代写thesis

加拿大论文代写:绩效管理系统

加拿大论文代写:绩效管理系统

良好的绩效管理系统并不是一个组织过程,只限于笔和纸和使用复杂的软件和工具。每年作为仪式审查员工的表现也不是良好表现的关键。这是由组织与员工一起进行的活动,以便相互获益(Sielearning.tafensw.edu.au,2015:293-298)。为此,组织需要复杂地了解员工,他们的优缺点,工作风格等等,使得评估结果有助于员工更有效率和更高效(Gomez-Mejia,Balkin&Cardy,2001:121- 129)。该体系需要从根本上确保组织中的每个人都受益匪浅。
因此,建议的系统的广泛框架有六个基本阶段,从知道组织现在在评估过程的角度开始。一旦知道这个缺点,这个过程可以根据组织策略进行修改。那么员工的目标是在与员工进行全面和建设性的讨论之后确定的,所以决定的目标是相互同意的(Sansone&Harackiewicz,2000:395-423)。绩效的评估将在全年定期进行,并在今后几年完成,即对今后一年的目标和期望进行定义。具体和明确的反馈非常关键。
目前,宝洁绩效管理体系遵循了MBO原则或目标管理原则,强调最终结果和实现目标。该组织的重点是员工满意度和责任感,而不管公司员工的职位和职位如何。即使相当有效的这种方法的缺点是给予设定不切实际的期望的空间。

加拿大论文代写:绩效管理系统

A good performance management system is not plainly an organizational process that is limited to the pen and paper and use of sophisticated software and tools. Reviewing the performance of an employee on an annual basis as a ritual is also not the key to good performance. It is an activity that is to be carried out by the organization along with the employee so that there is mutual gain (Sielearning.tafensw.edu.au, 2015:293-298). For this the organization needs to intricately understand the employee, their strengths and weaknesses, styles of working and a lot more so that the results of the assessment helps the employee in being more effective and productive (Gomez-Mejia, Balkin&Cardy, 2001:121-129). The system needs to fundamentally assure that everyone in the organization is benefited and puts in their best at work.
Hence, the broad framework of the system suggested has six basic phases that begins with knowing where the organization is now in terms of the evaluation process. Once the shortcomings of this is known well the process can be modified in accordance with the organizational strategy. Then the goals for the employee are to be set after a comprehensive and constructive discussion with the employee so that the goals decided are mutually agreeable (Sansone&Harackiewicz, 2000:395-423). The evaluation of performance is to be done periodically throughout the year in multiple stages and at the completion of the year when the goals and expectations for the forthcoming year are defined. Feedback that is specific and clear is very critical.
The current system for performance management at P & G follows the MBO principle or the Management by Objectives principle that places emphasis on the end results and the objectives achieved. The organization focuses on employee satisfaction and accountability regardless of the position and title of the employee in the company. This method even though quite effective has a disadvantage of giving room to set unrealistic expectations.