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澳洲Essay代寫:人力資源管理的戰略和方法

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  • 澳洲Essay代寫:人力資源管理的戰略和方法

    近年來,全球市場面臨的困難和迅速變化的挑戰越來越大。因此,跨國公司和跨國公司必須尋求商業運作和人力資源管理的戰略和方法。由于人力資源被視為首要的重要因素,因此,企業領導者在創建高績效的組織中受到了重視,而有效的績效管理和績效管理的方法和方法的研究也出現了。在深入探討之前,本文介紹了績效管理的一些基本理論,并對績效管理和績效管理理論中的績效考核和績效考核進行了探討。隨后,通過比較文獻中最常用的方法和方法,討論了它們在績效管理和提高中的特點和作用。本文的下一個重要議題是提出一些現行的績效標準,并解釋它們與績效管理的相互作用。針對績效問題中常見的一些問題,提出了有效解決這些問題的策略。此外,為了更好地理解本文的主題,引入了一個假設的組織,并在本組織中實現了所提到的一些概念和方法。
     
    如anupriya(2013)認為,績效管理是績效促進的過程中,測量和改進個人多層次、團隊和組織。對績效管理過程的范圍包括績效計劃、績效反饋、員工參與,或三個維度提出的永進(2013)作為績效晉升或獎勵,公平的績效考核和績效改進管理工作的準確性。然而,它的最終目標是使員工的業績與組織的戰略目標相一致。最近的研究績效管理中心對績效管理影響組織輸出的解釋,或在績效管理的不同元素的分析,如性能測量,高級管理人員,以及有助于促進有效的績效管理、人才管理。實證結果表明,大多數企業都運用了績效管理理論,但很少有人能實施有效的流程。因此,本文著重對系統性能的改善管理的要素,為績效測量和信號傳遞理論,可以使成功和不成功的系統之間一個關鍵的區別(Michal,伊蓮和保維,2011)。
    無論所涉及的復雜的變量,首先,績效測量作為績效管理的一個重要元素經常被發現很難量化和無法實現的,特別是在以知識為基礎的產業。例如,軟件服務涉及理解和翻譯商業知識到軟件服務中,需要協作分析、實驗、創新和適應性(莫蘭,2010)。然而,這些因素與產品制造企業的銷售目標和產品數量相比難以計量。不過,三的性能測量系統被提出,如平衡計分卡、營銷儀表板和Tableau de Bord。盡管它們都是全面的度量,但僅僅顯示出好處。正如基督教,馬丁和簡(2012),績效評估系統的效益發生應用高效營銷策略,營銷的復雜性和市場的活力,可以積極聯系兩介導的營銷定位和市場知識與市場績效管理與組織績效。這些營銷理論對組織績效管理實踐提供了重要的啟示,也引出了另一個相關的議題:信號理論。
    信號理論提出,員工、顧客和股東需要有形信息,以更好地了解組織利益和未來前景。適當的信息傳遞,員工能感受到組織對他們的期望,并優化其性能,有助于組織的結果(Michal,伊蓮和保維,2011)。對組織內部的信令流程,Michal、伊蓮和保維(2011)提出了四的績效管理體系,促進。正如他們在研究中所說的,第一個推動者指的是在公司績效管理的觀點中同時使用戰術工具和戰略要素。

    澳洲Essay代寫:人力資源管理的戰略和方法

    Recent year has witnessed increasingly difficulty and quick changing global marketing challenges. Companies, multinational and national, therefore have to seek strategies and methods for business operation and human resource management. Since human resource has been perceived as first and foremost important, corporate leaders are addressed in creating high-performance organization, and researches about approaches and methods for effective performance management as well as performance management enhancement have emerged nowadays. Before further exploring, several basic theories are introduced, while performance measurements and the signaling theory which help to improve effectiveness of performance management system are given further discussion. Subsequently, by comparing the most frequently stated methods and approaches from literature, their characteristics and functions in performance management and enhancement are discussed in this essay. The next important topic of this essay is to suggest some prevailing performance standards and explain their interaction with performance management. As regards to some common concerns of the performance problems, strategies are suggested for effectively resolving these problems. Furthermore, for a better understand of this essay’s topics, a hypothetical organization is introduced, and some of the mentioned concepts and approaches are implemented in this organization.
     
    As indicated by Anupriya (2013) that, performance management is a process for performance facilitating, measuring and improving at multiple levels of individual, team and organization. And the range of the performance management process covers performance planning, feedback and employee participation, or the three dimensions presented by Yongjin (2013) as performance-based promotions or rewards, fairness and accuracy of performance appraisal plus managerial effort for performance improvement. Its ultimate aim however, is to align employee’s performance with the strategic goals of the organization. Recent study about performance management centrals on the explanation of how performance management impacts organizational outputs, or the analysis of different elements in performance management, such as performance measuring, senior managers, as well as talents management in helping to facilitate effective performance management. Empirical evidences show that most of the companies have applied the theory of performance management, however few can execute effective process. Hence, this essay focuses on elements of the system to improve the performance management, as performance measuring and signaling theory which may make a crucial difference between successful and unsuccessful systems (Michal, Elaine and Paauwe, 2011).
    Regardless of the complex variables involved, firstly, the measuring of performance as a critical element in performance management has often been found hardly quantitative and unrealizable, particularly in knowledge-based industries. The software services, for example, relate to understanding and translating business knowledge into software services, requiring collaborative effort in analysis, experimentation, innovation and adaptability (Moran, 2010). These factors however, are difficult to be measured comparing to sales targets and products volume in products manufacturing enterprises. Still, three performance measurement systems have been proposed, as the balanced scorecard, marketing dashboards and the Tableau de Bord. Despite they are all comprehensiveness measurements, yet merely show the benefits. As stated by Christian, Martin and Jan (2012), the benefits of the performance measurement system happen by applying high effective marking strategy, marketing complexity and market dynamism which may positively associate with two mediates as marketing alignment and market knowledge between market performance management and organization performance. These theories in marketing provide important implications for practices of performance management in organizations, and it also draw forth another related topic as signaling theory. 
    Signaling theory proposes that, employees, customers and shareholders need tangible information to better understand the organizational interests and future prospects. With proper information transfer, employees can sense what the organization expects of them, and optimize their performances which contribute to organizational outcomes (Michal, Elaine and Paauwe, 2011). For examining internal organizational signaling processes, Michal, Elaine and Paauwe (2011) propose four performance management system facilitators. As stated in their research, the first facilitator refers to taking both tactical tool and strategic element in companies’ view of performance management. 
     

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