代写HRM Essay参考-组织管理建立程序。本文是一篇人力资源管理essay代写范例，主要内容是讲述人力资源管理是管理组织最受尊敬的资产的一种战略性和理性方法，通常在组织内部独立工作并共同为实现其目标做出贡献的人员组织的成功逐渐取决于其能力，员工的知识和技能主要是帮助建立一套核心能力，将组织与竞争对手区分开来。在现代市场环境中，人力资源管理对现代企业组织的存在起着重要作用。然而，人力资源管理战略的作用是巨大的，通过组织成功促进企业发展。下面就一起来看一下这篇留学生HRM Essay写作范文的具体要求。
Introduction: 引言
Human resource management is a strategic and rational approach towards the management of the organisation’s most esteemed assets, the people who normally work inside the organisation independently and collectively contribute to the accomplishment of its goals organisational success progressively depends on the abilities, knowledge and skills of the employees mainly as the help to establish a set of core competencies that distinguish an organisation from its competitors. In modern market place human resource management plays an important role for the existence of modern business organisation. However, the role of HRM strategies is massive for development of the business through organisational success.
Different approaches to HRM to aid the development of business strategy: 人力资源管理的不同方法有助于制定商业战略
The meaning and nature of HRM has aggravated much debate (for an overview see Legge, 1995).Sisson (1990) Distinguished HRM by explaining four distinguishing features, that is the assimilation of personnel policies with business planning; responsibility From specialists to line managers responsibility has to be shifted; uniqueness in the management of employee relations and an emphasis on securing employee dedication and initiative.
人力资源管理的含义和性质加剧了许多争论。Sisson通过解释四个显著特征来区分人力资源管理，即人事政策与商业规划的融合；责任必须从专家转移到直线经理；员工关系管理的独特性，强调确保员工的敬业精神和主动性。
Guest (1992, p.42) argues that HRM is designed to produce, “Strategic integration, high commitment, high quality and flexibility” and that, Strategic integration refers to the ability of the organisation to integrate HRM issues into its strategic plans, to ensure that the various aspects of HRM cohere and for line managers to fit in an HRM perspective into their decision-making.
Guest认为，人力资源管理旨在实现“战略整合、高度承诺、高质量和灵活性”，而战略整合是指组织将人力资源管理问题纳入其战略计划的能力，以确保人力资源管理的各个方面协调一致，并使各级管理人员将人力资源的观点纳入其决策。
Hendry and Pettigrew (1986) contrast that strategic HRM is featured by four fundamentals: the use of planning; the design by a coherent approach and management of workforce systems underpinned by some philosophy; business approach is coordinated with the HRM actions and policy; and considering the people of the organisation as strategic resources in the accomplishment of competitive strategy.
Human resource requires in an organisation will vary at different stages in the business life cycle and so HR policy choices need to be personalized to the appropriate stage (Kochan and Barocci,1985; Lengnick-Hall and Lengnick-Hall, 1988).
Hendry和Pettigrew对比了战略人力资源管理的四个基本要素：计划的使用；通过连贯的方法进行设计，并以某种理念为基础对劳动力系统进行管理；业务方法与人力资源管理行动和政策相协调；并将组织人员视为实现竞争战略的战略资源。
在企业生命周期的不同阶段，组织对人力资源的需求会有所不同，因此人力资源政策选择需要根据相应阶段进行个性化。
Sisson (1994) suggests that it was the pursuit of competitive advantage in the.There is a number of different approaches in HRM to aid the development of business strategy. It can be professed as social ethics, reminding the senior management about their social responsibilities.HRM department spent most of time functioning on personal welfare problems. The main concern of HRM is the control of personnel as well as reduces the absent rate of employee, work force budgeting and headcount. In other way of HRM helps to develop the business, likewise, to adapt the company with the change and strives to have positive influences by using social science applications to man agreement problems by via job redesign, job satisfaction scheme and techniques of communication. Sometimes HRM deals with job recruitment, transfer and termination by the request from manager. Moreover, human resource management concerned strategic business planning, developing long-term human resources plan and industrial relation strategy.
Sisson认为，这是对竞争优势的追求。人力资源管理有许多不同的方法来帮助企业战略的制定。它可以被称为社会道德，提醒高级管理层他们的社会责任。人力资源管理部门大部分时间都在处理个人福利问题。人力资源管理的主要关注点是人员控制，以及减少员工缺勤率、劳动力预算和员工人数。在其他方面，人力资源管理有助于发展业务，同样，使公司适应变化，并通过工作重新设计、工作满意度计划和沟通技术，利用社会科学应用程序解决人与人之间的协议问题，努力产生积极影响。有时，人力资源管理局根据经理的要求处理招聘、调动和终止工作。此外，人力资源管理涉及战略业务规划、制定长期人力资源计划和产业关系战略。
HR planning and acquisition 人力资源规划和获取
Organisation design & structure 组织设计和结构
Organisations strategy 组织战略
Training& development 培训与发展
Compensation Management 薪酬管理
Organisation 组织
Performance Management 绩效管理
Management of employee relations 员工关系管理
HR mobility management 人力资源流动管理
HR toolbox management 人力资源工具箱管理
The key success of any business organisation is human resource. So HRM use these human resources effectively to meet the strategic business objectives of the organisation.
任何商业组织的关键成功都是人力资源。因此，人力资源管理局有效地利用这些人力资源来实现组织的战略业务目标。
Necessity of alignment between organisation’s corporate strategy and objectives and its human resource strategy: 组织的企业战略和目标与人力资源战略之间的一致性的必要性：
In perfect world, the business and strategic organisational plan are the translated form of organisational mission and goals. According to the principle of alignment, to achieve corporate goals in every aspects of an organisation’s activities have to be incorporated and pull together. The performance of the people within the organisation depends on the achievement of strategy and vision which in turn calls for high level of motivation and dedication among employees. The organisational mission, goals and values is reflected by the performance of the employees and their excellent performance relies on the opportunities how much they are getting from the business.
在完美的世界中，商业和战略组织计划是组织使命和目标的翻译形式。根据一致性原则，为了在组织活动的各个方面实现企业目标，必须将其结合起来并共同努力。组织内人员的绩效取决于战略和愿景的实现，这反过来要求员工具有高度的激励和奉献精神。组织使命、目标和价值观反映在员工的表现上，他们的出色表现取决于他们从业务中获得的机会。
In an organisation different functional area like: marketing, manufacturing and human resource, after formulating corporate and business level strategy managers need to translate strategic precedence into these areas. This contains all the different aspects of business but predominantly have to be comprehensible between the requirements of organisation’s strategy and HR policy. There are two types of fit that HR policy and practices require to attain:
在一个组织中，不同的职能领域，如营销、制造和人力资源，在制定公司和业务层面的战略后，管理者需要将战略优先权转化为这些领域。这包含了业务的所有不同方面，但主要必须在组织战略和人力资源政策的要求之间进行理解。人力资源政策和实践需要实现两种类型的契合：
a) Internal alignment 内部一致性
b) External alignment 外部一致性
Internal Alignment: In internal alignment managers must have to make sure that their HR practices are all associated with one another within the organisations to set up a formation that is reinforced mutually. From organisations point of view the whole variety of HR practices-job design, training, staffing, performance appraisal and compensation must have to be focused on the same personnel objectives.
内部一致性：在内部一致性中，管理者必须确保其人力资源实践在组织内相互关联，以建立一个相互加强的团队。从组织的角度来看，各种各样的人力资源实践工作设计、培训、人员配置、绩效评估和薪酬必须集中于相同的人事目标。
External Alignment: The link between business strategies and key initiatives in human resource are mainly focused by external alignment.
The processes required in order to assess the effectiveness of human resource strategy and its impact on overall corporate strategy:
外部一致性：业务战略与人力资源关键举措之间的联系主要集中在外部一致性上。
评估人力资源战略的有效性及其对整体公司战略的影响所需的流程：
Dynamic Environment 动态环境
Recruitment requisition
Position analysis 职位分析
Vision 视角
Position description 职位描述
Strategic business plan 战略业务计划
Human resource strategy 人力资源战略
Human resource plans and policy 人力资源计划和政策
Recruitment process 招聘流程
Position evaluation 职位评估
Key stakeholders 主要利益相关者
Budget check 预算确认
sourcing 采购
Dynamic Environment 动态环境
Pool of applicants 申请人库
Selection process 选择过程
Recruitment: 招聘
A major concern is a recruitment and retention of staff; especially where the pool of availability of workforce is limited. However, due to the requirement of high skill personnel, a shortage of prospective recruits exists in an organisation. The decision of staffing has been formalised by the HRM department at head office.
一个主要问题是工作人员的招聘和留用；特别是在劳动力可用性有限的情况下。然而，由于对高技能人员的需求，一个组织中存在潜在招聘人员的短缺。总部人力资源管理部门已正式确定了人员配置决定。
Organisations provide work for people in different position to achieve their own goals. Most of the organisations have vacancy at different time around the year and they need to be filled them on time to continue their work effectively. For recruit and select the best person for the vacancy organisations have to follow certain processes. The personnel decision process helps the organisation to make a decision about the person to who is going to appoint. It makes sure that it will be fairly treated with all the individuals who are going to apply for the post. All the candidates are evaluated on the basis of related skills and behaviours.
组织为处于不同位置的人提供工作，以实现自己的目标。大多数组织在一年中的不同时间都有空缺，他们需要及时填补空缺，才能有效地继续工作。对于招聘和选择空缺职位的最佳人选，组织必须遵循一定的流程。人事决策过程有助于组织对拟任命的人员做出决定。它确保所有申请该职位的人都能公平对待它。所有候选人都根据相关技能和行为进行评估。
The outputs of every decision affect the working lives of employees, whose requirements must be met. The organisational productivity increasingly depends on these employees because of hiring right person for the job. The human resources decisions based on the following seven steps:
每一项决策的结果都会影响员工的工作生活，必须满足员工的要求。组织生产力越来越依赖于这些员工，因为他们雇佣了合适的员工。人力资源决策基于以下七个步骤：
1. Getting job oriented information through job analysis. 通过工作分析获得面向工作的信息。
The process of identifying tasks, duties and responsibilities is job analysis. Once it has been completed, job analysis leads to identify the knowledge, abilities and skills required to do the job that is job description. After that, organisations will continue through job specification. 确定任务、职责和责任的过程是工作分析。一旦完成，工作分析就可以确定完成工作所需的知识、能力和技能，即工作描述。之后，组织将继续完成工作规范。
2. Identify the measures of job success: 确定工作成功的衡量标准：
There is way of measuring job success called criteria and that is measured through organisational psychologist. 有一种衡量工作成功的方法叫做标准，这是通过组织心理学家来衡量的。
3. Identify predictors and measures 确定预测因素和措施
4. Determining the relationship between and predictors job success 确定工作成功与预测工作成功之间的关系
5. Developing a recruitment strategy 制定招聘策略
6. Implementing the selection process 实施选择过程
7. Determining the worth of selection system 确定选择系统的价值
An organisation basically follows two strategies for recruiting suitable qualified individuals. These are- 一个组织在招聘合适的合格人员时基本遵循两种策略。这些是-
Internal recruitment 内部招聘
An Organisation first tries to fill an open position internally through current employees inside the organisation by advertising.
组织首先试图通过广告的方式，通过组织内部现有员工填补空缺职位。
External recruitment 外部招聘
There are wide range of strategies for recruiting people from outside the organisation like-giving advertisement at newspaper by providing information about job requirements, job duties and responsibilities. The other way of recruiting is through internet. It will create problems for them who don’t have the access the internet. Large organisations visit campuses of universities of technologies to recruit their candidates is known as campus recruitment. Sometimes organisations employ human resources recruitment agencies and their services are to provide the whole recruitment process. These are not on low-cost. The least costly external recruitment technique is employee referrals technique. This is a technique by which ask to someone in current employees about they have someone who is interested for this open position. The main advantages of external recruitment are that helps to get new ideas and skills into the organisation. Sometimes it does create problems for them because they don’t have knowledge about the new environment and culture. Employees need to spend more time on that.
从组织外部招聘人员有多种策略，如在报纸上刊登广告，提供有关工作要求、工作职责和责任的信息。另一种招聘方式是通过互联网。这会给那些无法上网的人带来麻烦。大型组织访问理工大学校园招聘他们的候选人，这被称为校园招聘。有时，组织雇佣人力资源招聘机构，其服务提供整个招聘过程。这些都不是低成本的。成本最低的外部招聘技巧是员工推荐技巧。这是一种向现有员工询问是否有人对这个空缺职位感兴趣的技巧。外部招聘的主要优势是有助于将新想法和技能引入组织。有时，这确实会给他们带来问题，因为他们不了解新的环境和文化。员工需要在这方面花费更多的时间。
Selection: The process of choosing appropriate candidates for the organisation when it has received applications for open jobs is known as selection. This is the final steps of recruitment process. It is the combinations of eight basic steps.
选择：当组织收到空缺职位的申请时，为其选择合适人选的过程称为选择。这是招聘过程的最后一步。它是八个基本步骤的组合。
Recruiting candidates 招聘候选人
Carrying out application form 填写申请表
Screening test 筛选试验
Checking of reference 参考的检查
Arrangement of psychological test 心理测试安排
Arrange interview for selection 安排面试以供选择
Medical check up 体检
Making an offer to successful candidates 向成功的候选人提供报价
There are some additional terms which used by the organisational psychologist during the process of selection. These are-job selection ratios, realistic preview of job and cut-off.
组织心理学家在选择过程中使用了一些额外的术语。这些是工作选择比率、工作的现实预览和截止日期。
Retention: 保留
It is very important and ongoing issue. It’s a serious problem when an organisation will have to face continuously for the estimated future. An organisation always wants to retain employees in short of supply and they want to have alternatives. Organisations always keep going on developing their own plan to retain employees by conveying responsibility. The main base of retention job description, recruitment, selection and orientation. Mainly retention focus on job satisfaction and fit with the organisational culture and the strategies based on this should focus on maximising three types of satisfaction. These are personal, professional and social. If organisation fails to recruit right person for the right track then organisations has to suffer and employees has to suffer as well. For example; hidden cost incurred by the management to fix that problems. For that reason organisation has to loss their productivity. From the employees’ point of view-they have to face problems due to not having proper skills in specified job. They have to spent more time and energy on finding new position. Overall they become frustrated. Communication, recognition and future orientation are the key attributes for successful strategies for retention. There are different types of retention strategies based on organisational situations-strategies based on compensation, strategies based on work environment and strategies based on career orientation.
这是一个非常重要且持续存在的问题。当一个组织必须在预计的未来持续面对时，这是一个严重的问题。一个组织总是想留住供应不足的员工，他们希望有其他选择。组织总是不断制定自己的计划，通过传达责任来留住员工。保留职位描述、招聘、选择和定向的主要依据。留住员工主要关注工作满意度和与组织文化的契合度，基于此的策略应关注三种满意度的最大化。这些都是个人的、专业的和社会的。如果组织未能为正确的轨道招聘到合适的人，那么组织和员工都将遭受损失。例如管理层为解决这些问题而产生的隐性成本。因此，组织必须失去生产力。从员工的角度来看，他们必须面对由于在特定工作中没有适当的技能而产生的问题。他们必须花费更多的时间和精力来寻找新的职位。总的来说，他们变得沮丧。沟通、认可和未来导向是成功的挽留策略的关键属性。有基于组织情况的不同类型的保留策略，基于薪酬的策略，基于工作环境的策略，以及基于职业导向的策略。
Strategy based on compensation: There are some organisation focuses on compensation such as IT firms. 基于薪酬的策略：有些组织关注薪酬，如IT公司。
Strategies based on work environment: Most of the organisations focus on internal environment of the organisation or the culture of the organisation. 基于工作环境的策略：大多数组织关注组织的内部环境或组织的文化。
Strategies based on career development: some companies focus on retention strategies through career development. 基于职业发展的策略：一些公司通过职业发展专注于保留策略。
Training, Learning and Development: 培训、学习和发展：
Training plays an important role for the development of all employees which responds to individuals and helps to achieve organisational requirements by improving performance and understanding (Armstrong, 1992).Considering with the strategic direction, how the organisation’s core competencies of employees can be identified and advantages taken from environmental factors. From the training and development terms, this can implement the classical training cycle and business planning come close to determining training needs (Mayo and Pickard, 1998).
培训对所有员工的发展起着重要作用，这些员工对个人做出反应，并通过提高绩效和理解来帮助实现组织要求。考虑战略方向，如何确定组织员工的核心能力，并从环境因素中获取优势。从培训和发展的角度来看，这可以实施经典的培训周期，商业规划接近于确定培训需求。
Organisation objective 组织目标
Planning 计划
Evaluating 评估
Delivering 执行
The training strategy is a system that determines the competencies required for the organization in the future and how it can be achieved. Organisations need these training strategies for different perspectives like- 培训战略是一个确定组织未来所需能力以及如何实现能力的系统。组织需要针对不同角度的这些培训策略，如：
-To increase the productivity through expenditure on capital improvements -通过资本改善支出提高生产力
-To increase the productivity through spending on developing human capital -通过开发人力资本来提高生产力
Different methods of training for people: 不同的人员培训方法：
Generally there are two types of training methods. 通常有两种训练方法。
a) On-site training methods 现场培训方法
1) On the job training: 在职培训
In this training method, trainees get training under the direction of someone and encouraging them to gain knowledge and observe more and more from the existing experienced employees. Though it’s formal training so every employee get some initial knowledge from it.
在这种培训方法中，学员在某人的指导下接受培训，并鼓励他们从现有经验丰富的员工那里获得知识和观察。虽然这是正式培训，但每个员工都能从中获得一些初步知识。
2) Job rotation: 工作轮换
This training method allows people to move in different department of the organisations. Through this job rotation employees develop skills in different section more than they would get from staying in one department.
这种培训方法允许人们在组织的不同部门流动。通过这种工作轮换，员工在不同部门的技能发展比他们在一个部门所获得的更多。
3) Apprenticeship: 学徒制
Apprenticeship is a particular form on the job training though which a particular level employees used to get information about skilled trade (Goldstein & Ford, 2002).For example; different company like:-electrician,plumber,carpenter,pipefitter,sheet metal worker etc. Is used this approach.
学徒制是一种特殊的在职培训形式，通过这种培训，特定级别的员工可以获得有关技能贸易的信息。例如不同的公司如：电工、管道工、木工、管道工、钣金工人等都采用这种方法。
b) Off-site training methods 非现场培训方法
1) Classroom lectures: 课堂讲座
It’s one of the common methods of job training. It can provide large number of information at a time and easy to deliver it to the large no of trainees at a time. 这是职业培训的常用方法之一。它可以一次提供大量信息，并且很容易一次向大量学员提供信息。
2) Instruction in the form written material or forms based on computer. 书面材料或基于计算机的表格形式的说明
3) Computer based training (CBT): 计算机培训
It’s a way training by which trainees can communicate and transfer and get information from instructor through computer, television etc. (Goldstein & Ford, 2002).It’s distance learning.
这是一种培训方式，学员可以通过电脑、电视等方式与老师交流、传递和获取信息。这是远程学习。
Development of HR: 人力资源开发
Human Resource is the framework for employees can develop their personal and organizational skills, knowledge, abilities. Human resource development include; employee training, employee career, development, performance management and development, coaching, mentoring, succession planning, key employee identification.
人力资源是员工发展个人和组织技能、知识和能力的框架。人力资源开发包括：；员工培训、员工职业生涯、发展、绩效管理和发展、辅导、指导、继任规划、关键员工识别。
Understand the organizational needs’ and future demand as well as future capability, and know what talent it has available to it. And prove, as far possible, a career challenge to individuals that helps them to meet their aspirations. In developing the organization, personal development also important for the organizational improvement, because a individual persons are the set of organizational power mean resources.
了解组织的需求和未来需求以及未来的能力，并知道它拥有什么样的人才。并尽可能向个人证明职业挑战，帮助他们实现自己的愿望。在发展组织的过程中，个人发展对于组织的改善也很重要，因为个人是组织权力的集合，意味着资源。
In bellow there the method of development: 以下是开发方法
Individual Support- 个人支持
Organizational Interest- 组织利益
Dialogue 对话
Accreditation 委派
Organizational Mapping 组织映射
Performance Management 绩效管理
Career-counselling 职业咨询
Succession planning 继任计划
Appraisal discussion 评估讨论
Career-planning 职业规划
Secondments 借调
Career discussion 职业讨论
Personal plans 个人计划
Manpower/skills planning 人力/技能规划
Development centres 发展中心
Mentoring 指导
Training prioritisation 培训优先级
Vacancy management 空缺管理
Learning resource centres 学习资源中心
Retention Strategies 保留策略
Self-managed learning 自我管理学习
360 degree feedback 360度反馈
Potential assessment 潜在评估
Managerial coaching 管理指导
External coaching 外部辅导
High-flyer development 高瞻远瞩的发展
Flexible working 弹性工作时间
Training facilities getting to grips with the needs of a job quickly, and by improving the knowledge and skill of worker it allows the employee improved quality, and enhance of skill based on the employee could lead to their job enrichment with benefits to both the person and the organization.
培训设施能够快速掌握工作需求，通过提高员工的知识和技能，可以提高员工的素质，并提高员工的技能，从而丰富员工的工作，对个人和组织都有好处。
Motivational impact of training in a manifest when staff feel a sense of reorganization when sent on training course, and after been trained they are motivated to acquire new skills, particularly when rewards follow the acquisition and use of skills.
Identification with organization could be fostered when a better understanding of mission statements and corporate objectives is achieved through training. 当员工在参加培训课程时感到重组感，并且在接受培训后，他们有获得新技能的动力，特别是在获得和使用技能后获得奖励时，培训的激励作用表现出来。
当通过培训更好地理解任务陈述和公司目标时，可以促进与组织的认同。
Strategies for positive employee relation: 积极员工关系的策略：
Employees are the stake holder of the organisation and can’t be compared with task, functions, process or products. Emotional support and personal considerations are required for them to understand them. It’s very complicated to draw up employees’ inventory and arrange them in warehouse in a systematic way. Any decisions regarding this will attempt a negative impact on them and may cause a break down in operations. So it is very important for the organisation to identify and value those differences and always give importance on the achieving positive and fruitful employee relations. The main concern of employee relations strategy:
员工是组织的利益相关者，不能与任务、职能、流程或产品相提并论。他们需要情感支持和个人考虑才能理解他们。编制员工的库存并以系统的方式将其安排在仓库中是非常复杂的。任何与此相关的决定都会对他们造成负面影响，并可能导致运营中断。因此，组织识别和重视这些差异并始终重视建立积极和富有成效的员工关系是非常重要的。员工关系战略的主要关注点：
How to minimise the conflict by maintaining employee relations through building stable and cooperative relationships.如何通过建立稳定的合作关系来维护员工关系，从而最大限度地减少冲突。
How to achieve employee commitment though involvement of employee involvement and communication processes.如何通过员工参与和沟通过程实现员工承诺。
-How to develop interest in employees towards the achievement of organisational goals.-如何培养员工对实现组织目标的兴趣。
Strategic direction. 战略方向
The approaches of human resource management towards employee relations: 人力资源管理处理员工关系的方法
To drive them for commitment: To get all the employees with the organisations by winning their heart and minds and make sure a fruitful return on training and development.
激励员工做出承诺：通过赢得员工的芳心和芳心，让所有员工加入组织，并确保在培训和发展方面取得丰硕的回报。
A emphasizing on mutuality: getting the letter across that we are all together in this.强调相互性：让大家明白我们在这方面都在一起。
A shifting of collective bargaining in the organisation to individual.组织内集体谈判向个人谈判的转变。
By using of employee involvement techniques.通过使用员工参与技术。
Through applying total quality management (TQM)通过实施全面质量管理（TQM）
To use human resources more effectively sometimes increase flexibility in working environment, including multi skilling 更有效地使用人力资源有时会增加工作环境的灵活性，包括多种技能
By giving more importance on team work 通过更加重视团队合作
Once organisation has established it is very difficult to change the organisations culture, this means to change the employee relationships culture is also difficult. The organisation will become more successful when senior management think employee relationship strategically in employee perception rather than rival organisations. It can be achieved simply by aiming to recruit and retain more effectively and by developing employee relationship strategies to increase the overall satisfaction of employees though chances (like feeling interest in job, job security, positive completion, and influence them performance) and decrease the dissatisfaction
一旦组织建立起来，很难改变组织文化，这意味着改变员工关系文化也很困难。如果高级管理层在员工认知中战略性地考虑员工关系，而不是竞争对手的组织，那么该组织将变得更加成功。这可以简单地通过旨在更有效地招聘和留住员工，并通过制定员工关系战略来提高员工的总体满意度，尽管机会（如对工作感兴趣、工作安全感、积极完成感，并影响他们的绩效），并减少员工的不满
Performance management: 绩效管理
Performance in an organisation cannot be defined but it can be measured. It’s measurement of muti-dimentional construct depending on variety of factors (Bates and Holton, 1995). Bernadin el al (1995) concerned that Outcomes of work should be defined as performance because it creates a strong linkage with organisational goals, customer satisfactions and economic contributions. It is about managing of the organisation in the perspective of internal and external environment.
一个组织的绩效无法定义，但可以衡量。它是根据各种因素对多维结构的测量。Bernadin el al认为，工作成果应定义为绩效，因为它与组织目标、客户满意度和经济贡献建立了强有力的联系。它是从内部和外部环境的角度来管理组织。
Performance management involves continuous review of performance against organisational objectives, requirements and plans and the performance agreement, enhancement by implementation and developments line-up for the next. Business strategy, employee development and total quality management (TQM) are main processes in the business that should be linked with the performance management for achieving business performance (Hartle, 1995). Basically the force for vertical and horizontal integration is performance management.Vertical integration: Vertically It can be achieved in two ways. Firstly, it facilitates the coalition of strategies and plans of the business with individuals and teams. There targeted aims are those that support the success of corporate goals.secondly, the organisational core values and capabilities should take place through vertical integration as well as values adopted and the level of potential achieved by individuals.
绩效管理包括根据组织目标、要求和计划以及绩效协议对绩效进行持续审查，通过实施和下一步的发展来提高绩效。企业战略、员工发展和全面质量管理（TQM）是企业的主要流程，应与绩效管理联系起来，以实现企业绩效。基本上，纵向和横向整合的力量是绩效管理。垂直整合：垂直整合可以通过两种方式实现。首先，它促进了企业战略和计划与个人和团队的联合。有针对性的目标是那些支持企业目标成功的目标。其次，组织的核心价值观和能力应该通过纵向整合、采用的价值观和个人实现的潜力水平来实现。
Valuing peopleHorizontal integration: It is the association of performance management and human resource strategies that deals with valuing, paying, relating and developing people. Organisations effectiveness can be increased through the impact of performance management. The effectiveness of the organisations can be improved by adopting with various processes of managing, motivating and developing people through successful integration with performance management. It shows in figure 1.3:
重视人员水平整合：这是绩效管理和人力资源战略的结合，涉及重视、支付、联系和发展人员。通过绩效管理的影响，可以提高组织的效率。通过成功地与绩效管理相结合，采用各种管理、激励和培养员工的流程，可以提高组织的效率。如图1.3所示：
Developing people 培养人才
Performance management 绩效管理
Paying people 支付报酬
People involvement 人员参与
Reward: 奖励
The main purpose of reward is to increase job performance, productivity, meet the customer expectation and to hold recognition. In other way- 奖励的主要目的是提高工作绩效、生产力、满足客户期望并获得认可。换句话说——
To achieve the goal 实现目标
To accomplish the task on time 按时完成任务
To take out boring from work place 从工作场所消除无聊
To promote the employee to work 促进员工工作
To meet the higher and lower order needs 满足高阶和低阶需求
Strategies for reward: 奖励策略
All employees are in the reward strategy for example: line managers, stake holders. All the employees work hard with skills and effort in return they get salary and other performance bonus from employers. It’s also good relationships developed between employees and employers through good working environment and excellent communication. In broader sense strategic aims include:
所有员工都参与了奖励策略，例如：直线经理、股东。所有员工都以技能和努力努力工作，作为回报，他们从雇主那里获得工资和其他绩效奖金。通过良好的工作环境和良好的沟通，员工和雇主之间也建立了良好的关系。广义上的战略目标包括：
To introduce a more incorporated approach to reward management and encouraging the employees through continuous personal development.
引入一种更为综合的方法来奖励管理，并通过不断的个人发展来鼓励员工。
To develop flexible approach.制定灵活的方法。
To reward people according to employees contribution.根据员工的贡献来奖励员工。
To make a clear specification about what behaviour will be rewarded and why.明确说明将奖励哪些行为以及原因。
Reward management: 奖励管理
According to Contingency theory applied to reward: 根据应用于奖励的权变理论：
Different reward strategies are required for organisational diversity and cultures.组织多样性和文化需要不同的奖励策略。
Different reward strategies and its usefulness vary according the organisation’s policies and practices.不同的奖励策略及其效用因组织的政策和实践而异。
Business strategies may take forward the business strategy inside the organisation. The interrelationship between the employees and managers will influence the strategies at different levels in the organisations.
商业战略可以在组织内部推进商业战略。员工和经理之间的相互关系将影响组织中不同层次的战略。
Performance related pay should depends on the way motivation of employees
Initiatives for specific rewards: 具体奖励计划
It depends on the examination of present circumstances in the organisation and need of evaluation of the business and its employees. 这取决于对组织现状的审查以及对企业及其员工的评估需求。
Examples of some possible initiatives: 一些可能的举措示例：
The establishment of contribution pay scheme through replacing of present methods of contingent pay 通过替代现有的或有薪酬方法建立缴款支付计划
The initialisation of new grades and pay structure 新职等和薪酬结构的初始化
The substitution job evaluation scheme with more clarified scheme that shows values and needs of the organisation.具有更明确方案的替代工作评估方案，显示了组织的价值观和需求。
The improvement of flexible benefit system 弹性福利制度的完善
The arrangement of announcement and training programmes to tell all the employees about the reward policies and practices.安排公告和培训计划，向所有员工介绍奖励政策和做法。
Development of Reward strategy: 制定奖励策略
Development of strategy: 制定战略
In today’s organisation is facing fast changing economic environment, technological advancement and globalisation. Organisations have to cope up with these changes. The close fit between business strategy and HR strategy actually help to reach their desired target.
当今的组织正面临快速变化的经济环境、技术进步和全球化。组织必须应对这些变化。商业战略和人力资源战略之间的紧密配合实际上有助于实现他们的期望目标。
From the business point of view, it has to take account on trend such as concentration on core business, market segments, get maximum values from reward system, and give more importance on flexibility. They have to change the old system with the best practices to meet these requirements. The design of reward system must need to be fair and need to operate consistently to recognize individual’s needs. There are many steps for developing strategies:
从业务的角度来看，它必须考虑到趋势，例如集中于核心业务、细分市场、从奖励系统中获得最大价值，并更加重视灵活性。他们必须用最佳实践来改变旧系统，以满足这些要求。奖励制度的设计必须是公平的，并且必须始终如一地运作，以满足个人的需求。制定战略有很多步骤：
Determine the main issues for business strategy that affects the reward and policy 确定影响奖励和政策的业务战略的主要问题
To find out crucial success factors for the business and need to think implications for human resource and reward strategies.找出企业的关键成功因素，并需要思考对人力资源和奖励策略的影响。
Need to keep in eye on old reward strategies and identify any change require for that to adapt that with new changes of the organisations.需要关注旧的奖励策略，并确定需要的任何变化，以适应组织的新变化。
To identify the implications for HR plans to establish future needs.确定对人力资源计划的影响，以确定未来需求。
Discuss with the consultant about how to develop reward strategies 与顾问讨论如何制定奖励策略
Consider external factors like policies of government, income tax regulations, people’s pay and pressure from local or international.考虑外部因素，如政府政策、所得税法规、人们的工资以及来自当地或国际的压力。
Conclusion: 结论
At the end we can conclude the importance of human resource management strategies in an organisational context by summarising the needs that for effective running of the business HRM is essential. It is not possible to run the organisation without engaging human resource management. Human resource management need to be active in order to maintain all the section within a short time. Moreover, human resource management helps to enhance the productivity of an organisation’s people through hiring right person at right place at time by making good strategies. HRM also motivate their employees through various ways like pay and reward. This is way how human resource management helps in achieving the overall performance of the organisation through developing strategies and implementing them effectively towards the organisational success.
最后，Essay总结了有效运行企业人力资源管理的必要性，从而得出人力资源管理战略在组织环境中的重要性。如果不参与人力资源管理，就不可能运营组织。人力资源管理需要积极主动，以便在短时间内维持所有部门。此外，人力资源管理有助于通过制定良好的战略，在合适的时间、合适的地点雇佣合适的人员，从而提高组织员工的生产力。人力资源管理局还通过薪酬和奖励等各种方式激励员工。这就是人力资源管理如何通过制定战略并有效实施战略以实现组织成功，从而帮助实现组织整体绩效的方式。本站提供各国各专业留学生Essay代写或指导服务，如有需要可咨询本平台。