Bussiness ManagementMBAstrategyHuman ResourceMarketingHospitalityE-commerceInternational Tradingproject managementmedia managementLogisticsFinanceAccountingadvertisingLawBusiness LawEducationEconomicsBusiness Reportbusiness planresearch proposal
英语论文题目英语教学英语论文商务英语英语论文格式商务英语翻译广告英语商务英语商务英语教学英语翻译论文英美文学英语语言学文化交流中西方文化差异英语论文范文英语论文开题报告初中英语教学英语论文文献综述英语论文参考文献
ResumeRecommendation LetterMotivation LetterPSapplication letterMBA essayBusiness Letteradmission letter Offer letter
澳大利亚论文英国论文加拿大论文芬兰论文瑞典论文澳洲论文新西兰论文法国论文香港论文挪威论文美国论文泰国论文马来西亚论文台湾论文新加坡论文荷兰论文南非论文西班牙论文爱尔兰论文
小学英语教学初中英语教学英语语法高中英语教学大学英语教学听力口语英语阅读英语词汇学英语素质教育英语教育毕业英语教学法
英语论文开题报告英语毕业论文写作指导英语论文写作笔记handbook英语论文提纲英语论文参考文献英语论文文献综述Research Proposal代写留学论文代写留学作业代写Essay论文英语摘要英语论文任务书英语论文格式专业名词turnitin抄袭检查
temcet听力雅思考试托福考试GMATGRE职称英语理工卫生职称英语综合职称英语职称英语
经贸英语论文题目旅游英语论文题目大学英语论文题目中学英语论文题目小学英语论文题目英语文学论文题目英语教学论文题目英语语言学论文题目委婉语论文题目商务英语论文题目最新英语论文题目英语翻译论文题目英语跨文化论文题目
日本文学日本语言学商务日语日本历史日本经济怎样写日语论文日语论文写作格式日语教学日本社会文化日语开题报告日语论文选题
职称英语理工完形填空历年试题模拟试题补全短文概括大意词汇指导阅读理解例题习题卫生职称英语词汇指导完形填空概括大意历年试题阅读理解补全短文模拟试题例题习题综合职称英语完形填空历年试题模拟试题例题习题词汇指导阅读理解补全短文概括大意
论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2014-07-11编辑:felicia点击率:12115
论文字数:5892论文编号:org201407082320188860语种:英语 English地区:英国价格:免费论文
关键词:Community DevelopmentCulture and Gender Affairspublic and service sectorall-embracingsocial services
摘要:社区发展部门、文化部门和性别部门是人力资源部门的基本部门,负责员工的绩效管理、培训和其他功能,保证部门遵守各种规章制度。本文作为一篇英国留学生论文,通过国家社区发展的特点,探索其发展的前景和社会中的作用。 1.2.1人力资源的使命声明 “社区发展、文化和性别事务的人力资源部门关注人力资源与战略目标、经营计划,目的是为了提高企业绩效,发展促进创新和灵活性的组织文化。”
Helps employees improve performance, increase productivity and experience personal satisfaction;
Provides the organisation with information for human resource planning.
2.3 APPLICATION OF PERFORMANCE MANAGEMENT
2.3.1 Planning
Maloa (2001) accentuate the importance of planning with his view that at the core of a good performance management rests the conception that the manager and their subordinates will develop a clear idea of what is expected. This should include prioritizing of the key elements among a multitude of tasks that face them every day.
Without this, the individual will be overwhelmed by the conflicting demands on time and as a result may fail to make the right decisions. With lucidity of performance expectations, good performance is possible. In support of the above, Finigan (1999) pointed out that in developing performance plans, it is important to define the responsibility of each position in each department and, as part of this process, two questions need to be answered namely: "What does the employee need in order to meet performance expectations?" and, "What does it mean to exceed these expectations?"
Satterfield (2003) continues by stating that the vital planning activities should include goal setting, amplification of behavioural competencies and how they would apply to the job. Therefore, the outcome of planning should be clear about the goals to be met, responsibilities to be fulfilled and the behaviours that should contribute to team and organisational success.
The compilation of job descriptions in the organization can play a significant role in this regard and would assist in establishing a certainty about what the organization expects from its employees.
2.3.2 Managing performance
Managing performance has to be an ongoing process of working towards the performance expectations. According to Maloa (2001), it is probably the most neglected area of performance management. In terms of this aspect, the manager, together with the employee, reviews the employee's performance on a periodic basis. If it is on target, or exceeding expectations, the manager provides positive comments to keep performance at a high level, but if performance is below expectations, the manager guides the employee in order to achieve improvement.
This involves developing strategies with the employee to determine appropriate action plans. Managing this process involves three main activities, namely coaching, counselling and performance review.
2.3.3 Motivation
Motivation is a basic element contributing to employee performance issues. Each person is motivated by different factors and different things (Schwartz, 1999). The first step is to figure out what will motivate your employees to do what you hired them to do. The following are views from different theorists on what motivates employees.
Various theorists have developed approaches to motivation that will seek to improve performance. (Frederic本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。