Business留学作业代写-工作评估和确定薪酬的过程。本文是一篇留学生商务管理作业写作范文，主要内容是讲述动机是一个人的行为受到他人影响的过程，通过他人提供或拒绝满足个人需求和目标的能力。动机理论分为两种不同的观点。动机的内容和过程理论见。内容理论强调动机是什么，而过程理论强调动机的真实过程。另一方面Business作业提出，奖励是员工在工作中取得的成就。当公司为员工的表现付费时，这可能是财务方面的，也可能是非财务方面的。在这种情况下，这意味着公司通过晋升、成就和表扬来奖励员工。下面就来看一下这篇留学生Business课程作业写作范文。
Motivation is the process by which the behaviour of an individual is influenced by others, through their power to offer or withhold satisfaction of the individuals needs and goals. (BPP Learning Media, 2010) Motivation theories are divided into two different viewpoints. See content and process theories of motivation in (Appendix 1). Content theories emphasis what motivations are, whereas process theories emphasise the real process of motivation. On the other hand reward is something that employees achieve during their work. It can be financial when the company pays for their performance and it can be non-financial which in this case means that the company rewards employees by promotion, achievement and praise.
“Maslow puts forward a theory that there are five levels of human needs which employees need to have fulfilled at work” (Mullins, 2005). See (Appendix 2).
“马斯洛提出了一种理论，即员工在工作中需要满足五个层次的人类需求”（Mullins，2005）。
Maslow mentions in his theory that managers following this theory deflect their attentiveness to offering complementary pleasing relationships, more attractive work, and more opportunities for self-fulfillment.
马斯洛在他的理论中提到，遵循这一理论的管理者会将注意力转向提供互补的愉快关系、更有吸引力的工作和更多的自我实现机会。
On the other hand, Herzberg in his theory suggests that there are two basic needs of individuals such as hygiene factors (environmental factors) and motivation factors. See (Appendix 3). Managers following Herzberg’s theory reject money as a motivator and pay attention to supplying more job enhancements.
另一方面，Herzberg在他的理论中指出，个人有两个基本需求，如卫生因素（环境因素）和动机因素。遵循Herzberg理论的管理者拒绝将金钱作为激励因素，而是关注提供更多的工作机会。
According to McGregor’s theory, managers may follow two different theories which is theory X and theory Y. Pursuant to theory X, the average employee dislikes work and will avoid it whether he/she knows what to do or not, that is why employers suggest Theory Y which leads them to do excellent job and managers offer opportunities to have a job done. However, McClelland focuses interest on providing employees with the capability to persuade their needs for success, power, and relationship.
根据McGregor的理论，管理者可能会遵循两种不同的理论，即理论X和理论Y。根据理论X，普通员工不喜欢工作，无论他/她是否知道该做什么，都会避免工作，这就是为什么雇主建议理论Y，这会引导他们做出色的工作，而管理者会提供完成工作的机会。然而，麦克莱兰关注的是为员工提供说服他们对成功、权力和关系的需求的能力。
Companies use both positive amplification and negative amplification to motivate employees. Managers may use positive motivation techniques to persuade employees to create good quality job. Some managers may use negative motivation techniques to encourage employees and stop them from bad manners. However, companies reward their employees with both touchable products, as well as admire. Mangers may reward their employees by providing weekly or monthly bonus or free lunches, many managers reward their top employees by praising them.
公司使用正放大和负放大来激励员工。经理可以使用积极的激励技巧来说服员工创造高质量的工作。一些经理可能会使用消极的激励技巧来鼓励员工并阻止他们不礼貌。然而，公司用可触摸的产品和敬佩来奖励员工。经理可以通过每周或每月提供奖金或免费午餐来奖励员工，许多经理通过表扬他们来奖励他们的高层员工。
For example: Tesco uses two motivation theories – Maslow’s and Herzberg’s, see both hierarchies in (Appendix 4). Tesco uses Maslow’s theory because it suggests the company if they achieve one level then it motivates them to achieve the next one. Also Tesco aims to motivate its staff both by paying interest to hygiene factors and by enabling satisfiers. For example, Tesco motivates its staff by good communication, by giving responsibility and involving employees in decision making. Tesco allows the staffs to be part of the talks on pay rises. This shows credit of the work that staff does and rewards them.
例如：乐购使用了两种激励理论——马斯洛和赫茨伯格。乐购使用马斯洛的理论，因为它建议公司如果达到一个水平，那么它会激励他们达到下一个水平。此外，乐购还致力于通过关注卫生因素和提高满意度来激励员工。例如，乐购通过良好的沟通、赋予责任和让员工参与决策来激励员工。乐购允许员工参与加薪谈判。这显示了员工所做工作的信誉，并奖励他们。
In Tesco, they reward staff for their works because it keeps motivating them at work and will carry on applying different motivation theories at work. Monetary reward uses by Tesco in a way of getting employees to welcome the complete value of their benefits package. Tesco also follows pension system and this usually includes pension assistance that the employer creates on the employee’s behalf and being process in payroll department. They also reward employees by giving them extra benefits such as car insurance and private medical insurance, by special offers and discounts. See Tesco’s reward system in (Appendix 5).
在乐购，他们会奖励员工的工作，因为这会在工作中不断激励他们，并在工作中继续应用不同的激励理论。特易购使用货币奖励，让员工欢迎其福利包的全部价值。乐购也遵循养老金制度，这通常包括雇主代表员工创建的养老金援助，并由工资部门处理。他们还通过提供特别优惠和折扣等额外福利，如汽车保险和私人医疗保险，来奖励员工。
Evaluate the process of job evaluation and other factors determining pay 评估工作评估过程和其他决定薪酬的因素
The Process of Job Evaluation:工作评估流程：
“Job evaluation is a systematic process for defining the relative worth or size of jobs within an organisation in order to establish internal relativities. It provides the basis for designing an equitable grade and pay structure, grading jobs in the structure and managing job and pay relativities.”(Armstrong, 2006)
“工作评估是一个系统的过程，用于确定组织内工作的相对价值或规模，以建立内部相对性。它为设计公平的职级和薪酬结构、在结构中对工作进行分级以及管理工作和薪酬相对性提供了基础。”
Job evaluation is really an extensive process and it must follow in a systematic approach. At the beginning of this process management must make clear to its employees the reason of this program and importance of it. After that a group has been fixed where all the knowledgeable HR specialists and employees are included. In the next step organisation chooses the job from each department that they are going to evaluate. Then the selected job is investigated in detail by the committee. Next, the committee chooses a method for the job evaluation. There are two methods that can be followed to evaluate a job and these are:
工作评估确实是一个广泛的过程，必须采用系统的方法。在这一过程开始时，管理层必须向其员工明确该计划的原因和重要性。之后，确定了一个包括所有知识丰富的人力资源专家和员工的团队。在下一步中，组织从他们将要评估的每个部门中选择工作。然后，委员会将对选定的工作进行详细调查。接下来，委员会选择一种工作评估方法。有两种方法可以用来评估工作，它们是：
Analytical – points rating, factor comparison, proprietary brands; and 分析性——评分、因子比较、自有品牌；
Non-analytical – job ranking, job classification, paired comparisons. 非分析性–工作排名、工作分类、配对比较。
The other factors determining pay:决定薪酬的其他因素：
The pay, which is an award for work, can be influenced by various factors and it creates some difference between the roles and the organisations. Those factors are as follows: 薪酬是对工作的奖励，它会受到各种因素的影响，并在角色和组织之间产生一些差异。这些因素如下：
Size of the organisation,组织规模
Seniority,资历
Skills and experience,技能和经验
Industry sector,工业部门
Profitability of the organisation,组织的盈利能力
Employee performance. See (Appendix 6) for more detail.员工绩效
The effectiveness of reward systems in different contexts 奖励制度在不同背景下的有效性
Bratton and Gold (2003) define a reward system as “The mix of extrinsic and intrinsic rewards provided by the employer. It also consists of the integrated policies, processes, practices and administrative procedures for implementing the system within the framework of the human resources (HR) strategy and the total organisational system”.
Bratton和Gold将奖励制度定义为“雇主提供的外在和内在奖励的组合。它还包括在人力资源（HR）战略和整个组织体系框架内实施该制度的综合政策、流程、实践和行政程序”。
There are two types of rewards: Extrinsic rewards which are tangible rewards that employee receives for their good performance, such as bonuses, salary raise, gifts, promotion, compensation and commissions. Intrinsic rewards are inclined to give personal satisfaction to an employee, such as information, feedback, recognition, trust and relationship.
有两种类型的奖励：外部奖励，即员工因表现良好而获得的有形奖励，如奖金、加薪、礼品、晋升、薪酬和佣金。内在奖励倾向于给员工带来个人满意度，例如信息、反馈、认可、信任和关系。
Employee bonus systems are positive strategies and they can provide actual motivation. Moreover to monetary thoughts; bonus systems take into account factors such as attendance, customer service, quality, group and individual performance. Also bonuses increase employees’ motivation and output. It improves employees’ morale and increases their self-esteem. However, a carefully planned bonus scheme can improve retention which helps to preserve the best employees.
员工奖金制度是积极的策略，可以提供实际的激励。除了货币思想；奖金制度考虑了出勤率、客户服务、质量、团队和个人表现等因素。此外，奖金还能提高员工的积极性和产出。它提高了员工的士气，提高了他们的自尊。然而，精心策划的奖金计划可以提高留任率，从而有助于留住最好的员工。
Salary raise is the other types of reward system and it is one of the most significant motivators for the employee, also it is the key motivation behind an employee’s performance.
加薪是其他类型的奖励制度，它是员工最重要的激励因素之一，也是员工绩效背后的关键激励因素。
Promotion is one of the most important types of reward system, where an organisation rewards an employee by moving them from their position to a higher position. Promotion improves employee’s morale and job satisfaction.
However, improved performance is an effectiveness of reward system; it helps the employee to perform better at work in order to get extra reward from the organisation. At the same time employees also put their efforts, skills and knowledge which help them to learn something new.
晋升是最重要的奖励制度之一，组织通过将员工从其职位调到更高的职位来奖励员工。晋升提高了员工的士气和工作满意度。
然而，提高绩效是奖励制度的有效性；它有助于员工在工作中表现更好，从而获得组织的额外奖励。与此同时，员工们也投入了自己的努力、技能和知识，帮助他们学习新东西。
However, reward system also boosts profit, where a company has good opportunity to make profit because employee works honestly and carefully. It also helps to bring positive psychological contract between employees and the organisation; it creates a better working environment and helps organisation to keep gifted, potential employees with them.
然而，奖励制度也能提高利润，因为员工工作诚实认真，所以公司有很好的机会盈利。它也有助于在员工和组织之间建立积极的心理契约；它创造了一个更好的工作环境，帮助组织留住有天赋的潜在员工。
Examine the methods organisations use to monitor employee performance.检查组织用于监控员工绩效的方法
There are some methods that are used by Tesco to monitor their employees’ performance. Tesco uses observation and feedback to monitor their employees’ performance. In this system Tesco hires someone to monitor the performance of the employee, after that this person provides straightforward feedback. By observing and providing feedback Tesco can give the accurate shape to the employees of what is expected from them.
乐购使用了一些方法来监控员工的表现。乐购使用观察和反馈来监控员工的表现。在这个系统中，乐购雇佣了一个人来监控员工的表现，然后这个人提供直接的反馈。通过观察和提供反馈，特易购可以向员工提供准确的预期。
Tesco also uses performance standards and it is one of the employee performances monitoring system where performance has been compared with the criterion and where employee needs to accomplish this criterion. In this system performance must be realistic, measurable and expressed in terms of time, quality, cost, quantity, effect, or manner of performance.
乐购还使用绩效标准，这是员工绩效监控系统之一，在该系统中，绩效与标准进行了比较，员工需要达到该标准。在这个系统中，性能必须是现实的、可测量的，并以时间、质量、成本、数量、效果或性能方式表示。
Performance evaluation is another method that used by Tesco to determine the actual job performance of an employee against chosen performance standards. In Tesco employees’ are interviewed to talk about their performance to identify strengths and weaknesses, and to create a plan how to improve weaknesses and increase strengths.
绩效评估是特易购用来根据选定的绩效标准确定员工实际工作绩效的另一种方法。在Tesco，员工会接受面试，讨论他们的表现，以确定优势和劣势，并制定如何改善劣势和增强优势的计划。
Tesco also uses a method known as “360-degree appraisal” (Business Case Studies, 2013). In this method all Tesco’s stakeholders evaluate an employee’s performance and give them feedback. For example, a manager of one department gets feedback from their manager from HR department and their team.
乐购还使用了一种称为“360度评估”的方法。在这种方法中，乐购的所有利益相关者都会评估员工的表现并给予反馈。例如，一个部门的经理从人力资源部门及其团队获得经理的反馈。
Conclusion:结论
The conclusion of this report shows that employees’ motivation and reward are very important. There are many types of theories of motivation such as Maslow’s, Herzberg’s, McClelland’s and McGregor’s theories. Each theory has a slightly different view of leader’s and employee’s motivation. Motivation is managers’ action to influence employee’s behaviour at work, so that perform as required in order to achieve organisational goals. Reward management can be view as a type of management practice where employees are rewarded for their performance. Rewards can be tangible and intangible benefits for the employee as part of employment relationship. Employees consider the reward as a return in exchange of their performance being appreciated by their employer.
本篇Business留学作业的结论表明，员工的激励和奖励非常重要。动机理论有很多种，如马斯洛、赫茨伯格、麦克莱兰和麦格雷戈的理论。每种理论对领导者和员工的动机都有不同的看法。激励是管理者在工作中影响员工行为的行为，以达到组织目标。奖励管理可以被视为一种管理实践，员工因其表现而获得奖励。作为雇佣关系的一部分，奖励可以是员工的有形和无形利益。员工将奖励视为回报，以换取雇主对其表现的赞赏。本站提供各国各专业留学生作业代写或指导服务，如有需要可咨询本平台。