本篇加拿大essay代写-薪酬与绩效讲了薪酬与绩效的关联是一个员工越来越多地试图融入其中的概念。绩效薪酬(PRP)对能力较高的员工具有吸引力，要求员工在很大程度上付出努力。大多数关于PRP概念的政策和学术文献都集中在它作为一种激励机制所发挥的作用上。本篇加拿大essay代写文章由加拿大第一论文 Assignment First辅导网整理，供大家参考阅读。
IPRP can improve performance of organization
Association of the pay with performance is a concept that employees growingly attempt to integrate. Job profiles with performance related pay (PRP) are attractive for the workforce with higher abilities and ask the employees to deliver efforts to a great extent. Most of the policy and academic literature on this concept of PRP concentrates of the role it plays as a system of incentive (Tsai, 2016). In the debate of public policy, it has remained usual to relate the PRP introduction with the objective of incentives improvisation and level of motivation amid the public workforce. In the regions of Africa, workforce has been financially awarded for a long time on their entry qualification basis with regard to the value perceived of evaluation and analysis of the job (Ljungholm, 2015). It is evident in various researches conducted in the study of income inequality attitudes within the Eastern Africa. These studies have depicted that variance among the qualification has been the majorly cited reasoning given the differences in pay (Belle, 2015). Moreover, the operation and design of the payment systems have formed on the basis of practice and customer along with labour market characteristics and collective bargaining.
The effectiveness and ineffectiveness of the performance pay is impacted by the number of circumstances that differ from nation to nation (Hasnain et al., 2012). This is the reason behind unlikeliness of meeting the goals when such system is transplanted without the required changes. Success or the failure will often be influenced through the following circumstances: collective bargaining tradition and union’s attitude. An example can be quoted here that negative union attitude within Malaysia has hindered national introduction whereas positive attitude of the Singapore’s union has facilitated it significantly (Bregn, 2013). Cultural factors are also included in the accounts as incentives for the entire group might be more relevant in certain cultures. From this perspective, IPRP is a strategy of human resource management that utilizes pay to enforce major strategies of business. Therefore, the organizations that belong to manufacturing with low cost, innovation promotion, higher performance and skills, and within the service sectors are required to consider various performance pay forms. It is considered that their strategies of HRM will vary along with the objectives of pay which is aligned in consistency with such strategies (Gittleman, 2014). Last factor lies within the overall organizational climate in favour of productivity and performance. This suggests that the organizations promoting the employee involvement practices and policies have experienced the desired outcomes associated with the performance pay.