HRM Essay格式范文-人力资源管理战略。本文是一篇留学生essay写作范文，主要内容是讲述关于很难定义的“人力资源管理”。这个术语基本上有两种不同的方法。它被用来解释书籍中所涵盖的管理运动的主体，作为一种方式和另一种方式，它是一个平等和广泛使用的术语，用于为管理人员提供细致的织布机，这与第一个方面（即“人事管理”）明显不同。下面就一起来看一下这篇留学生HRM Essay范文。
It is very difficult to define ‘Human Management Resources’. This term basically work with in two different approach. It is used to explain the body of management movements covered in books as a one way and other way it is a term equally and extensively used to contribute meticulous loom to the managing persons which is obviously diverse from the first aspect i.e. of ‘personnel management’.
Armstrong, 2007
Aims of HRM:人力资源管理的目标
The main and the primary aim of the human resource management is to achieve the sucsess in organization by the pople. According to Ulrich and Lake (1990), ‘HRM systems can be the roots of organizational potentialities that allow firm to learn and capitalize on new chances.’
Armstrong, 2007
人力资源管理的主要和首要目标是实现人民组织的成功。根据Ulrich和Lake的观点，“人力资源管理系统可以成为组织潜力的根源，使企业能够学习和利用新的机会。”
Introduction – How well did your manager manage your stress?引言–您的经理如何管理您的压力？
The basic and the important task of the Human Resource Management is to manage the employees and get the work done properly by satisfying the employees by giving them bonus or some kind of awards if they are working good for the company and in short we can say that company should give rewards to the employees which are working hard and should give something in returns to the employees so they will be more interested in the working of the company. Basically the topic says that how manager manage your stress. That clearly means that manager is the person who is answerable to the head persons for the work and task been performed. Thus manager is the person who will manage everything and make sure that the work is been done on time and with the perfection. Thus manager manage stress by giving him/her extra complements about the work and will give a good feedback to the head persons which will give rise to the extra bonus and rewards to the particular person.
人力资源管理的基本任务和重要任务是管理员工，通过给员工奖金或某种奖励来让他们满意，从而使他们能够正确地完成工作，如果他们为公司做得好，简而言之，我们可以说，公司应该给努力工作的员工奖励，并应该给员工一些回报会对公司的工作更感兴趣。基本上，主题是经理如何管理你的压力。这显然意味着经理是对负责人负责工作和任务的人。所以，经理是一个能够管理一切并确保工作按时、完美完成的人。因此，经理通过对工作给予额外的补充来管理压力，并将向主管人员提供良好的反馈，从而为特定人员带来额外的奖金和奖励。
Atkinson, William. Electric Light & Power, Vol. 82.
Zofi, Yael Sara, For the Continuing Care Professional, Vol. 58
Ross, Judith A., Harvard Management Update, Apr2009.
Specific HR Strategies:具体人力资源策略
The specific HR strategies set out what the organization intends to do in areas such as: 具体的人力资源战略规定了组织打算在以下领域做什么：
Continuous improvement – Providing for continuous and focused incremental innovation sustained over a period of time.
Talent management – How exactly the firm intends to ‘win the war of talent’.
持续改进–在一段时间内提供持续的、有重点的增量创新。
人才管理——公司究竟打算如何“赢得人才之战”。
Resourcing – Retaining and attracting high-quality people. 资源——留住和吸引高素质人才。
Knowledge management – Capturing, creating, sharing, acquiring and using instruction to improve the performance and learning.
Reward – There should be a perfect goal of the organization that what organization need to do in the longterm implement and develop the reward policies, processes and practices will help the further accomplishments of the business objectives and needs of stakeholders.
Learning and developing – The employees should be encouraged to develop and learn by providing them such an environment.
Employee relations – Determine the aim of the organization about the basic requirement that they want to achieve i.e. which they want to get it done and what are the needs that are to be distorted in the traditions in which the business runs its connection with employees and their trade unions.
知识管理–获取、创建、共享、获取和使用指导来提高绩效和学习。
奖励–组织应该有一个完美的目标，即组织在长期内需要做什么，实施和制定奖励政策、流程和做法，将有助于进一步实现利益相关者的业务目标和需求。 学习和发展–应鼓励员工通过提供这样的环境来发展和学习。
员工关系–确定组织的目标，即他们希望实现的基本要求，即他们想要实现的目标，以及在企业与员工及其工会的关系中，哪些需要被扭曲。
Susman. Broker Magazine, Jun/Jul2004.
Miller, Jeffrey. Insurance Advocate, 3/10/2008.
Lacey, Holda. Travel Trade Gazette UK & Ireland, 6/10/2005.
Bolton, Brian. Personnel Psychology, Spring80, Vol. 33.
Let us take an example to understand it more clearly; here we will focus on the current stress management system employed by KFC and its analysis. KFC hasn’t employed any particular system to monitor stresses of their employees but they are compliant to the local labor and health safety law. This permits them to discount their stress management system. As compliance with those laws make them to stop doing any unethical and unlawful activities.
让我们举个例子来更清楚地理解它；这里我们将重点介绍肯德基目前采用的压力管理系统及其分析。肯德基没有采用任何特定的系统来监控员工的压力，但他们遵守当地的劳动和健康安全法。这使得他们可以对自己的压力管理系统大打折扣。因为遵守这些法律使他们停止任何不道德和非法的活动。
There are other issues which are also related to stress management this things are not part of any law but these are the management practice by the KFC authority. These are presented below:
还有其他问题也与压力管理有关，这不是任何法律的一部分，但这是肯德基当局的管理实践。如下所示：
Employees are allowed to take leave in case of stress related physical disorders and this leave are on payment.
In case of burglary or something unwanted on the work place which can cause stress on their employees mind they send them to leave on payment.
如果员工出现与压力相关的身体疾病，可以休假，并且这种休假是带薪的。
如果工作场所发生入室盗窃或其他不必要的事情，这可能会给员工带来压力，他们会让他们带薪离开。
They solve other minor stress related issues by counseling the problem and supporting morally or physically whichever is needed or both (varies to demand of the situation).
As these topics indicate that they are protected by the law mentions above which gives a substantial protection against stress. And this also allows KFC to maintain good level of satisfaction. In spite of not having a proper stress management system but complying with these laws control the stress at workplaces.
他们通过对问题进行咨询，并在道德上或身体上支持任何需要的人，或两者兼而有之（视情况需要而定），来解决其他与压力相关的小问题。正如这些主题所表明的，它们受到了上述法律的保护，该法律对压力提供了实质性的保护。这也让肯德基保持了良好的满意度。尽管没有适当的压力管理系统，但遵守这些法律可以控制工作场所的压力。
How well did your manager manage your stress?你的经理如何管理你的压力？
The manager is a person in the job unit who takes all my stress away as when I have a stress of going college he is the person who manages my job properly and give me an alternative way. The manager is a person whom you can directly approach and who is answerable to the employees and the head authorities as well. Manager at the market place has all the authority to do but he always does the thing which will give the maximum benefit to the company and will give up maximum to the organization as if organization gets good profit than obviously that manager will get a reward out of it and will probably get a promotion as well. The manager is a person who manages the employees stress at the work place as well.
经理是工作单位里的一个人，他能消除我所有的压力，因为当我有上大学的压力时，他能妥善地管理我的工作，并给我一种替代的方式。经理是一个你可以直接接触的人，他对员工和主管部门负责。市场上的经理有一切权力去做，但他总是做能给公司带来最大利益的事情，并且会给组织带来最大利益，就像组织获得了很好的利润一样，显然，经理会从中得到回报，也可能得到晋升。经理也是管理员工在工作场所的压力的人。
There are so many kind of stress seen at the work place like too much work, sometimes have to work overtime, sometime the target is very high to achieve. Thus this are the ways to be taken into consideration by the manager at the workplace as the manager wants to decrease the stress of the employee on the workplace. The stress is reduced by the manager to get the accuracy in the work and to get the things done with perfection. The stress on the employee makes the employee to work less and because of this the work done will never be perfect because while doing the work attention is very necessary to be kept in doing things properly. The manager manage the stress and give bonus or rewards to the employees at times so that the employees are happy and do the work with which the company gets the best work done and because of that again the employees will be eligible to get the bonus out of it.
工作场所有很多压力，比如工作太多，有时不得不加班，有时目标很高。因此，当经理希望减轻员工在工作场所的压力时，这是工作场所经理需要考虑的方法。经理减轻了压力，以确保工作的准确性，并将事情完美地完成。员工身上的压力使员工工作更少，因此，所做的工作永远不会完美，因为在工作的同时，保持注意力是非常必要的。经理管理压力，并不时向员工发放奖金或奖励，以使员工开心，并完成公司最好的工作，因此，员工将有资格从中获得奖金。
Stress is the most common word in today’s life as plenty of people like us great effort at get their work life balanced. This is a so called fact that stress has sometimes a contrary effect on the employee’s commitment to work, staff turnover, staff work and productivity, attendance levels, as well as on customer satisfaction and organizational image and reputation.
Manager’s job is to manage the things going in the business and manage the whole staff and also supervise the whole floor to get the perfect accuracy in work. The people are sometime told to work more to get the work done but due to that also the employee feel stressed because of the hard professional life so this is to be taken into control to avoid the problems taking place in the future in the business unit.
Middleton, Gemma. Accountancy Ireland, Apr2008.
压力是当今生活中最常见的词，因为像我们这样的很多人都在努力平衡工作和生活。这就是所谓的事实，压力有时会对员工的工作承诺、员工流动率、员工工作和生产率、出勤率以及客户满意度、组织形象和声誉产生相反的影响。经理的工作是管理业务中的事情，管理全体员工，并监督整个楼层，以确保工作的完美准确性。人们有时被告知要更多地工作以完成工作，但也正因为如此，员工也会因为艰苦的职业生活而感到压力，因此需要加以控制，以避免业务部门未来出现问题。
Donaldson-Feilder, Emma, Strategic HR Review, 2008.
Noer, David. BusinessWeek Online, 7/27/2009.
Urwin, Tony. Occupational Health, Aug2006.
Guld, Michael. Supervision, Oct2008.
Some of the present information about KFC regarding Stress Management is as follows: 目前关于肯德基压力管理的一些信息如下：
There are stressors which are common in nature as other organizations. These stressors mainly transfuse the stress into the employees of KFC.
Among those stressors some of them very highly influence some varies from moderate to low degree influence. Other insignificant stressors are not considered for the simplicity if the model.
与其他组织一样，存在着本质上常见的压力源。这些压力源主要将压力传递给肯德基的员工。
在这些压力源中，有些压力源的影响非常大，有些则从中度到低度不等。如果模型简单，则不考虑其他无关紧要的压力源。
There are also existing relations between the stressors which increase the complexity of the model. As task demand highly influence the role demand of a job and both of them are a stressor of KFC so this interdependence also plays a great role in determining the stress.
压力源之间也存在关系，这增加了模型的复杂性。由于任务需求高度影响工作的角色需求，而且两者都是肯德基的压力源，因此这种相互依赖性在决定压力方面也起着很大的作用。
Level of Stress:压力等级
a) High – High level of stress has been created by the task demand, temperature of the kitchen and nationality. It is seen in the survey that all the respondents give emphasis on the task demand as it puts a lot of pressure on them. Temperature is an issue when it is a rush time and kitchen are very busy at that time some of employees feel stress working in the kitchen and nationality plays a part as many of the migrant people work in KFC and in this study 2 of them are surveyed and it is found that there tolerance level to bear the stress is quite low than the British employees.
高——高压力是由任务需求、厨房温度和国籍造成的。调查发现，所有受访者都强调任务需求，因为这给他们带来了很大的压力。在繁忙时间和厨房非常繁忙的时候，温度是一个问题，一些员工觉得在厨房工作有压力，而国籍与许多在肯德基工作的移民一样，也是一个问题。在这项研究中，对其中2人进行了调查，发现他们对压力的承受能力比英国员工低得多。
b) Moderate – Among Moderate level of influencer role demand space and sex of the employees are prominent. As role demand can create confusion which leads to the work place stress it is marked as moderate level of stressors for KFC’s case and outcome of the survey and observation also supports this classification. Sex has been classified as moderate level of stressors as it is seen that male employees are more vulnerable to stress than the female employees. And also space is a factor which can create stress employees can feel suffocating working in a congested space.
中等——在中等水平的影响者角色中，员工的需求空间和性别尤为突出。由于角色需求会造成混乱，从而导致工作场所压力，因此在肯德基的案例中，它被标记为中度压力源，调查和观察的结果也支持这一分类。性别被归类为中度压力源，因为男性员工比女性员工更容易受到压力。此外，空间也是一个可能产生压力的因素，员工在拥挤的空间工作会感到窒息。
c) Low – Noise and age are the two low level stressors. Age is an issue which can influence the level of stress in KFC’s work place. Employees with lesser age like teen feel much stress than middle aged employees. And noise plays a very little role in altering the level of stress at existing workplace.
低-噪音和年龄是两个低水平的压力源。年龄是一个可以影响肯德基工作场所压力水平的问题。青少年等年龄较小的员工比中年员工感到压力更大。噪音在改变现有工作场所的压力水平方面起到的作用很小。
Conclusion:结论
From the above all discussion we can clearly conclude that there are basically four aspect of four kinds of stress that is to be controlled by the manager at the work place when the employees are stressed by work, mentally, physically, behavioral and cognitive. The stress is to be control to keep the business running smooth and perfect. Thus in short we can say that the stress factor is always to be kept in control by the manager for the smooth working of the organisation and the employees should have the bonus and rewards at times so that the employee’s remains stress free while working and do the maximum they can do. Thus this are all the aspect which is been controlled by the manager on the work place and keep the business running smoothly and accurately as well.
从以上所有的讨论中，我们可以清楚地得出结论，当员工受到工作、心理、身体、行为和认知方面的压力时，工作场所的经理基本上可以控制四种压力的四个方面。压力在于控制，以保持业务的顺利和完善。因此，简言之，我们可以说，压力因素始终由经理控制，以确保组织的顺利工作，员工应不时获得奖金和奖励，以便员工在工作时保持无压力，并尽最大努力。因此，这是经理在工作场所控制的所有方面，并保持业务平稳准确地运行。
Task 3
Introduction – Defination of HR Scorecard:简介–人力资源记分卡的定义
The measurement tool of measuring the performance and the offering of the human resource management practices to the financial performance of the organization is known as HR Scorecard. Bryan E. Becker Mark A. was the developer of HR Scorecard, which was presented in the books by Huselid and Dave Ulrich. The HR Scorecard basically keeps a eye on the human resource management practices as a strategic asset and provides a perfect road map of six steps which is designed to help the organizations integrate human resource systems with organizational strategy.
衡量绩效和人力资源管理实践对组织财务绩效的影响的衡量工具称为HR记分卡。Bryan E.Becker Mark A.是HR记分卡的开发者，该记分卡由Huselid和Dave Ulrich出版。人力资源记分卡基本上关注作为战略资产的人力资源管理实践，并提供了六个步骤的完美路线图，旨在帮助组织将人力资源系统与组织战略相结合。
Becker, Huselid and Ulrich, 2001.
Rhodes, Jo; Walsh, Paul, International Journal of Human Resource Management, Jun2008.
The 7 Stages in using HR Scorecard approach:使用HR记分卡方法的7个阶段
There are basically seven steps which covers the HR Scorecard approach to get the strategic results oriented in the HR Systems.
基本上有七个步骤涵盖了人力资源计分卡方法，以在人力资源系统中实现战略成果导向。
Defining the Business Strategy:定义业务战略
The HR system starts from the basic decision called the business strategy, which will figure out the business plans of the business unit according to which the business is going to run and in accordance to which the task will be taking place.
人力资源系统从称为业务战略的基本决策开始，该决策将计算出业务部门的业务计划，根据该计划，业务将运行，任务将执行。
Outline the Company’s Value Chain:概述公司的价值链
To calculate the Value chain of the company and to achieve the business goals of the company the business should be basically engaged in certain strategically required activities. To achieve the goals and everything which is been decided by the business to achieve can be very much useful with the ‘value chain analysis’.
为了计算公司的价值链并实现公司的业务目标，企业应基本上从事某些战略所需的活动。要实现目标，以及企业决定要实现的一切，“价值链分析”非常有用。
Identifying the Strategically required Organizational Outcomes:确定战略要求的组织成果
There are strategic goals that are to be achieved by any of the organization and to identify the strategic goals perfectly and go accordingly is the organizational outcomes. Every company must produce critical, strategically relevant outcomes if it is to achieve its strategy.
任何组织都要实现战略目标，完美地确定战略目标，并相应地实现组织成果。如果要实现其战略，每个公司都必须产生关键的、与战略相关的结果。
Identifying the required workforce competencies and behaviors:确定所需的员工能力和行为
There are some of the HR experts, who refer to the required, and the necessary workforce competencies and behaviors like these as HR deliverables. The behaviors and the competencies such as working proactively, courteous behavior, personal accountability, commitment and motivation produce strategically relevant organizational outcomes, and thereby drive organizational performance.
有些人力资源专家将所需的、必要的员工能力和行为称为人力资源可交付成果。主动工作、礼貌行为、个人责任、承诺和动机等行为和能力会产生战略相关的组织成果，从而推动组织绩效。
Identify the Strategically relevant HR Systems Policies:确定战略相关的人力资源系统政策
If it comes to the mind of the HR manager and he/she knows that how actually what is required from the employees competencies and the behaviors are than he or she can turn to the task of identifying the HR activities and policies that will help to produce tese competencies and behaviors.
如果提到人力资源经理，他/她知道员工的能力和行为到底需要什么，那么他/她就可以着手确定有助于产生这些能力和行为的人力资源活动和政策。
Design the HR Scorecard Measurement system:设计人力资源计分卡测量系统
After getting the outcomes from the strategic role done and after completion of the final strategically required organizational outcomes and the employee competencies and behaviors, and specific HR system policies and activities the question is how exactly we should measure them all. And thus for this reason the HR scorecard is proved to be very crucial in this kind of measurement process.
在完成战略角色的结果之后，在完成最终的战略要求的组织结果、员工能力和行为以及具体的人力资源系统政策和活动之后，问题是我们应该如何准确地衡量这些结果。因此，人力资源计分卡被证明在这种测量过程中非常重要。
Periodically Evaluate the Measurement System:定期评估测量系统
There are no such assumptions which should take place like the HR Scorecard’s diffirent propotion and attachment will always stay the same. In fact reducing grievances is not having the assumed affect on raising morale.
没有像HR记分卡的不同比例和附件将始终保持不变这样的假设。事实上，减少不满并没有对提高士气产生预期的影响。
Desseler, 2005.
Walker, Garrett, Human Resource Management, Winter2001
Hagood, Wesley O., Public Personnel Management, Winter2002
Becker, Ulrich, Dave. Harvard Business School Press Books, Jan2001
Human Resources Department Management Report, Jan2003.
Benefits of HR Scorecard:HR记分卡的优点
Basically in the construction taking place for HR Scorecard, avoid the temptation to merely “fill in the boxes.” The key questions for this are like what would you like this tool to do for you? Or, in another way we can say like how would you like managers outside of HR to think about your measures? Thus we believe that the scorecard will offer the following benefits:
基本上，在构建HR记分卡时，避免仅仅“填写表格”的诱惑。关键问题是，你希望这个工具为你做什么？或者，我们可以用另一种方式说，你希望人力资源部以外的经理如何考虑你的措施？因此，我们认为记分卡将提供以下好处：
It reinforces the refinemnt between the HR deliverables and the HR doables. The deliverables which influences the strategy implementation and the doables which does not.
它加强了人力资源可交付成果和人力资源可实现成果之间的细化。影响战略实施的可交付成果和不影响的可实现成果。
It enables you to create value and control costs. The work of HR is always to keep a cost under control and at the same time serving in the strategic role means that HR must also create the value. Thus the HR scorecard is usefull to human resource managers to efficient balance those two goals.
它使您能够创造价值并控制成本。人力资源部的工作始终是控制成本，同时担任战略角色意味着人力资源部也必须创造价值。因此，人力资源计分卡对于人力资源经理来说非常有用，可以有效地平衡这两个目标。
It assesses HR’s contribution to strategy implementation and, ultimately, to the “bottom line.” The performance which is measured should be provided to the Chief HR Officer with the answer of the questions. The HR’s contribution in the firms performance is the cumulative effect of the scorecard’s HR deliverable measure should provide that answer.
它评估人力资源对战略实施的贡献，并最终评估“底线”。衡量的绩效应与问题的答案一起提供给首席人力资源官。人力资源对公司绩效的贡献是计分卡人力资源可交付性指标的累积效应，应提供答案。
It lets HR professionals effectively manage their strategic responsibilities. The HR Scorecard clearly gives the full view of the performance to the HR managers and with this they can focus that how exactly their decision affect to the successful implementation of the firm’s strategy.
It encourages flexibility and change. The basic problem of the performance measurement is that they become institutionalized and actually inhibit change. In fact one criticism of management by measurement is that people become skilled at achieving the required numbers in the old system and are reluctant to change their management approach when shifting conditions demand it.
它使人力资源专业人员能够有效地管理其战略职责。HR记分卡清楚地向HR经理提供了绩效的全貌，他们可以借此关注其决策对公司战略成功实施的影响。 它鼓励灵活性和变革。绩效衡量的基本问题是，它们变得制度化，实际上抑制了变革。事实上，对计量管理的一种批评是，人们在实现旧系统中所需数量方面变得熟练，并且在不断变化的条件要求时不愿改变他们的管理方法。
Becker, Brian E, Richard W., Harvard Business School Press Books, Jan 01, 2005.
Ulrich, Dave. Human Resource Management, Fall97.
Singh, Kuldeep. IIMB Management Review (Indian Institute of Management Bangalore), Jun2005.
Here, we will take an example of Tesco; we will see how the Tesco is following the various strategies to sustain its employees as well as the customers. Let us see the activity plans in Tesco;
这里，我们将以特易购为例；我们将看到乐购如何遵循各种策略来维持员工和客户的生计。让我们看看特易购的活动计划；
Provides tools for highly structured monitoring and evaluation of training & development: 为培训和发展的高度结构化监控和评估提供工具：
Specific – define actually what needs to do. 具体–实际定义需要做什么。
Measurable – has a object that can be measured contrary. 可测量–有一个可以相反测量的对象。
Achievable – is possible within the trainee’s current role, skills and experience. 可实现–在受训者当前的角色、技能和经验范围内是可能的。
Realistic – is achievable within the time and resources available. 现实——在可用的时间和资源内实现。
Time framed – has a clear deadline. 有时限——有明确的截止日期。
Tesco also uses a method – 360-degree appraisal. 乐购还使用了一种方法——360度评估。
All stake holders have contact with the employee, assess the person’s performance and give feedback.
所有利益相关者都与员工接触，评估员工的表现并给出反馈。
For e.g.: a store departmental manager may get feedback from their manager, other dept managers, the HR department and their team.
例如：门店部门经理可能会从其经理、其他部门经理、人力资源部门及其团队获得反馈。
Helps to identify areas that may require further development.
帮助确定可能需要进一步发展的领域。
Tesco does casuall approach – asking the employees to write down: 乐购采取了随意的方法——要求员工写下：
3 things that they are good & 3 things where they could do better. 3件事情他们是做好的以及3件事情可以做得更好。
Managers and trainees hold: 经理和学员需要做到：
Formal four weekly review sessions. 正式的每周四次审查会议。
A weekly informal review session. 每周举行一次非正式审查会议。
Conclusion:结论
The HR scorecard has particularly seven stages and in which all the HR scorecard is maintained from the planning stage till the final sales. The HR scorecard is very necessary to get the exact figure and to get the exact outcome of the business unit. It gives the clear picture of the business and from which the HR manager can see that how accurately the business is going and find out all the details out of that. The scorecard maintained does not carry the exact outcomes but it gives the relevant outcome with which the HR manager can know that how the business in running and what need the changes and about the perfection of the business and the performance of the different employees as well. The employee’s contribution is also recorded in the HR Scorecard. HR scorecard gives the details of the employees in detail about their progress and their work efficiency and also how much they are been paid. Thus in short we can say that the HR Scorecard gives the every important detail about the employees of the company and also gives up the progress and the contribution of the employees.
Essay范文提出人力资源计分卡分为七个阶段，从计划阶段到最终销售阶段，所有人力资源计分卡都会保持不变。人力资源计分卡对于获得准确的数字和业务部门的准确结果是非常必要的。它提供了业务的清晰画面，人力资源经理可以从中看到业务的准确程度，并从中找出所有细节。所维护的记分卡并没有确切的结果，但它给出了相关的结果，人力资源经理可以通过这些结果了解业务的运行情况以及哪些需要改变，以及业务的完善程度以及不同员工的表现。员工的贡献也记录在HR记分卡中。HR记分卡详细列出了员工的进度、工作效率以及工资金额。因此，简而言之，我们可以说，HR记分卡提供了公司员工的每一个重要细节，也放弃了员工的进步和贡献。本站提供各国各专业Essay代写或指导服务，如有需要可咨询本平台。