<tbody id="63n2f"></tbody>

  • <progress id="63n2f"><bdo id="63n2f"><dfn id="63n2f"></dfn></bdo></progress>

    <menuitem id="63n2f"></menuitem>
    指導
    網站地圖
    英國essay 澳洲essay 美國essay 加拿大essay MBA Essay Essay格式范文
    返回首頁

    人力資源Essay寫作:Psychological Benefit of Employee Recognition and Effect on Performance

    論文價格: 免費 時間:2022-05-11 09:13:19 來源:www.mobile1apps.com 作者:留學作業網

    本文是人力資源專業的Essay范例,題目是“Psychological Benefit of Employee Recognition and Effect on Performance(員工認可的心理效益及其對績效的影響)”,許多雇主認為,良好的工資和合理的工作時間可以留住人才。毫無疑問,他們可以,但更重要的是,留住員工的關鍵是:認可。

    一個認知項目是為了提供心理上的好處而設立的。這通常不會給公司帶來損失,而且還能鼓舞員工的士氣。因此,它被認為是提高性能的最佳方式,同時保持低成本。在就業方面,我們希望從一個職位晉升到另一個職位。我們的機器成功的關鍵因素之一是同事或雇主的推薦或贊揚。

    Introduction介紹

    Many employers believe that good wages and reasonable work hours can retain talent in the workplace. There is no doubt that they can, but more importantly, the key to employee retention is: Recognition. A recognition program is set up to provide a psychological benefit. It usually does not cost the company and still boosts employee morale. Hence it is considered as the best way to increase performance while keeping the costs low. In the case of employment, we would like to grow from one position to another. One of the key components of our successful machine is the recommendation or the praise of our colleagues or employers.

     

    經濟學Essay如何寫

    As the stress level reaches alarming levels, the depression among Millennials is increasing. Motivation plays an important role. It will not be wrong to use motivation as a synonym for elixir elixir that drives people to new, unthinkable heights. After all, we all want people to value us, to congratulate us on our work and to remember us as a paradigm of exemplary labor standards. All these expectations make it difficult for the HR department to recognize employees. There are two ways of thinking when it comes to rewarding or recognizing employees for their performance. A mindset that meets certain standards allows an employee to receive a bonus or incentive. It helps him and his colleagues to do well. In addition, this leads to healthy competition and effective target achievement. This is a win-win situation for employers / organization and employees. However, the second school of thought must be different. Thus, monetary appreciation can play a negative role in training an employee and the environment of an organization. Employees just start working to take advantage of these additional hints. It will not make a big difference for a short time, but its perverted effects will be obvious in the long run. In the long term, this can be contagious because every employee wants to be more competitive than money and does not want to think about learning and development. Sometimes ethics can be at stake: money can cause a person to break the interests of their own organization, and acknowledgment acts as a catalyst for negativity rather than motivation.Often, we encounter situations where employers are reluctant to acknowledge their employees’ performance because they often find that their employees are realizing that their efforts are becoming discomfort to their employees. These experiences make the recognition of employees rather rare.

    The Indian Scenario印度的情況

    India accounts for around one sixth of the total population, about 1.16 billion people spread over 3.2 billion kilometers. India’s expanding economy is a place for new opportunities for success and growth. But anyone who views India as an unlimited source of skills and work can be frustrated. In fact, more confusing. India’s enormous development has burdened an educational framework that is still trying to satisfy demand. A war of abilities is now in turmoil. Reward and recognition programs are becoming more and more fundamental as the pay gap and employee turnover reach new heights. India is also a strange mixture of logical inconsistencies. A generally collectivist, relationship-oriented culture, expanded globalization, and financial development have intensified the Indian tendencies for independence and individual achievement. Therefore, the nation is a very paternalistic and stratified culture – but this advanced system is in contrast to India’s strong desire to be a meritocracy.

    印度人口約占總人口的六分之一,約11.6億人分布在32億公里的范圍內。印度不斷擴張的經濟為成功和增長提供了新的機遇。但任何視印度為技術和工作無限來源的人都可能會感到沮喪。其實更讓人困惑。印度巨大的發展負擔了一個仍在努力滿足需求的教育框架。一場能力之戰正處于混亂之中。隨著薪酬差距和員工流動率達到新的高度,獎勵和表彰計劃正變得越來越重要。印度也是一個邏輯矛盾的奇怪混合體。普遍的集體主義、以關系為導向的文化、全球化的擴大和金融發展加劇了印度人追求獨立和個人成就的傾向。因此,這個國家是一個非常家長式和分層的文化,但這種先進的制度與印度成為精英的強烈愿望形成了對比。

    For Indian scholars, this social mix is a flexible exercise. Indian filmmakers – many of whom are internationally educated – specialize in exploration.

    The past twenty years have been marked by a period of strong financial improvement in India, as the changes in 1991 allowed the country to open its arms to the world. The subsequent development, and especially the attractiveness of India as a subcontractor, has had a significant impact on the corporate culture and socio-economics of the Indian workforce.

    With a GDP of around 6.4 percent, India is the third largest economy in the world and has about 450 million workers, 30 million of whom are unemployed. This unemployment is quite amazing for unskilled workers. However, the rest of the world still has an extreme shortage of talented people – especially in the computer, back-office and administration sectors. Indian colleges do not have enough places to find out about the demand for trained and competent managers and experts – which fueled the war for skills in these areas, and the need for maintenance, progress, and advances demonstrated a decent hierarchical culture for managers. In addition, there is a generational gap between experienced and experienced specialists and a more enthusiastic youth focused on the world. Organizations try to control both the intrinsic value and the talent they need for a bipartite workforce. Many associations are currently looking for ways to influence progressive Indian culture to work for them.

    印度的GDP約為6.4%,是世界上第三大經濟體,擁有4.5億工人,其中有3000萬人失業。這種失業對非技術工人來說是相當驚人的。然而,世界其他地區的人才仍然極度短缺——尤其是在計算機、后臺和行政部門。印度的大學沒有足夠的地方來發現對訓練有素、有能力的管理人員和專家的需求——這引發了這些領域的技能戰爭,對維護、進步和進步的需求顯示了管理人員體面的等級文化。此外,有經驗的專家和有經驗的專家之間還有代溝,更有熱情的青年關注世界。組織試圖控制內在價值和他們需要的人才,以形成一個雙勞動力。許多協會目前正在尋找影響進步的印度文化的方法,以便為他們工作。

    Finally, no dialogue of Indian work would be completed without discussing decent diversity. Winston Churchill has already said, “India is just a geographic expression, it is no longer a lonely nation as Ecuador.” There are more than twenty-two remarkable and many smaller dialects in India, along with seven built religions and a plethora of positions and tribes. Value is a core principle of Indian law, and organizations are being tested to deliver fair and just, yet adaptable and socially sensitive policies that can dynamically and sustainably support this dynamic and diverse population.

    Indian employees hope for impartial compensation in the face of development opportunities and “reasonable and effective enforcement criticism,” which is a step away from the traditional Indian framework known to be based on social unions with formalization, demonstrable skills, and a clear approach. “Motivation and Reward are a Critical Approach to Bringing Workers Beyond Key Roles or Responsibilities (KRA) Administrators play a particularly important role in Indian workplaces – to a limited extent, as human-centered and patristic progress implies that Working relationships and criticism are usually well-ordered Experts expect the appropriate headline to be considered What is expected of them and the Indian superiors is accustomed to flawless ingenuity – in any case, these connections generally do not work well the unmistakable low quality of Indian specialists can cover problems to a point where they will not return. A study by Indian associations cited in Forbes in 2012 found that 48% of turnover was due to poor relations between agents and administrators were to be led. Organizations look for ways to strengthen these connections.

    Strategic Incentives- new way to thrive employee recognition戰略激勵——促進員工認可的新方法

    Employees thrive in gratitude; however, their cravings can make them feel intense, as if they had been legitimately accepted in the work environment. Taking into account the ultimate goal of proper disposition and mental well-being, an employee must feel that their contribution or value has not been missed unnoticed. Encouraging them to feel that way should be an integral part of your corporate culture. But you should be careful. Legitimate motivations and recognition require a central and strategic approach to diversity. In some cases, what works in Western societies does not work in India.

    員工在感恩中茁壯成長;然而,他們的渴望會讓他們感到強烈,就好像他們在工作環境中被合法地接受了一樣??紤]到正確的性格和心理健康的最終目標,員工必須感到他們的貢獻或價值沒有被忽視。鼓勵他們這樣想應該是你公司文化中不可分割的一部分。但是你要小心。正當的動機和承認需要對多樣性采取核心和戰略性的方法。在某些情況下,在西方社會起作用的東西在印度并不起作用。

    If you find that a worker has accomplished something phenomenal and your recognition is socially special, it could lead to a reversal of the rejection, as the agent shames the future. When Indian officials respond to recognition, terrible recognition is just as perishable.

    Positive feedback, however, crosses Western social boundaries. You will see that the use of this technique to power the Indians is especially powerful. Due to the individualistic and ambitious nature of most Indian representatives, the knowledge that they have done exemplary work will help them achieve their goals. In addition, a person is sometimes unworthy of receiving positive feedback and needs negative or sharp comments in order to improve. There should be no hesitation in doing so after all feedback is important and increasing the effort of the person.

    Online networking is an important test in India. In autumn 2015, nearly 80% of the Indian market had a “phone density”, which means that 8 out of 10 people in India own a cell phone. Given the size of the nation, its decent diversity and its population, care for associations in India has become a social miracle. When you see representatives, it is important to have a method to carefully develop that recognition. Indians are generally expressive and something they can share through social networks will greatly stimulate them.

    在印度,網絡交際是一個重要的考驗。2015年秋季,近80%的印度市場擁有“手機密度”,也就是說,印度每10個人中就有8個人擁有一部手機??紤]到印度的國土面積、良好的多樣性和人口數量,照顧協會在印度已成為一個社會奇跡。當你見到代表時,重要的是要有一種方法來仔細發展這種認識。印度人一般都很有表現力,他們通過社交網絡分享的東西會極大地刺激他們。

    Due to the natural expressiveness of Indian culture, it is also an exceptional approach in building the workforce to offer employees a way to creatively communicate their triumphs and thoughts. You will also have less difficulty talking to them, so that competent employees can be distinguished and developed further. Expressive workers who feel free and mentally strong and have found the appropriate recognition will be able to speak to you on a more successful level. This correspondence can help you identify agents who have done well to find out who may have gone unnoticed. The individual has the opportunity to express himself – culturally diverse. The Indian culture, however different it may be, has many unconventional ones that cannot be neglected but are not completely alien.

    As purchasing power in India’s burgeoning currency increases, interest in commodities, governments, and experts will normally also increase, and Indian workers will probably do so too, probably the next generation. It’s a place in the world where hardworking people can outperform if they’re just perceived. Since there is such a demand for capacity in India, the right to remunerate that ability is a business for which you can expect more remarkable results in India than most Western-oriented nations. In any case, this must be done by understanding and adapting to the lifestyle and culture of the country. The quest to drive it in western form will only confuse everyone. India is really a round tang, and it cannot be made to fit in an empty space.

    With the advent of the 21st century, some companies have recognized the value of their assets. Some companies have found that the workforce can really play a catalytic role in building or divesting a business. Organizations are different. There are some who keep an eye on their representatives, even forbid the use of mobile phones in the office, and others who order grim customs and pilgrims at work.

    隨著21世紀的到來,一些公司已經認識到其資產的價值。一些公司發現,員工確實可以在建立或剝離業務方面發揮催化作用。組織是不同的。有些人甚至禁止在辦公室使用移動電話,也有些人在工作時要求嚴酷的風俗和朝拜。

    On the other hand, there are foundations that allow employees to work from home and invest in a more user-friendly schedule than to maintain a military framework. These human-face organizations turn to their workers in emergencies, supporting them, and treating the low-cost therapeutic needs of their families.

    The days when people looked for lucrative jobs in a wild office are over. Even well-paid workers agree that cash does not matter after a certain point, but a job done and a pleasant office environment that ultimately has an impact. According to a recent survey, the previous client was the king, but now it’s no less for the employee. In order for your employees to be satisfied, you gain in efficiency, a favorable working environment and overall growth. Here are some organizations that use their numbers:

    Common to all these organizations is the attitude with which they treat their employees. Through their innovative initiatives and collective efforts, these organizations succeed in fostering artists with high potential, improving the harmony of their employees and creating a collaborative work environment.

    The policy of Lemon Tree Hotels to employ people with disabilities is a risky step in the hotel industry, but it all depends on management. The learning of the sign language is obligatory from the management to the staff. By combining corporate social responsibility, ethics and employee recognition, all with infallible grace and commitment, they work well. In order to be truly persuasive and effective in your work, you need to understand the psychology of applauding others for their excellent work, to set the standards for employee recognition, and to encourage others to begin their relationships. Job.

    檸檬樹酒店雇傭殘障人士的政策在酒店業是一個冒險的步驟,但這一切都取決于管理。學習手語從管理到工作人員都是義務性的。通過結合企業社會責任、道德規范和員工認可,所有這些都帶有一貫的優雅和承諾,他們工作得很好。為了在你的工作中真正具有說服力和有效性,你需要了解為他人的出色工作而鼓掌的心理,為員工認可設定標準,并鼓勵他人開始他們的關系。的工作。

     

    人力資源Essay范例

    Gratitude is a central human need. People respond to the gratitude expressed by the recognition of their hard work and say that their work is valued. As employees and their work are valued, their growth and effectiveness increases and they are encouraged to continue or improve their excellent work. Praise and appreciation are the basis for an exceptional work environment. The individual must be considered and evaluated for his commitment. Everyone wants to be perceived as an individual or as a member of a group, and feel a sense of accomplishment for a function that is admirably accomplished or not as a valiant attempt. Everyone needs a “praise” to have influence and to feel good.

    The recognition and recognition of employees is not a witch – it is an undeniable and remarkable activity. Notwithstanding the undeniable benefits of recognizing employees, one of the undisputed truths of the workplace atmosphere is that employee recognition is bad if it happens in some way. Supervisors need to be strengthened and trained. The recognition of employees remains an undervalued management technique that can lead to quick results.

    Benefit Analysis of Recognising Employees

    Increased individual effectiveness – The demonstration of perceived driving behavior reinforces the redundancy of the desired behavior. It encourages a person to repeat certain behaviors, thereby increasing productivity. It is an exemplary behavioral research in the brain. Increased leadership strengthens the organization’s main purpose and key performance indicators.

    Increased employee satisfaction and job satisfaction – more time for concentration work and less time spent.

    Coordination of individuals and groups is recorded.

    Higher satisfaction and customer satisfaction.

    Cooperation between employees is improved.

    Incorporation of efficient employees increases – lowers the emigration rate.

    Reduction of negative effects, such as lack of presence and stress.

    Lower absenteeism and stress.

    Quantifiable change in productivity

    Measuring the immediate impact on productivity is embarrassing as it is just one of many components that affect people in every work environment. However, the contextual studies showed an influential defense that the main benefit of the Group was achieved through recognition and recognition levels. Walt Disney World Resort has implemented an employee recognition program that has increased employee satisfaction by 15% through day-to-day recognition of superiors. These results are highly correlated with high visitor satisfaction, which suggests a strong expectation of return, and is therefore geared specifically toward increasing profits.

    衡量對生產力的直接影響是令人尷尬的,因為它只是影響每個工作環境中人們的眾多因素之一。然而,背景研究顯示了一個有影響力的論點,即該小組的主要利益是通過承認和承認級別實現的。華特迪士尼世界度假村實施了一項員工表彰計劃,通過對上級的日常表彰,將員工的滿意度提高了15%。這些結果與較高的游客滿意度高度相關,這表明游客對回報有很強的期望,因此特別針對增加利潤。

    CONCLUSION結論

    In summary, Indian companies did not initially have a strategy or plan for employee recognition, but how the world is changing and how skilled workers are created. Companies take initiatives to retain their productive employees. These initiatives include a significant portion of employee recognition. Employee identification tools can vary from company to company as each company has a different ethics. Some people may feel that others are being recognized in the form of cash, but we are moving towards a better environment and working culture.

    Reward and recognition programs are the main motivator and driver of employee performance, especially in the service sectors. The design of a system adapted to the organization is very long and even binds the employees. It always requires a deep understanding of the team or person. At the same time, management must first be aware of variables that influence teamwork and motivate individuals. Even the best reward systems can disappear over time. Therefore, regular evaluation must be carried out to ensure that the purpose of the system and that of the organization go hand in hand.

    獎勵和認可計劃是員工表現的主要動力和驅動因素,尤其是在服務行業。一個適合于組織的系統的設計是很長的,甚至會約束員工。這總是需要對團隊或個人有深刻的理解。同時,管理層必須首先意識到影響團隊合作和激勵個人的變量。即使是最好的獎勵系統也會隨著時間的推移而消失。因此,必須定期進行評估,以確保系統的目的和組織的目的相輔相成。

    留學生論文相關專業范文素材資料,盡在本網,可以隨時查閱參考。本站也提供多國留學生課程作業寫作指導服務,如有需要可咨詢本平臺。

    此論文免費


    如果您有論文代寫需求,可以通過下面的方式聯系我們
    點擊聯系客服
    推薦內容
    • MBA Essay作業:Ad...

      本文是MBA專業的留學生Essay范例,題目是“AdvantagesandDisadvantagesoftheSERVQUALModel(SERVQUAL模型的......

    • MBA Essay怎么寫:S...

      ?本文是MBA專業的留學生Essay范例,題目是“SafeguardsAgainstSexualAbuseofFemaleWorkersinMNCs(防止跨國公......

    • MBA essay 模板:T...

      ?本文是MBA專業的留學生論文范例,題目是“TheCustomerSatisfactionModel(顧客滿意度模型)”本章將描述因變量顧客滿意如何與自變量感知......

    • 人力資源Essay范文翻譯:...

      本文是人力資源專業的Essay范例,題目是“RecruitmentandRetentionofKnowledgeWorkers(招聘和保留知識型員工)”,專業服......

    • 人力資源Essay結構:Cu...

      ?本文是人力資源專業的Essay范例,題目是“CulturalVariablesinMNCs(跨國公司的文化變量)”,國際商業文獻強調了全球一體化和日益增多的界......

    • MBA Essay要求:Ov...

      本文是人力資源專業的Essay范例,題目是“AReviewofAnti-BullyingandAnti-HarassmentMeasuresinAustrali......

    小辣椒AV福利在线网站
    <tbody id="63n2f"></tbody>

  • <progress id="63n2f"><bdo id="63n2f"><dfn id="63n2f"></dfn></bdo></progress>

    <menuitem id="63n2f"></menuitem>