to emphasize that
comprehensive evalu

ผลลัพธ์ (อังกฤษ) 3:

I'll tell you.