HRM Assignment写作格式-构建个人绩效以实现绩效最大化。本文是一篇由本站代写服务提供的留学生人力资源管理(Human Resource Management)assignment格式范文,主要内容是讲述在一个组织中表现的活力直接受到动机和期望水平的影响。只要有做某事的欲望,表现输出的增加与锻炼的活力水平成正比。动机是期望、工具和价值的函数,期望被用作解释工作场所态度和行为决定因素的工具。换句话说,努力表现,你就会成功。以下内容就是这篇HRM Assignment写作格式范文,供参考。
Individual performance is determined by the following factors:个人表现由以下因素决定
Motivation, the desire to do the job 动机,做工作的欲望
Ability, capability, know how to do the job (cognitive ability, reasoning ability, physical ability) 能力,知道如何工作(认知能力,推理能力,身体能力)
Work environment, tool materials and information to do the job 工作环境、工具材料和信息
The energy to perform in an organization is directly influenced by the level of motivation and the expectancy. As long as the desire to do something is present, the mount of performance output is directly proportional with the level of energy exercised. Motivation is a function of expectancy, instrumentality and valance and expectancy, is used as a tool to explain the determinants of workplace attitudes and behavior. In other words try to perform and you will succeed.
Expectancy theory has three underlying concepts:期望理论有三个基本概念
The Concept of valence refers to anticipated satisfaction. While value represents the actual satisfaction that a person experience from an attained outcome. Potentially a discrepancy can occur between the anticipated satisfaction from an outcome (valence) and the actual satisfaction that it provides (its value). When such disparity occurs, the reward system implemented will lead to loss of the motivational value.
本篇assignment解释了期望值的概念是指预期的满足。而价值则代表一个人从所获得的结果中获得的实际满足感。结果的预期满意度(效价)和实际满意度(其价值)之间可能存在差异。当这种差异发生时,所实施的奖励制度将导致动机价值的丧失。
Instrumentality represents a person’s belief about the relationship between performing an action and experiencing an outcome. The high performance is most likely to occur when both the valence and instrumentality are perceived high. It is important to understand individual’s motivational behavior by not only identifying his/hers satisfaction expected as a result of attained particular outcome, but also what actually the person thinks that he /she needs to do or not, to achieve the outcome.
工具性代表一个人对执行一个动作和体验一个结果之间关系的信念。当价态和工具性都被感知为高时,最有可能出现高性能。本篇assignment提出重要的是,要了解个人的动机行为,不仅要确定他/她对所获得的特定结果的满意度,还要确定这个人实际上认为他/她需要做什么或不需要做什么来实现结果。
Expectancies, representing a link between making an effort an actual performing well. It is more like motivation based on desire and effort.
Expectancy should be accompanied by specific goals setting and type of performance desired in quantitative terms. Goals should be difficult enough, to where the individual motivation will be driven by the values received from a job well done. The concept of self-efficacy is based on the individual ability to complete the task if he/she tried. Self -efficacy can increase by: emphasis on past accomplishments, observation of others, verbal persuasion (appealing to individual self image)
期望,代表努力和实际表现之间的联系。它更像是基于欲望和努力的动机。
期望应该伴随着具体的目标设定和所期望的定量表现类型。目标应该足够困难,个人的动机将由从出色的工作中获得的价值观驱动。自我效能感的概念是基于个人在尝试的情况下完成任务的能力。自我效能感可以通过以下方式提高:强调过去的成就,观察他人,口头说服(吸引个人自我形象)
Performance management system used to improve employee development and communication 用于改善员工发展和沟通的绩效管理系统
(McCaffery (2004) explains that a key competent of learning and development support in managing performance is guidance given by line managers to develop the knowledge or skill of their subordinates.
McCaffery解释说,在管理绩效方面,学习和发展支持的关键能力是直线经理提供的指导,以发展下属的知识或技能。
(McCaffery,p139 (2004) believes that ‘performance management is a cyclical process centred on learning and development-not a fixed one-off event…performance management does not just happen, as is often(wrongly) assumed, at an annual event set up for the purpose. Formal appraisal is but a single process. The core foundation of performance management is learning and development.
McCaffery认为,“绩效管理是一个以学习和发展为中心的周期性过程,而不是一个固定的一次性事件……绩效管理并不像人们经常(错误地)假设的那样,只是在为此目的而设立的年度活动中发生。”。正式评估只是一个单一的过程。绩效管理的核心基础是学习和发展。
(Armstrong, p246 (2009) believes that performance management has a vital role in an organisation, by ‘specifically helping people to appreciate the need for developing their performance and where and how it should take place,’ and ensuring that people can learn from their experience. Performance management can help people find specific courses on or off the job or by e-learning which will satisfy their learning need. But performance management’s most essential role is the help it gives to the development of a climate for learning- a ‘growth culture’. This process helps people avoid obstacles that can arise when guiding them through work challenges. It ensures that the workers have the resources and time that they need to learn, also that management can advice and support them and give feedback that is vital for them to learn.
Armstrong认为,绩效管理在组织中发挥着至关重要的作用,它“特别帮助人们认识到发展绩效的必要性,以及在哪里和如何发展绩效”,并确保人们能够从经验中学习。绩效管理可以帮助人们在工作中或工作外找到特定的课程,或者通过电子学习来满足他们的学习需求。但绩效管理最重要的作用是帮助发展学习氛围——一种“成长文化”。这一过程有助于人们避免在指导他们应对工作挑战时可能出现的障碍。它确保员工有学习所需的资源和时间,管理层也可以为他们提供建议和支持,并提供对他们学习至关重要的反馈。
(Foot, Cook (2008) comment on the fact that often organizations want to develop by improving performance. They want to meet their strategic objectives, or gain high-performance standards in the organization, and they wish to increase profits for shareholders, develop their market share or provide better services for their customers to avail of.
Foot,Cook评论了一个事实,即组织往往希望通过提高绩效来发展。他们希望实现自己的战略目标,或在组织中获得高绩效标准,并希望为股东增加利润,发展市场份额或为客户提供更好的服务。
(Foot, Cook (2008) explain that in order to achieve these ideals, they need to select, recruit, motivates, develop and retain the best people for the job. (Foot, Cook, p277(2008) highlight that ‘learning and development is one of the key aspects in performance management which can help them achieve these things and it is also a key factor in managing talent.’
Foot,Cook解释说,为了实现这些理想,他们需要选择、招聘、激励、培养和留住最适合这份工作的人。本篇assignment强调,“学习和发展是绩效管理的关键方面之一,可以帮助他们实现这些目标,也是管理人才的关键因素。”
Individuals in an organization have the drive to improve their performance in their job, or gain new skills perhaps to get a promotion or pay increase or even move on to a more challenging and fulfilling job. (Foot,Cook(2008) believes individuals can achieve these aims with help from learning and development . Learning and development can help organizations by attracting individuals and can engage their loyalty so the organization benefits by retaining new recruits, this in turns helps the organization to optimize its current and future objectives.
组织中的个人有动力提高自己的工作表现,或者获得新技能,也许是为了升职或加薪,甚至是去做一份更具挑战性和成就感的工作。本篇assignment认为,个人可以在学习和发展的帮助下实现这些目标。学习和发展可以通过吸引个人来帮助组织,并可以吸引他们的忠诚度,从而使组织通过留住新员工而受益,这反过来又有助于组织优化其当前和未来的目标。
(Foot,Cook (2008) emphasize the fact that learning and development has gain popularity over the past years, as organizations have realized that in order to stay competitive they need to develop and utilize the knowledge of their staff as much as possible, in order to do so they need to focus their activities from training to learning.
Foot,Cook强调,学习和发展在过去几年中越来越受欢迎,因为各组织已经意识到,为了保持竞争力,它们需要尽可能多地发展和利用工作人员的知识,为此,它们需要将活动的重点从培训转移到学习。
(Foot,Cook) continues, by saying, people learn in different ways, some of these ways can be planned others, unplanned. In order for learning to occur organizations have to ensure that they create suitable environments, so that workers can clearly benefit from the learning and knowledge of their workforce.
Foot,Coo继续说道,人们以不同的方式学习,其中一些方式可以是有计划的,另一些方式是无计划的。为了实现学习,组织必须确保创造合适的环境,使员工能够明显地从员工的学习和知识中受益。
(Foot,Cook, p278 (2008) reveals that ‘the concept of individualized learning implies that this occurs in all sorts of situations, not just in the more traditional, formal training opportunities.’ Learning and development include mentoring, coaching, job swapping and work shadowing which are less formal and are more learner centered approaches to learning.
Foot,Cook揭示了“个性化学习的概念意味着这种情况发生在各种情况下,而不仅仅是在更传统的正式培训机会中。”学习和发展包括指导、辅导、工作交换和工作跟踪,这些都不太正式,更以学习者为中心。
(Wilton, p183 (2013) comments how ‘in human resource development, it is important to highlight the role of learning and development in performance management and in fostering a culture of continuous improvement.’ In a firm, (Wilton(2013) explains that employee development is considered a key mechanism through which organizational performance can be improved. Learning and development provides substantial linkages within the cycle, forming part of both the evaluation or review phrase and the planning phase. (Wilton (2013) emphasizes the fact that learning and development plays a vital role in relation to remedial action to resolve performance problems.
Wilton评论道:“在人力资源开发中,强调学习和发展在绩效管理和培养持续改进文化中的作用很重要。”在一家公司中,解释说,员工发展被认为是提高组织绩效的关键机制。学习和发展在周期内提供了实质性的联系,构成了评估或审查阶段和规划阶段的一部分。本篇assignment强调,学习和发展在解决绩效问题的补救行动中发挥着至关重要的作用。
Effectiveness of linking performance to financial reward 绩效与经济奖励挂钩的有效性
In many organizations the HR function and the business will attempt to align individual performance to a “bell curve” of anticipated or actual required performance ratings. This approach is often positioned as being necessary to reward the highest individual performers appropriately, or to justify how the actual business and individual employee performance compares to other high performing organizations (or both).
在许多组织中,人力资源职能部门和业务部门会试图将个人绩效与预期或实际所需绩效评级的“钟形曲线”相一致。这种方法通常被认为是必要的,可以适当地奖励表现最好的个人,或者证明实际业务和个人员工的表现与其他高绩效组织(或两者)相比如何。
However, when attempting to manage performance distribution across the organization the HR function is often faced with some pretty difficult questions and issues, such as, “How can we have so many high performance ratings when we aren’t achieving our organizational performance goals? Why are we paying our best performers pretty much the same as our worst performers? Are we rewarding the right people?”
然而,当试图管理整个组织的绩效分布时,人力资源职能部门经常面临一些非常困难的问题,例如,“当我们没有实现组织绩效目标时,我们怎么会有这么多高的绩效评级?为什么我们给表现最好的人的报酬和给表现最差的人的差不多?我们奖励合适的人吗?”
What is actually happening in many organizations is that they believe they are paying for one thing (performance) when in actual fact they are paying for something else.
在许多组织中实际发生的情况是,他们认为自己在为一件事(绩效)付酬,而实际上他们在为其他事情付酬。
For example, reward for promotion often exceeds annual pay increases for performance within any given level, no matter how much the employee has contributed. Therefore, employees have a much greater incentive to try to get promoted than to stay put and do an outstanding job. This issue can be exacerbated by the use of broad band’s (grades) and salary ranges; all too often, organizations implement a new approach to pay without considering how to communicate to their employees the principles of progression within a salary range.
例如,无论员工贡献了多少,在任何给定级别内,晋升的奖励往往超过绩效的年加薪。因此,比起呆在原地做出色的工作,员工尝试升职的动机要大得多。这一问题可能因使用宽带级和薪金范围而加剧;很多时候,组织在实施一种新的薪酬方法时,没有考虑如何与员工沟通工资范围内的晋升原则。
If we take another example, you may work in an organization which is results-oriented, and management is only interested in financial measures such as profit or revenue. Financial rewards are probably used as the major motivator for staff, as we have seen within the financial services sector. However, this approach may not be the right one for employees who are not motivated by financial reward and are perhaps already highly committed to the goals of the organization. In this situation, non-monetary rewards may be the way to go.
如果我们举另一个例子,你可能在一个以结果为导向的组织工作,而管理层只对利润或收入等财务指标感兴趣。正如我们在金融服务业看到的那样,经济奖励可能被用作员工的主要激励因素。然而,对于那些没有经济奖励动机、可能已经高度致力于组织目标的员工来说,这种方法可能不是正确的。在这种情况下,非金钱奖励可能是可行的。
For smaller organizations where promotion opportunities are limited, the opportunities for employees to reap financial rewards for moving up and for performing well are also limited. Linking performance and reward effectively relies on a good understanding of your organizational context, and the mix of employee motivating factors.
Bibliography 参考文献
Armstrong, Michael.(2009) Armstrong’s Handbook of Performance Management.
Clifford, Jackie, Thorpe, Sara. (2007) Advantage for your organisation.
Dam, Van Nick, Marcus, Jos, Medhurst Keith.(2007) An International Approach to Organisation and Management.
Finch, Erik(2010). A talent development approach that integrates learning and performance management is needed to retain staff. Retrieved on the 20th of March 2014.
Margaret, Foot. Cook, Caroline. (2008) Introducing Human Resource Management.
McCaffery, Peter (2004) The higher Education Manager’s Handbook; Effective leadership and Management.
Wilton, Nick (2013) An Introduction to Human Resource Management.
对于晋升机会有限的小型组织来说,员工因升职和表现出色而获得经济奖励的机会也有限。有效地将绩效和奖励联系起来取决于对组织环境和员工激励因素的良好理解。本站提供各国各专业assignment格式范文,assignment代写以及assignment写作辅导,如有需要可咨询本平台。
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