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Assignment代写:Performance evaluation and incentive mechanism

2018-09-18 来源: 51due教员组 类别: 更多范文

下面为大家整理一篇优秀的assignment代写范文- Performance evaluation and incentive mechanism,供大家参考学习,这篇论文讨论了业绩评价与激励机制。如今,企业越来越意识到业绩评价和激励机制对企业的重要作用,将其提到了战略的高度,并采取了各种相应的措施来提高员工的工作积极性,培养员工的工作满意度和忠诚度。但在实践过程中业绩评价仍存在很多问题,并没有真正发挥激励作用,甚至影响了员工的工作绩效。所以企业在这种动态变化的环境中,业绩评价和激励机制也应随着环境的变化而不断地完善,以适应企业实际发展的情况。

Performance evaluation,incentive mechanism,assignment代写,paper代写,美国作业代写

At present, enterprises are more and more aware of the important role of performance evaluation and incentive mechanism for enterprises, and raise it to the height of strategy, and adopt various corresponding measures to improve employees' work enthusiasm, and cultivate employees' job satisfaction and loyalty. However, there are still many problems in the performance evaluation in practice, which do not really play a role in motivation, and even affect the performance of employees.

In terms of performance evaluation, scholars have done many researches and reached valuable conclusions, but the concept of performance evaluation has not been unified. The statistical division of the ministry of finance defines it as: determine the index system according to the relevant knowledge of operational research and statistics, make quantitative and qualitative comparative analysis according to the unified evaluation standard, summarize the operation situation of enterprises in a period, and make fair and just evaluation on the management's operation effect. In setting the indicators, we should pay attention to the internal and external factors of the enterprise to ensure that the indicators are hierarchical and systematic, and the analysis method should be scientific to achieve the complementary combination of quantitative and qualitative.

Scientific performance evaluation not only provides reliable basis for effective incentives, but also provides important reference for investors to exercise their right to choose managers. Incentive mechanism is an important part of the enterprise's internal human resource management, including spiritual incentive, salary incentive, honor incentive, work incentive, promotion incentive and so on, so as to enable employees to develop their behaviors that are conducive to the development of the enterprise in order to obtain the results of incentive. There are two types of incentive mechanism: positive incentive and negative incentive. Positive incentive is to encourage employees to act to promote the development of enterprises, and negative incentive is to curb the behaviors of employees that are not conducive to the development of enterprises. Therefore, the influence of incentive mechanism on enterprises can be divided into two aspects: promotion and inhibition. The incentive mechanism is determined by inducing factors, behavior amplitude, behavior orientation, behavior space-time system and so on. In the whole process of the operation of the incentive mechanism, the behavior information is transmitted in both directions, and the subject and object become the sender and receiver of the information alternately.

Performance evaluation and incentive mechanism, as two aspects of performance evaluation, are important parts of human resource management and important contents of modern enterprise management. The information finally shown in the performance evaluation results becomes the reference basis for the implementation of incentives. The purpose of incentives is to obtain a higher performance level and attach to the means, while the purpose of incentives is to mobilize the initiative of employees as much as possible to maximize the performance of the enterprise. In the practice of enterprise management, only a scientific and objective and reasonable evaluation of performance can ensure the implementation of incentive measures to be targeted, thus promoting the realization of enterprise goals and individual goals. The implementation results of the incentive mechanism will also be transmitted in the information exchange between subject and object, so as to adjust the scientificity and effectiveness of performance evaluation and promote further improvement of performance evaluation. Therefore, performance evaluation and incentive mechanism are mutually dependent and complementary. On the one hand, without performance evaluation, incentive mechanism will become divorced from reality. On the other hand, performance evaluation is meaningless without a follow-up incentive mechanism.

At present, many enterprises still pursue profit maximization, and the increase of profit is realized through the expansion of production scale and cost reduction. Under the current enterprise system, the ownership and management rights are separated, and the main stakeholders of the enterprise, shareholders or investors, become the main body and demand side of performance evaluation. They need to make investment decisions based on the operation and development of the enterprise to ensure the maximum benefit. However, in actual operation, enterprises tend to expand the cost-based data to the financial based data, and in the process of use, they mainly use absolute indicators to evaluate the total status of operations, but use less relative indicators that can reflect dynamic changes from multiple perspectives, lacking of scientific nature.

The indicators of performance evaluation include most of the financial indicators and a small part of non-financial indicators. Performance evaluation is a comprehensive and integrated system, but the selection of indicators can only be some measurable or representative indicators, which cannot be covered in all aspects. In this way, the authenticity of the evaluation indicator system cannot be guaranteed. Non-financial indicators account for a relatively low proportion, and their indicators have a strong subjectivity, and are generally estimated, not objective, credibility is also very low. The allocation of financial data and non-financial data will also affect the effectiveness of performance evaluation and the development of enterprises. If the financial evaluation results of big data are not sufficient, only the evaluation and results of a certain part of enterprises may play a wrong guidance for the development mode of enterprises. In addition, performance evaluation is generally aimed at the activities of a certain department, which does not take into account the contact between the department and other departments or the external environment faced by the department, which is likely to lead to the differentiation of corporate interests and large economic losses.

There is a big difference in the personal ability of leaders. Different living backgrounds, education level, values and other differences will lead to differences in enterprise development and strategic concepts, and different understanding and control abilities of enterprise goals, performance, plans and other aspects. Strategy is generally formed in the minds of leaders, but there are too few leaders who have a good grasp of enterprise development strategy and each development stage. Most of the performance evaluation only stays in the current target stage and has limited effect on the improvement of future management level.

Scientific and complete evaluation indicators must be authentic, credible and effective. Therefore, the determination of indicators must proceed from reality and make effective adjustments to the indicators in a timely manner according to changes in internal and external environment. The indicators should be as clear and detailed as possible to prevent contradictions caused by unclear rules and waste enterprise energy. At the same time, the index can not only limited to the financial indicators, but also changes according to the relevant departments, such as increasing development trend of professional and technical index, index, etc., to ensure easy access to the performance evaluation indicators, the employee recognition and actually used in enterprise management process, really exert its effect on employee motivation. In addition, enterprises should take the needs of different stakeholders into full consideration and form the most effective weight system when building the weight system.

Leaders should learn to constantly train their long-term strategic vision, set a clear goal and blueprint for the enterprise, and lead employees to make continuous efforts to achieve future success, and regard it as a standard for performance evaluation. Leaders should constantly improve the enterprise strategy according to the change of environment, and form a rolling management mode through the connection of short-term goals. Leaders are also good at employing people. They should increase the training of employees, build a strong and knowledgeable team, give them space for self-realization, and enable them to build and improve the evaluation system by themselves.

Performance evaluation serves the strategic goal of the enterprise, but the actual implementation needs to be decomposed into various links of internal control. Therefore, fairness, fairness and openness should be guaranteed as much as possible in the design of evaluation indicators. There is no conflict of interest between departments and personnel.

Corporate culture is the common values, beliefs and ways of thinking of employees. Corporate culture is the soul of an enterprise, which can change the behavior of employees in an invisible way and has a binding and incentive effect on it. The perfect performance evaluation is accompanied by the management process, which requires the prior communication and understanding of employees. The enterprise culture can obtain the commitment of employees from the perspective of subjective consciousness, so as to ensure the smooth progress of performance evaluation. At the same time, employees' understanding of performance evaluation can make the performance evaluation truly play the role of motivation. In addition, the corporate culture firmly unites the employees through clear and consistent goals and a good working atmosphere, and the employees can achieve development on the basis of performance evaluation to enhance their sense of belonging.

In a dynamic environment, performance evaluation and incentive mechanism should be constantly improved with the change of environment to adapt to the actual development of enterprises. Motivation is systematic engineering and cultural construction is the soft power of performance evaluation. The system construction of an enterprise is a process of constant adaptation and adjustment in a long term. There are still some areas that need to be improved in the current performance evaluation of the enterprise, which requires joint efforts from all aspects. Enterprises should also adhere to the concept of simultaneous development of performance evaluation and incentive mechanism, and formulate policies and systems in line with their actual development by combining with corporate culture construction, so as to enhance the centripetal force and attraction of the enterprise, improve work efficiency and enhance competitiveness.

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