MBA Essay写作范文-人才管理策略不佳的负面影响。本文是一篇留学生MBA Essay范文，主要内容是讲述人才管理正在获得全世界的认可。那些不了解人才管理在其组织中可能产生的影响的领导团队无法获得高效项目带来的回报。MBA Essay文中提出“人才管理”一词相当新（大约使用了十五年）。尽管如此，随着社会科学继续开发基于证据的决策工具，这一趋势正在增强。具体化的结果为领导小组提供了有助于有效决策的宝贵信息。明智的决策是指那些导致成功并减少实现这些决策所分配的时间的决策。仅仅想实施人才管理计划是不够的。必须对该过程进行指导和衡量，以确保预期结果达到目标。然而，如果成功保持不变，就没有学习新方法或获得新想法的空间。如果不监控流程，则故障即将发生。此外，失败有可能损害组织，进而损害利益相关者。下面就一起来参考这篇符合国外essay格式要求的MBA Essay范文的全部内容。
Introduction 引言
Talent management is gaining worldwide recognition. Those leadership groups who do not understand the impact that talent management could have in their organisations do not reap the rewards that come with a program that is highly effective. The term ‘talent management’ is fairly new (approximately fifteen years in use). Nonetheless, it is gaining momentum as social science continues to develop evidence based decision making tools. The results that materialize give leadership groups valuable information that contributes to effective decision making. Well informed decisions are those that lead to success and mitigate the time allocated in bringing them to fruition. It is not enough to want to implement a talent management program. The process must be guided and measured to ensure that the desired outcomes are on target. However, if success were to remain constant there would be no room to learn new methods or gain newfound ideas. Failure is imminent when processes are not monitored. In addition, failure has the potential to harm the organisation and in turn, the stakeholders as well.
The Failure and Success of Talent Management Systems 人才管理系统的失败与成功
The Talent Management (TM) concept is fairly new by modern day standards. Thunnissena, Boselieb, and Fruytier (2013) posit that TM began to receive global recognition ten years prior to the publication of their article. As a result, TM appears to be moving from the developmental stages of “infancy” (p. 1744) to toddler stages. The newness of TM poses implementation challenges of various sorts. Hence, resulting in faulty application methodologies. Therefore, it follows that flawed TM methodologies hinder business processes, hence, creating negative domino effects within the social organisation environment.
以现代标准衡量，人才管理概念相当新。Thunnissena、Boselib和Fruytier认为TM在其文章发表前十年开始获得全球认可。因此，TM似乎正在从“婴儿期”的发展阶段过渡到幼儿阶段。TM的新特性带来了各种各样的实现挑战。因此，导致了错误的应用方法。因此，有缺陷的TM方法会阻碍业务流程，从而在社会组织环境中产生负面多米诺骨牌效应。
This paper shows how poorly implemented or absent TM strategies impact organisation processes. It also shows how scientifically validated strategies prevent potential harms from happening or eliminate the threat altogether. It addresses reasons why TM initiatives fail. There is a discussion on environmental conditions that lead to failure and the negative impact on employees. It closes with a recapitulation of the content.
本文展示了执行不善或缺乏TM策略是如何影响组织过程的。它还展示了经科学验证的策略如何防止潜在危害的发生或完全消除威胁。它解决了TM倡议失败的原因。讨论了导致失败的环境条件以及对员工的负面影响。最后对内容进行了概述。
TM is a human resource concept that concerns the management of people for mutually beneficial competence exploitation. A few examples of organisations failing with regard to TM are Google, Amazon, Express Scripts, SEARS, and Dillards Inc, amongst many others. Lewis (2013) finds Google to be so decalescent that he cannot imagine why anyone would quit working there. Kantor and Streitfeld (2015) refer to Amazon’s workplace environment as “bruising” (Kantor & Streitfeld 2015, para. 1). Duggan (2015) posits that America’s list of terrible companies to work for is an extensive one.
TM是一种人力资源概念，涉及对人员的管理，以实现互利的能力开发。谷歌、亚马逊、Express Scripts、西尔斯和迪拉德公司等许多组织在TM方面失败。Lewis发现谷歌如此脆弱，以至于他无法想象为什么有人会放弃在那里的工作。Kantor和Streitfeld将亚马逊的工作环境称为“擦伤”。Duggan认为，美国的糟糕公司名单范围很广。
This paper is structured in the following format. The content is divided into sections with subsections for discussion clarity. The failure or success of talent management topics are discussed as well. Thereafter, discussions address reasons for talent management failure, and negative affects on business. Preventive applications for the success of talent management discuss secondary subtopics that fall within the parameters of the bigger picture concept. The paper closes with concluding comments.
本文的结构如下。为了便于讨论，内容分为几个小节。本文还讨论了人才管理的成败问题。此后，讨论了人才管理失败的原因，以及对业务的负面影响。人才管理成功的预防性应用讨论了大局概念参数范围内的次要子主题。本文以结论性意见结束。
Reasons for Talent Management Failure 人才管理失败的原因
According to May (2015), employees leave organisations for many reasons. For example, a few of those reasons are unhappiness with their jobs, dissatisfaction with poor management strategies, and or ineffective leadership. Thunnissena, Boselieb, and Fruytier (2013) attribute potential failures to demographics, retiring baby boomers, mobile technology, and increasing globalization. Lockwood (2006) asserts that the lack of leadership commitment has a nullifying effect on the TM process
Allen, Bryant, and Vardaman (2010) discuss employee turnover, dissatisfaction with salaries, and application of a one-size-fits-all retention strategy. They assert the existence of an erroneous management assumption, that all exits from the organisation fit a standard pattern. Downs and Swailes’s (2013) discuss the lack of social and ethical applications to talent management that affect employees in various ways. McDonald, Dear and Backstrom (2008) contribute to the discussion of specific discriminatory management practices.
员工离开组织的原因很多。例如，其中一些原因是对工作的不满、对糟糕的管理策略的不满和/或领导不力。Allen、Bryant和Vardaman讨论了员工流动、对工资的不满以及“一刀切”的保留策略的应用。他们断言存在错误的管理假设，即组织的所有出口都符合标准模式。Downs和Swailes讨论了人才管理缺乏社会和道德应用，这会以各种方式影响员工。McDonald、Dear和Backstrom对具体的歧视性管理做法进行了讨论。
Negative Affects (NA) on Business 对业务的负面影响（NA）
Negative affects occur for many reasons. The discussion herein refers to few negative affects that are detrimental to the profitability or production in organisations. According to Duan, Lam, Chen, & Zhong (2010), employees become emotional when confronted with affective situations. As a result, some negative behaviors elicit retaliatory behaviors that do not benefit the organisation at all.
产生负面影响的原因有很多。本文讨论的是一些对组织盈利能力或生产不利的负面影响。员工在面对情感情境时会变得情绪化。因此，一些负面行为会引发报复行为，对组织毫无益处。
Detailed Discussions: NA Related with Employee Groups 详细讨论：与员工群体相关的NA
Unhappy Employees. Song and Ybarra (2008) posits that unhappiness maybe be the potential result of situational demands. Additionally, he argues that unhappiness comes from the absence of “positive influence” (Song and Ybarra 2008, p. 57). Unhappiness falls under the umbrella of psychological well-being. As a result, environmental situations influence how employees perceive the events happening in the social environment. Hence, the potential for increased employee unhappiness contribute to dysfunctional work relationships. Thereby, affecting the employee as well as business productivity (Song and Ybarra 2008).
不开心的员工。Song和Ybarra认为，不快乐可能是情境需求的潜在结果。此外，他认为不快乐来自于缺乏“积极影响”。不快乐属于心理健康的范畴。因此，环境状况会影响员工对社会环境中发生的事件的感知。因此，员工不幸福感增加的可能性会导致工作关系失调。从而影响员工和企业生产力。
Employee Turnover. De Mesquita-Ferreira and de Acquino-Almeida (2015) argue that employee turnover poses a serious threat to organisations. They assert that employees who leave the organisation are replaced by new employees who lack equivalent competence as the person who left. As a result, organisation productivity decreases all the while the new employee is adapting to the organisations’ culture. For example, profit organisations may experience lower revenues due to lower productivity. Another example is that non-profit organisations may experience interference with public programs or services due to understaffing situations.
员工流动率。De Mesquita Ferreira和De Acquino Almeida认为，员工流失对组织构成了严重威胁。他们断言，离开组织的员工将被新员工所取代，这些新员工缺乏与离开者同等的能力。因此，在新员工适应组织文化的同时，组织生产力一直在下降。例如，盈利组织可能会因生产力下降而收入下降。另一个例子是，由于人手不足，非营利组织可能会受到公共项目或服务的干扰。
Poor Management Strategies. Toterhi and Recardo (2013) affirm that recovering from business failure is challenging and time consuming. When managers decide to cut TM budgets, they cripple the TM process altogether. Thereby, making budget cutting a poor management strategy. For example, lost revenue is one result of budget cutting decisions because budgets buy sales training, sales training increase closing skills, the more closed sales are transacted, the greater profit potential for the organisation. Therefore, it is in the best interest of all stakeholders that revenues increase (Poor 2008).
糟糕的管理策略。Toterhi和Recardo确认，从商业失败中恢复是具有挑战性和耗时的。当管理者决定削减TM预算时，他们会彻底削弱TM流程。因此，削减预算是一种糟糕的管理策略。例如，收入损失是预算削减决策的结果之一，因为预算购买了销售培训，销售培训提高了结束技能，完成的销售越多，组织的利润潜力就越大。因此，增加收入符合所有利益相关者的最佳利益。
Changing Demographics. Meier and Loewenbein (2003) found that an aging population create adversarial circumstances. Consider for example, that baby boomers are extending their retirement as a result of improved health. Suddenly, there are integrated age groups that engage in conflicting engagements, thereby complicating the coworker relationship. The age mix has become a cause for new social science research on workplace intergenerational conflict (O’Bannon 2001).
不断变化的人口统计。Meier和Loewenbein发现，人口老龄化会造成不利的环境。例如，婴儿潮一代由于健康状况的改善而延长了退休时间。突然之间，出现了参与相互冲突的活动的一体化年龄组，从而使同事关系复杂化。年龄组合已成为对工作场所代际冲突进行新的社会科学研究的原因。
Weak Senior Management Commitment. Prabhu and Robson (2000) found that a lack of committed financial resources had a detrimental affect (NA) on talent management initiatives. For example, it is not unusual for TM programs to become the target of budget cuts as a management directive to reduce costs. Such reductions eliminate opportunities for workforce development. They also increase the probability of low employee retention rates. In addition, leadership influence on employee engagement decreases (Prabhu & Robson 2000).
高级管理层承诺薄弱。Prabhu和Robson发现，缺乏承诺的财政资源对人才管理计划有不利影响。例如，作为降低成本的管理指令，TM项目成为预算削减的目标并不罕见。这种减少消除了劳动力发展的机会。它们还增加了员工留用率低的可能性。此外，领导层对员工敬业度的影响降低。
Duan, Lam, Chen, & Zhong (2010) assert that the NA of weak commitment eventually creates unhappy employees who have the potential to interfere with business processes in retaliation. According to Duan, Lam, Chen, & Zhong (2010), retaliatory behaviors “… may hurt colleagues or organizations…” (p. 1288). The NA of weak commitments also trickle down to employees as they perceive that leadership executives have dysfunctional habits of making promises never kept. Negative affects create potential opportunities for unethical behaviors to take place.
弱承诺的NA最终会造成不愉快的员工，他们有可能干扰业务流程进行报复。报复行为“……可能伤害同事或组织……”。当员工意识到领导层高管有做出从未兑现的承诺的不良习惯时，弱承诺也会渗透到他们身上。负面影响为不道德行为的发生创造了潜在机会。
Lack of Social And Ethical Applications. According to Hartman, DesJardins, and MacDonald (2014), and Rhodes (2006), Enron was an example of an organisation lacking social responsibility and ethical leadership. Using Enron as an example demonstrating an organisation that ignored its obligation of social responsibility has become the standard norm. The leaderships lack of moral responsibility harmed many stakeholders, namely, the public, private investors, institutional investors, as well as employees. As a result, millions of stakeholders lost life savings, investments, and 401-Ks’. Consequently, the organisation sealed its defunct fate by engaging in socially irresponsible and unethical business practices.
缺乏社会和道德应用。根据Hartman、DesJardins、MacDonald和Rhodes，安然是一个缺乏社会责任和道德领导力的组织。以安然为例，说明一个忽视社会责任义务的组织已成为标准规范。领导层缺乏道德责任损害了许多利益相关者，即公众、私人投资者、机构投资者以及员工。因此，数以百万计的利益相关者失去了生命储蓄、投资和401 Ks’。因此，该组织通过从事不负社会责任和不道德的商业行为，终结了其已不复存在的命运。
Discrimination. Perhaps the most obvious and probably the most detrimental discrimination to the workforce is that of sexual harassment (SH). Cheri-Gay (2015) says that fifty years of legal issues and law redefinitions concerning SH, that society is still making the attempt to redefine exactly what the word sexual means. Sexual harassment is one of many forms of discrimination prevalent in organisations. Discriminatory SH destroys families, emotionally scars workers, society loses trust and faith, and the organisations existence is threatened by lawsuits and other environmental repercussions (Cheri-Gay, 2015).
区别对待也许对劳动力最明显、最有害的歧视是性骚扰。Cheri Gay表示，五十年来关于SH的法律问题和法律重新定义，社会仍在试图重新定义“性”一词的确切含义。性骚扰是组织中普遍存在的多种歧视形式之一。歧视性SH摧毁家庭，在情感上给工人留下伤痕，社会失去信任和信心，组织的存在受到诉讼和其他环境影响的威胁。
Preventive Applications for Successful TM 成功TM的预防性应用
A look into the popularity of TM provided over twenty-three million websites. Therefore, one can consider that TM is a desirable way to achieve organisation success. Evidence based strategies promote validated alternatives for organisation success. In contrast, the attempt to reinvent the scientific evidence becomes a challenging feat. According to Allen, Bryant, and Vardaman (2010) social science promotes preventive TM application with scientifically validated strategies (SVS). SVS for TM promises a significant return on investment. Following, are a few SVS that encourage successful outcomes for the organisation.
一项对TM流行程度的调查提供了超过2300万个网站。因此，可以认为TM是实现组织成功的理想方式。基于证据的策略促进了组织成功的有效替代方案。相反，试图重新创造科学证据成为一项具有挑战性的壮举。根据Allen、Bryant和Vardaman的观点，社会科学利用科学验证的策略（SVS）促进预防性TM应用。SVS for TM承诺获得可观的投资回报。以下是一些SV，它们鼓励组织取得成功。
Talent Assessment 人才评估
According to Rothwell and Kazanas (2003), assessing employee talents begins a decision making process that becomes well informed and structured. Assessments are business tools that identify competency and skill weaknesses, as well as, strengths in the same area. The management team benefits from a decision making strategy that clarifies what competencies and skills they want to focus on. They will able to make decisions that create learning and development opportunities without second guessing themselves. Another benefit manifests itself as a time savings factor because of the SVS factor.
根据Rothwell和Kazanas，评估员工人才开始了一个信息充分、结构合理的决策过程。评估是识别能力和技能弱点以及同一领域优势的商业工具。管理团队受益于一种决策策略，该策略明确了他们想要关注的能力和技能。他们将能够做出创造学习和发展机会的决策，而无需事后猜测。由于SVS因素，另一个好处体现为节省时间的因素。
Social Responsibility and Ethical Decision Making 社会责任与道德决策
Social responsibility is on its way to becoming a driving force in society. The term social responsibility encourages ethical behaviors grounded in morality (Rhodes, 2006). Therefore, one can consider moral decision making as a strategy that supports the moral leadership model. Therefore, it follows that moral leadership discourages behaviors that benefit the minority, but harm the majority (Hartman, DesJardins, & MacDonald 2014; Rhodes 2006).
社会责任正在成为社会的推动力。社会责任一词鼓励基于道德的道德行为。因此，可以将道德决策视为支持道德领导模式的策略。因此，道德领导不鼓励有利于少数但损害多数的行为。
Socially responsible behavioral codes include instituting a decision making process that determines the facts, identifies all stakeholders, and considers multiple alternatives on the affective nature of the issue at hand. After the information collection process, decision makers have the power to do what is right for all stakeholders. This can only be accomplished if the decision maker lives by moral values (Hartman, DesJardins, & MacDonald 2014; Rhodes 2006).
社会责任行为准则包括制定决策过程，确定事实，识别所有利益相关者，并考虑手头问题的情感性质的多种选择。在信息收集过程之后，决策者有权为所有利益相关者做正确的事情。只有决策者以道德价值观为导向，这一点才能实现。
Characteristics of morally focused decision makers are promoted by Rhodes (2006) as possessing the following, commitment to moral values, insightful transformation, courage, and positive communication skills. Leite, de Aguiar Rodrigues, and de Albuquerque (2014) posit that commitment is a behavior that engages motivation and a desire to do. Insightful transformation requires self knowledge. That knowledge comes from environmental stimulation that incorporates discernment and cognitive perception. Thereafter, social stimulation determines if one will do the right thing (Lewis, 2008).
Rhodes认为，注重道德的决策者具有以下特征：对道德价值的承诺、深刻的转变、勇气和积极的沟通技能。Leite、de Aguiar Rodrigues和de Albuquerque认为，承诺是一种包含动机和愿望的行为。深刻的转变需要自我认识。这些知识来自环境刺激，包括辨别和认知。此后，社会刺激决定了一个人是否会做正确的事情。
Courage. koerner (2014) discusses courage as a social identity construct. The stated construct engages one’s ability to sort through environmental input and use it to make a decision on the actions to be taken. Courage is a form of oppositional behavior that seeks to relieve social stimulation pressures. Relief transpires into the action that is linked to moral values (Koerner 2014).
勇气科尔纳将勇气视为一种社会身份建构。所述结构涉及一个人对环境输入进行排序的能力，并使用它来决定要采取的行动。勇气是一种对抗行为，旨在缓解社会刺激压力。救济体现在与道德价值观相关的行动中。
Positive Communication Skills. Smart and Featheringham (2006) discuss effective communication as a skill that employers seek because it is critical for business operations. Effective communication skills allow employees to enter the organisation. Ineffective communication skills lead to conflicting situations. As a result, such events deprive the organisation of productive time. Articulation, writing, and good listening skills facilitate cross-functional interaction. These skills touch everything from accounting, to computers, and finance (Smart & Featheringham 2006).
积极的沟通技巧。Smart和Featheringham讨论了有效沟通是雇主寻求的一种技能，因为它对企业运营至关重要。有效的沟通技巧使员工能够进入组织。无效的沟通技巧会导致冲突的情况。因此，此类事件剥夺了组织的生产时间。发音、写作和良好的听力技能有助于跨职能互动。这些技能涉及会计、计算机和金融等各个领域。
Establish Accountability 建立问责制
Establishing Accountability. Accountability contributes value to pre-established organisation processes. According to Kotter and Cohen (2005), accountability assignment is a leadership commitment to accept responsibility for all outcomes of business processes. Accountability requires a standard of method of operation that enhances business processes. As a result, the focal factor becomes the measurement of employee competency relative to business processes and not their skills set. Employees are in need of assistance in understanding how their jobs contribute to business functions. Kotter and Cohen (2005) suggest that employees who perceive their jobs as an asset to the organisation increase their productivity as a result of feeling important to the company.
建立问责制。问责制为预先建立的组织流程提供价值。责任分配是一种领导承诺，对业务流程的所有结果承担责任。问责制需要一种标准的操作方法，以增强业务流程。因此，重点因素成为相对于业务流程而不是其技能集的员工能力的衡量。员工需要帮助了解其工作对业务功能的贡献。Kotter和Cohen认为，如果员工认为自己的工作是组织的资产，那么他们会因为觉得自己对公司很重要而提高生产力。
Encourage Engagement and Partnership Collaboration 鼓励参与和伙伴合作
Encouraging Engagement. Engagement is about inspiring employees to become active volunteers of their job requirements.
鼓励参与。敬业度是指激励员工成为其工作要求的积极志愿者。
Establishing a two-way communication process contributes towards voluntary engagement. Establishing focus groups and feedback debriefs increase the potential for significant engagement. Listening to employee concerns adds value to their emotional well being. In return, they reciprocate by increasing their production (Kotter & Cohen 2005).
建立双向沟通过程有助于自愿参与。建立焦点小组和反馈总结会增加重要参与的可能性。倾听员工的担忧会为他们的情绪健康增加价值。作为回报，他们通过增加产量来回报。
Partnership Collaboration. Implementing participatory leadership (PL) strategies increases productivity and engagement. Somech (2003) asserts that participatory leadership creates an employee bond that encourages their engagement further. As a result, morale is high. This application increases productivity and enhances services for the business (Somech 2003).
伙伴合作。实施参与式领导战略可以提高生产力和参与度。Somech认为，参与式领导创造了一种员工纽带，鼓励他们进一步参与。因此，士气高涨。该应用程序提高了生产力并增强了业务服务。
Conclusion 结论
The purpose of this paper was to discuss how poor talent management strategies negatively impacts organisations and employees. Presented herein are discussions that show how ineffective leadership interferes with organisation success. There are discussions on employee unhappiness, dissatisfaction, discrimination, weak leadership commitments, employee turnover, and changing demographics written to show the negative impact on organisations. In similar fashion, there are discussions on ways that those negatives can be prevented or eliminated altogether by using scientifically validated strategies. Explicit scientifically validated strategies show ways that the negative outcomes could contribute to leadership effectiveness.
MBA Essay范文旨在探讨糟糕的人才管理策略如何对组织和员工产生负面影响。MBA Essay范文讨论了无效领导如何干扰组织成功。有人讨论了员工不快乐、不满、歧视、领导承诺不足、员工离职以及人口统计数据变化对组织的负面影响。同样，也有人讨论了如何通过使用经科学验证的策略来预防或完全消除这些负面影响。明确的、经科学验证的策略表明，负面结果可能有助于提高领导效能。本站提供各国MBA Essay写作指导服务，如有需要可咨询本平台。