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代写assignment:组织员工程序公正的激励实践

在当前的组织中有许多关于激励的问题,遵循一些最佳的激励实践是至关重要的。首先,激励必须产生于组织的方向感和文化感。有必要通过对员工进行组织战略方向的培训来帮助他们。这里必须使用公平和公平的方法,因为所有员工都是公司的内部利益相关者。这对它的性能起着至关重要的作用。

工作场所必须注意分配和程序公正。程序公正是确保所有员工都遵循公平对待彼此的程序和程序。谈判、调解和仲裁是解决冲突以确保程序公正的方面。另一方面,分配正义确保工作场所存在公平和平等(Lawler, 1994)。分配公平在工作场所中有一定的存在,可以看出,所有工作场所的员工,从一线员工到其他部门的员工,都遵循着同样的规则。



代写assignment :组织员工程序公正的激励实践

然而,程序公正的工作,以确保公平对待员工,这可能是失败的。例如,比例,给出一个奖金,其余下岗。激励奖金等良好的工作有利于公司在决定放开那些在底部的比例没有改善的机会,或把它们在缓刑监督进展也不公平。职场应该遵循公平原则。有些员工可能是新员工,他们没有机会提升和学习。

必须发展评价工具,使其具有实际的使用和理解能力。在评估中,必须收集员工的输入,或者根据标准实践,在评估绩效时必须提供某种形式的协作过程设置。这可以让员工了解MC的透明度。这可以激励他们更清楚地向经理提出任何可能阻碍他们工作效率的问题。

年度评估必须增加半年或定期评估,以便对工作作出积极的反馈,并向员工提出建设性的口头建议。除了作为业绩奖励的金钱补偿外,员工还必须有非金钱形式的认可。



代写assignment :组织员工程序公正的激励实践

There are many issues in motivation in the current organization and it is critical to follow some of the best practices in motivation. Firstly, motivation must arise from a sense of organizational direction and culture. It is necessary to help employees by training them on organizational strategic direction. A fairness and equity approach has to be used here, as all employees are internal stakeholders of the company. This plays a critical role in its performance.
Distributive and procedural justice must be attended to the workplace. Procedural justice is what ensures that all employees are made to follow processes and procedures which are in fair treatment to one another. Negotiation, mediation, arbitration come as aspects for conflict resolution in assuring procedural justice. Distributive justice on the other hand ensures that equity and equality exists in the workplace (Lawler, 1994). Distributive justice exists to a certain extent in the workplace, as it is seen that all workplace employees, from frontline employees to employees working in other departments come under the same rules.



代写assignment :组织员工程序公正的激励实践

However, procedural justice that works to ensure that there is fairness in treatment of employee which might be failing. For instance, the percentage that does well is given a bonus and the rest are laid off. Incentives for good work such as bonuses are good for the company when deciding to let go of those who are in the bottom percentage without a chance for them to improve, or by putting them in probation to monitor progress which would not be fair to them. Equity should be followed in the workplace. Some employees might be new recruits and they would not have been given the chance to ramp up and learn.
The instrument for assessment has to be developed so that it is practical to use and understand. In assessment, the input of the employee must be collected, or at best, according to standard practices some form of a collaborative process setting must be present during the review of performance. This could enable employees to understand the transparency of MC. This could motivate them to present any issues that might be blocking their productivity more clearly to the managers.
Annual assessments must be augmented with biannual or periodic assessments where positive feedbacks for jobs and verbal constructive advices can be given to employees. In addition to the monetary compensation as bonus for achievement, non-monetary form of recognition must also exist for the employees.