HRM Assignment寫作格式：Structuring individual performance to maximize performance
HRM Assignment寫作格式-構建個人績效以實現績效最大化。本文是一篇由本站代寫服務提供的留學生人力資源管理（Human Resource Management）assignment格式范文，主要內容是講述在一個組織中表現的活力直接受到動機和期望水平的影響。只要有做某事的欲望，表現輸出的增加與鍛煉的活力水平成正比。動機是期望、工具和價值的函數，期望被用作解釋工作場所態度和行為決定因素的工具。換句話說，努力表現，你就會成功。以下內容就是這篇HRM Assignment寫作格式范文，供參考。
Individual performance is determined by the following factors:個人表現由以下因素決定
Motivation, the desire to do the job 動機，做工作的欲望
Ability, capability, know how to do the job (cognitive ability, reasoning ability, physical ability) 能力，知道如何工作（認知能力，推理能力，身體能力）
Work environment, tool materials and information to do the job 工作環境、工具材料和信息
The energy to perform in an organization is directly influenced by the level of motivation and the expectancy. As long as the desire to do something is present, the mount of performance output is directly proportional with the level of energy exercised. Motivation is a function of expectancy, instrumentality and valance and expectancy, is used as a tool to explain the determinants of workplace attitudes and behavior. In other words try to perform and you will succeed.
Expectancy theory has three underlying concepts:期望理論有三個基本概念
The Concept of valence refers to anticipated satisfaction. While value represents the actual satisfaction that a person experience from an attained outcome. Potentially a discrepancy can occur between the anticipated satisfaction from an outcome (valence) and the actual satisfaction that it provides (its value). When such disparity occurs, the reward system implemented will lead to loss of the motivational value.
本篇assignment解釋了期望值的概念是指預期的滿足。而價值則代表一個人從所獲得的結果中獲得的實際滿足感。結果的預期滿意度（效價）和實際滿意度（其價值）之間可能存在差異。當這種差異發生時，所實施的獎勵制度將導致動機價值的喪失。
Instrumentality represents a person’s belief about the relationship between performing an action and experiencing an outcome. The high performance is most likely to occur when both the valence and instrumentality are perceived high. It is important to understand individual’s motivational behavior by not only identifying his/hers satisfaction expected as a result of attained particular outcome, but also what actually the person thinks that he /she needs to do or not, to achieve the outcome.
工具性代表一個人對執行一個動作和體驗一個結果之間關系的信念。當價態和工具性都被感知為高時，最有可能出現高性能。本篇assignment提出重要的是，要了解個人的動機行為，不僅要確定他/她對所獲得的特定結果的滿意度，還要確定這個人實際上認為他/她需要做什么或不需要做什么來實現結果。
Expectancies, representing a link between making an effort an actual performing well. It is more like motivation based on desire and effort.
Expectancy should be accompanied by specific goals setting and type of performance desired in quantitative terms. Goals should be difficult enough, to where the individual motivation will be driven by the values received from a job well done. The concept of self-efficacy is based on the individual ability to complete the task if he/she tried. Self -efficacy can increase by: emphasis on past accomplishments, observation of others, verbal persuasion (appealing to individual self image)
期望，代表努力和實際表現之間的聯系。它更像是基于欲望和努力的動機。
期望應該伴隨著具體的目標設定和所期望的定量表現類型。目標應該足夠困難，個人的動機將由從出色的工作中獲得的價值觀驅動。自我效能感的概念是基于個人在嘗試的情況下完成任務的能力。自我效能感可以通過以下方式提高：強調過去的成就，觀察他人，口頭說服（吸引個人自我形象）
Performance management system used to improve employee development and communication 用于改善員工發展和溝通的績效管理系統
(McCaffery (2004) explains that a key competent of learning and development support in managing performance is guidance given by line managers to develop the knowledge or skill of their subordinates.
McCaffery解釋說，在管理績效方面，學習和發展支持的關鍵能力是直線經理提供的指導，以發展下屬的知識或技能。
(McCaffery,p139 (2004) believes that ‘performance management is a cyclical process centred on learning and development-not a fixed one-off event…performance management does not just happen, as is often(wrongly) assumed, at an annual event set up for the purpose. Formal appraisal is but a single process. The core foundation of performance management is learning and development.
McCaffery認為，“績效管理是一個以學習和發展為中心的周期性過程，而不是一個固定的一次性事件……績效管理并不像人們經常（錯誤地）假設的那樣，只是在為此目的而設立的年度活動中發生?！薄Ｕ皆u估只是一個單一的過程?？冃Ч芾淼暮诵幕A是學習和發展。
(Armstrong, p246 (2009) believes that performance management has a vital role in an organisation, by ‘specifically helping people to appreciate the need for developing their performance and where and how it should take place,’ and ensuring that people can learn from their experience. Performance management can help people find specific courses on or off the job or by e-learning which will satisfy their learning need. But performance management’s most essential role is the help it gives to the development of a climate for learning- a ‘growth culture’. This process helps people avoid obstacles that can arise when guiding them through work challenges. It ensures that the workers have the resources and time that they need to learn, also that management can advice and support them and give feedback that is vital for them to learn.
Armstrong認為，績效管理在組織中發揮著至關重要的作用，它“特別幫助人們認識到發展績效的必要性，以及在哪里和如何發展績效”，并確保人們能夠從經驗中學習?？冃Ч芾砜梢詭椭藗冊诠ぷ髦谢蚬ぷ魍庹业教囟ǖ恼n程，或者通過電子學習來滿足他們的學習需求。但績效管理最重要的作用是幫助發展學習氛圍——一種“成長文化”。這一過程有助于人們避免在指導他們應對工作挑戰時可能出現的障礙。它確保員工有學習所需的資源和時間，管理層也可以為他們提供建議和支持，并提供對他們學習至關重要的反饋。
(Foot, Cook (2008) comment on the fact that often organizations want to develop by improving performance. They want to meet their strategic objectives, or gain high-performance standards in the organization, and they wish to increase profits for shareholders, develop their market share or provide better services for their customers to avail of.
Foot，Cook評論了一個事實，即組織往往希望通過提高績效來發展。他們希望實現自己的戰略目標，或在組織中獲得高績效標準，并希望為股東增加利潤，發展市場份額或為客戶提供更好的服務。
(Foot, Cook (2008) explain that in order to achieve these ideals, they need to select, recruit, motivates, develop and retain the best people for the job. (Foot, Cook, p277(2008) highlight that ‘learning and development is one of the key aspects in performance management which can help them achieve these things and it is also a key factor in managing talent.’
Foot，Cook解釋說，為了實現這些理想，他們需要選擇、招聘、激勵、培養和留住最適合這份工作的人。本篇assignment強調，“學習和發展是績效管理的關鍵方面之一，可以幫助他們實現這些目標，也是管理人才的關鍵因素?！?/p>
Individuals in an organization have the drive to improve their performance in their job, or gain new skills perhaps to get a promotion or pay increase or even move on to a more challenging and fulfilling job. (Foot,Cook(2008) believes individuals can achieve these aims with help from learning and development . Learning and development can help organizations by attracting individuals and can engage their loyalty so the organization benefits by retaining new recruits, this in turns helps the organization to optimize its current and future objectives.
組織中的個人有動力提高自己的工作表現，或者獲得新技能，也許是為了升職或加薪，甚至是去做一份更具挑戰性和成就感的工作。本篇assignment認為，個人可以在學習和發展的幫助下實現這些目標。學習和發展可以通過吸引個人來幫助組織，并可以吸引他們的忠誠度，從而使組織通過留住新員工而受益，這反過來又有助于組織優化其當前和未來的目標。
(Foot,Cook (2008) emphasize the fact that learning and development has gain popularity over the past years, as organizations have realized that in order to stay competitive they need to develop and utilize the knowledge of their staff as much as possible, in order to do so they need to focus their activities from training to learning.
Foot，Cook強調，學習和發展在過去幾年中越來越受歡迎，因為各組織已經意識到，為了保持競爭力，它們需要盡可能多地發展和利用工作人員的知識，為此，它們需要將活動的重點從培訓轉移到學習。
(Foot,Cook) continues, by saying, people learn in different ways, some of these ways can be planned others, unplanned. In order for learning to occur organizations have to ensure that they create suitable environments, so that workers can clearly benefit from the learning and knowledge of their workforce.
Foot，Coo繼續說道，人們以不同的方式學習，其中一些方式可以是有計劃的，另一些方式是無計劃的。為了實現學習，組織必須確保創造合適的環境，使員工能夠明顯地從員工的學習和知識中受益。
(Foot,Cook, p278 (2008) reveals that ‘the concept of individualized learning implies that this occurs in all sorts of situations, not just in the more traditional, formal training opportunities.’ Learning and development include mentoring, coaching, job swapping and work shadowing which are less formal and are more learner centered approaches to learning.
Foot，Cook揭示了“個性化學習的概念意味著這種情況發生在各種情況下，而不僅僅是在更傳統的正式培訓機會中?！睂W習和發展包括指導、輔導、工作交換和工作跟蹤，這些都不太正式，更以學習者為中心。
(Wilton, p183 (2013) comments how ‘in human resource development, it is important to highlight the role of learning and development in performance management and in fostering a culture of continuous improvement.’ In a firm, (Wilton(2013) explains that employee development is considered a key mechanism through which organizational performance can be improved. Learning and development provides substantial linkages within the cycle, forming part of both the evaluation or review phrase and the planning phase. (Wilton (2013) emphasizes the fact that learning and development plays a vital role in relation to remedial action to resolve performance problems.
Wilton評論道：“在人力資源開發中，強調學習和發展在績效管理和培養持續改進文化中的作用很重要。”在一家公司中，解釋說，員工發展被認為是提高組織績效的關鍵機制。學習和發展在周期內提供了實質性的聯系，構成了評估或審查階段和規劃階段的一部分。本篇assignment強調，學習和發展在解決績效問題的補救行動中發揮著至關重要的作用。
Effectiveness of linking performance to financial reward 績效與經濟獎勵掛鉤的有效性
In many organizations the HR function and the business will attempt to align individual performance to a “bell curve” of anticipated or actual required performance ratings. This approach is often positioned as being necessary to reward the highest individual performers appropriately, or to justify how the actual business and individual employee performance compares to other high performing organizations (or both).
在許多組織中，人力資源職能部門和業務部門會試圖將個人績效與預期或實際所需績效評級的“鐘形曲線”相一致。這種方法通常被認為是必要的，可以適當地獎勵表現最好的個人，或者證明實際業務和個人員工的表現與其他高績效組織（或兩者）相比如何。
However, when attempting to manage performance distribution across the organization the HR function is often faced with some pretty difficult questions and issues, such as, “How can we have so many high performance ratings when we aren’t achieving our organizational performance goals? Why are we paying our best performers pretty much the same as our worst performers? Are we rewarding the right people?”
然而，當試圖管理整個組織的績效分布時，人力資源職能部門經常面臨一些非常困難的問題，例如，“當我們沒有實現組織績效目標時，我們怎么會有這么多高的績效評級？為什么我們給表現最好的人的報酬和給表現最差的人的差不多？我們獎勵合適的人嗎？”
What is actually happening in many organizations is that they believe they are paying for one thing (performance) when in actual fact they are paying for something else.
在許多組織中實際發生的情況是，他們認為自己在為一件事（績效）付酬，而實際上他們在為其他事情付酬。
For example, reward for promotion often exceeds annual pay increases for performance within any given level, no matter how much the employee has contributed. Therefore, employees have a much greater incentive to try to get promoted than to stay put and do an outstanding job. This issue can be exacerbated by the use of broad band’s (grades) and salary ranges; all too often, organizations implement a new approach to pay without considering how to communicate to their employees the principles of progression within a salary range.
例如，無論員工貢獻了多少，在任何給定級別內，晉升的獎勵往往超過績效的年加薪。因此，比起呆在原地做出色的工作，員工嘗試升職的動機要大得多。這一問題可能因使用寬帶級和薪金范圍而加??；很多時候，組織在實施一種新的薪酬方法時，沒有考慮如何與員工溝通工資范圍內的晉升原則。
If we take another example, you may work in an organization which is results-oriented, and management is only interested in financial measures such as profit or revenue. Financial rewards are probably used as the major motivator for staff, as we have seen within the financial services sector. However, this approach may not be the right one for employees who are not motivated by financial reward and are perhaps already highly committed to the goals of the organization. In this situation, non-monetary rewards may be the way to go.
如果我們舉另一個例子，你可能在一個以結果為導向的組織工作，而管理層只對利潤或收入等財務指標感興趣。正如我們在金融服務業看到的那樣，經濟獎勵可能被用作員工的主要激勵因素。然而，對于那些沒有經濟獎勵動機、可能已經高度致力于組織目標的員工來說，這種方法可能不是正確的。在這種情況下，非金錢獎勵可能是可行的。
For smaller organizations where promotion opportunities are limited, the opportunities for employees to reap financial rewards for moving up and for performing well are also limited. Linking performance and reward effectively relies on a good understanding of your organizational context, and the mix of employee motivating factors.
Bibliography 參考文獻
Armstrong, Michael.(2009) Armstrong’s Handbook of Performance Management.
Clifford, Jackie, Thorpe, Sara. (2007) Advantage for your organisation.
Dam, Van Nick, Marcus, Jos, Medhurst Keith.(2007) An International Approach to Organisation and Management.
Finch, Erik(2010). A talent development approach that integrates learning and performance management is needed to retain staff. Retrieved on the 20th of March 2014.
Margaret, Foot. Cook, Caroline. (2008) Introducing Human Resource Management.
McCaffery, Peter (2004) The higher Education Manager’s Handbook; Effective leadership and Management.
Wilton, Nick (2013) An Introduction to Human Resource Management.
對于晉升機會有限的小型組織來說，員工因升職和表現出色而獲得經濟獎勵的機會也有限。有效地將績效和獎勵聯系起來取決于對組織環境和員工激勵因素的良好理解。本站提供各國各專業assignment格式范文，assignment代寫以及assignment寫作輔導，如有需要可咨詢本平臺。
