GMAT考试写作指导：Issue写作范文五十

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50.         Unsatisfactory employee performance demands appropriate response from a
manager or supervisor. The question is what is appropriate? Some managers might
claim that verbal abuse and intimidation are useful in getting employees to improve.
While this may be true in exceptional cases, my view is that the best managerial
responses generally fulfill two criteria; (1) they are respectful: and (2) they are likely to
$ L' g7 q& P9 u9 x# Kbe the most effective in the long run.
: w, O- M4 q0 R! @7 c7 L( }6 i/ r      Treating employees with respect is important in all contexts. Respect, in the most
- I" R5 H9 u+ a0 k/ m4 ~7 x" obasic sense, involves treating a person as equal in importance to oneself. For a manager
. _( F0 a* C- f2 bor supervisor, this means recognizing that occupying a subordinate position does not
make a worker a lesser person. And it means treating subordinates as one would want to
be treated—honestly and fairly. Using threats or verbal abuse to elicit better employee
- h$ y: \  ?1 l4 N! }performance amounts to treating a worker like the office copy machine—as an object
from which to get what one wants.
7 @) I/ ^8 f* X7 P" x3 i. e      Moreover, while verbal abuse might produce the desired reaction at a particular
+ b) z5 u# L/ W4 e8 c0 M4 Qtime, it is likely to backfire later. Nobody likes to be abused or intimidated. If such
methods were the general practice in an office or division, overall morale would
5 j: a: O  _, [3 v# F( J4 Z5 g7 z2 Nprobably be low. And it is unlikely that employees would give 100 percent to managers
3 F9 @4 j2 p9 M! P1 S; Z5 r/ twho so obviously disregarded them.
$ M3 q% p9 `) T1 u* ]$ R6 m      More beneficial in the long run would be careful but clear feedback to the worker
0 ]& k$ B8 M2 z; Y& X1 _" tabout specific deficiencies, along with ideas and encouragement about improvement. In
$ C8 z0 R* w* ]( i5 Waddition, supervisors should allow employees to explain the problem from their point of
view and to suggest solutions. Of course, a supervisor should never mislead a
subordinate into thinking that major problems with work performance are insignificant
. |0 f$ x. c+ bor tolerable. Still, an honest message can be sent without threats or assaults on self-
esteem.
      In conclusion, supervisors should avoid using verbal abuse and threats. These
methods degrade subordinates, and they are unlikely to produce the best results in the
! y2 Y. t/ H- [long run. It is more respectful, and probably more effective overall, to handle cases of
substandard work performance with clear, honest and supportive feedback.