英国读硕士，常被外界总结成“宽进严出”，硕士的学期不长，但是其毕业的难度是很大的，从老师得到的分数你可能会发现怎么会这么低。所以很多特别是准备留学的同学比较困惑，英国论文一般多少分？英国学校的分数到底是怎么样的一个体系？这么说吧，“60分及格”这个我们国内的学校常识，在英国大学其实已然是还算不错的分数了。
英国论文一般的及格起步线，本科40分，研究生50分；60分以上的属于中等或稍偏上，69以上就是distinction一等学位，拿80以上可谓是超级学霸了。一般来讲，我们国内的留学生到英国，不少人自身英语水平并非强项，不太容易给到高分的，如果能得69分以上已是很好的成绩了。此外当然也要看是什么学校，顶尖的那几个难度自然越高了。要想把论文写好得高的分数，建议在学校如果有说写论文的那些课余班，多去参加或者旁听很有裨益。另外多看看研究讲论文写作的书，都非常有好处。BBC不适会有课题研讨的一些短片或专题，都可以拿过来看，对锻炼思维方式也很有帮助。
在英国如果一旦论文没过的话，以研究生来说，通常还有两次机会，最后仍然无法通过的那就只能得到Postgraduate Diploma，这并非英国的硕士学位，只属于高等教育文凭的证明，到了我们国内也是比较难认可的。
● 本科成绩划分
英国本科学位成绩划分为四种，论文成绩如果为40为及格的话，成绩越高学位等级也越高：
First class honours (1st) 一等；
Second class honours, upper division (2:1) 二等一；
Second class honours, lower division (2:2) 二等二；
Third class honours (3rd) 三等；
用UCL(伦敦大学学院)的规定来举例子：
分数在40至49为三等；
分数在50至59为二等二；
分数在60至69为二等一；
分数在70以上为一等；
这个成绩不是看你最后的毕业论文，而是你本科三年的综合成绩！第二年和第三年的尤其重要，大部分平均分都是从第二年和第三年计算的。
● 研究生成绩划分
英国研究生学位成绩也有划分，但是分学校，有的学校不管得到多少分最后只提供Pass（通过），有的学校会分为：
Pass – 通过；
Merit – 优秀；
Distinction – 卓越；
同样，分数越高，等级约高，大家朝着Merit和Distinction奋斗吧！
仍然用UCL(伦敦大学学院)来举例子：
平均分数和毕业论文都至少获得50分可得Pass；
平均分数获得至少60分毕业论文至少获得65分可得Merit；
平均分数和毕业论文获得70分以上可得Distinction；
下面是一篇得高分的优秀英国论文，以供大家参考学习：
Introduction
Talent management is gaining worldwide recognition. Those leadership groups who do not understand the impact that talent management could have in their organisations do not reap the rewards that come with a program that is highly effective. The term ‘talent management’ is fairly new (approximately fifteen years in use). Nonetheless, it is gaining momentum as social science continues to develop evidence based decision making tools. The results that materialize give leadership groups valuable information that contributes to effective decision making. Well informed decisions are those that lead to success and mitigate the time allocated in bringing them to fruition. It is not enough to want to implement a talent management program. The process must be guided and measured to ensure that the desired outcomes are on target. However, if success were to remain constant there would be no room to learn new methods or gain newfound ideas. Failure is imminent when processes are not monitored. In addition, failure has the potential to harm the organisation and in turn, the stakeholders as well.
The Failure and Success of Talent Management Systems
The Talent Management (TM) concept is fairly new by modern day standards. Thunnissena, Boselieb, and Fruytier (2013) posit that TM began to receive global recognition ten years prior to the publication of their article. As a result, TM appears to be moving from the developmental stages of “infancy” (p. 1744) to toddler stages. The newness of TM poses implementation challenges of various sorts. Hence, resulting in faulty application methodologies. Therefore, it follows that flawed TM methodologies hinder business processes, hence, creating negative domino effects within the social organisation environment.
This paper shows how poorly implemented or absent TM strategies impact organisation processes. It also shows how scientifically validated strategies prevent potential harms from happening or eliminate the threat altogether. It addresses reasons why TM initiatives fail. There is a discussion on environmental conditions that lead to failure and the negative impact on employees. It closes with a recapitulation of the content.
TM is a human resource concept that concerns the management of people for mutually beneficial competence exploitation. A few examples of organisations failing with regard to TM are Google, Amazon, Express Scripts, SEARS, and Dillards Inc, amongst many others. Lewis (2013) finds Google to be so decalescent that he cannot imagine why anyone would quit working there. Kantor and Streitfeld (2015) refer to Amazon’s workplace environment as “bruising” (Kantor & Streitfeld 2015, para. 1). Duggan (2015) posits that America’s list of terrible companies to work for is an extensive one.
This paper is structured in the following format. The content is divided into sections
