人力资源专业+毕业论文+外文翻译+中英文绩效考核与员工激励文档格式.docx
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人力资源专业+毕业论文+外文翻译+中英文绩效考核与员工激励文档格式.docx
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第1页
Theperformanceinspectionanddrivemechanism
Aseveryoneknows,theincentivesystemisamodernenterprisesystem,oneofthecorecontent,istoestablishtheenterprise'
scorecompetitivenessthecornerstoneofenterprisemanagementisanintegralpartoftheessence.Inspiredtheterm"
ChiHay”as”soexcitedheart”,thatistostimulatepeople'
smotives,theactsofpeopleinducedtoproduceabuilt—inmomentumtowardsthedesiredgoaloftheprocess。
Asthenamesuggests,theso-callednegativeincentivesisabreachofindividualorganizationalgoalstopunishnon-expectedbehavior,sothatitdoesnotrecur,sothatindividualinitiativethegoalofmovingintherightdirectionoftransfer,disciplinaryactionforspecificperformance,economicsanctions,reductioninrank,descendingpay-outandsoon。
Inthemodernenterprisemanagementattachesgreatimportancetotheentrepreneursareinspired,andoftenneglectedtheroleofnegativeincentives,therefore,thisarticletalkaboutthenegativeincentivesintheenterprisemanagementapplication.
Negativeincentivesintheroleofcorporategovernance
1Negativeincentivestocontrolemployeebehaviorisahidden"
stopline"
Justastheboundariesofmoralityandthelawasbeyondtheboundariesofethicsisboundtobepunishedbylaw,anegativeincentiveisthecase,hasday-to-daybusinessofthegeneralcodeofconduct,managementsystemsandsoon,beyondtheguidelines,thesystemwillbesubjecttocertainsanctions。
Ofcourse,thenegativeincentivemeasuresandmeanstoexistinmostofthecorrespondingenterprisemanagementsystem.Negativeincentivesasa"
stopline”,perhapsasafewemployeesnotedthatthestaffactuallycontrolbehaviorplayedanindispensableroleinthenurtureofday-to-day,thestaff,consciouslyorunconsciously,haveacceptedthiskindsofnegativeincentiveregulation,theinvisibletothemanagementofbehaviorofavirtuouscycleofsustainedeffect.Forexample,inthesystemprovidesthat”adeductionforbeinglatetowork100"
,allthestaffallknowcannotbelate,orelsetheywouldbepunished,undernormalcircumstances,employeesnaturallydevelopedahabittogoto
第2页
workontime,managersappliedonlyboundbyanegativeincentivemechanismtomanagetheentireenterpriseoflabordiscipline,wecansee,thehidden"
stopline”howimportant.
2Negativeincentivescanplaytheroleofawarningtoothers
Onmorethananegativeincentivesystemsareoftenboundbytheboundariesofemployeebehavior,butthisdoesnotmeanthatallemployeeswillcomplywiththeagreedrules,asnotallhavethelawwillbelaw—abidingcitizens,thetotalstaffwillbeguiltyofsomekindsoferrorsOtherwise,thelegalsystemandtheenterprisesystemofnegativeincentivesnolongernecessary,whichmeans,whenthenumberofemployeesboundtoovercometheseconsequenceswillbepunishedaccordingly,andthenatureofthispunishmentismandatoryandthethreatofnature,thedeterrenteffect,oftenplayedtheroleofsetanexampleandreallymakeitimpossibleforworkerstoacceptthepsychologicalbehaviorofenterprisemanagementrespect,therebyenhancingself-managementbehavior.Forexample,supposeacompanyinthemonth,a3milliontogotoworklate,thismonth3businessdeduction100Yuaneach,andtonotice,itwillmakeemployeesawarethatsuchanegativeincentiveisnotameansofdisplay,butverygoodtomaintainlabordisciplineofenterprises。
3Negativepsychologicalmotivationsofemployeesisgreaterthantheimpactofrecurrentexcitation
Istheso—calledincentivesareinlinewiththeorganizationalgoalsofindividualactsofrewardexpectationsinordertomakemoreofsuchactsappearedtoraisetheenthusiasmofindividuals,mainlyforemployees,suchasrewardandrecognition。
However,employeesareinspiredtograduallydilutethepsychologicalimpact,especiallyforhigh-payingwhite—collarclass,asurveyshowedthatinChina,amonthlysalaryof5,000Yuanhigherthantheclass,fortherewardin10%oftheamountofincentives,theoverwhelmingmajorityofstaff"
Nofeel"
becauseofhigherrelativetotheirtotalremunerationforthisawardisinsignificant,itishardlysurprisingthattheydonotcare,andoftenwillfallintothehandsofrecognitionusedto”inertia”ofthetrap。
Andthepsychologicalimpactofnegativeincentiveishugeandhasadualnature,fromthephysicalpointofview,undernormalcircumstanceswouldhavebeenabletogetwasnotpunishment,isadoublelossand,moreimportantly,thespiritbycombat,
第3页
psychologicalfluctuationscanbeimagined,businessincentivesisthewaythroughthenegativepsychologicalimpactfromtheimpactoftheiractionstoachievethepurpose.Asinthepreviouscase,alatewhite—collarworkerswas100Yuananddeductionnoticeisveryworriedaboutthiswhite—collaremployeestochangehisawarenessofhispsychologicalimpactwasnotabletobemeasuredbymoney。
4Thepositiveeffectofnegativeincentives
Simplyunderstoodliterally,itisoftenthoughttoplayanegativeincentiveeffectisnegative,onthecontrary,weintheenterprisemanagementprocessistoplayapositiveeffectofnegativeincentives.Theabovementioned"
stopline”orawarningtoothers,orallofthenegativeincentivesormeanstoregulateemployeebehaviorare,inordertoconductbusinessmanagementservices.Afewdaysago,aresearchreportthatthecurrentpersonnelmanagement"
cannotpost,thesalarycanbeincreasedcannotbereduced,theannualassessmentisonlygood,competent,thereisnooraverysmallnumberofincompetent,"
andmanyotherphenomenahavestemmedfromnotnegativeincentivesystem,whicheventuallyledtoalackofpassionandtheentirecollectivevitality,creativityandenthusiasmisnothigh。
Casesfromtheaboveanalysis,thepartiesmaybeapunishmentisnegative,thenegativeside,butshouldbenotedthatiftherearenosuchnegativeincentivemeasures,thewrongfulactofalaissez-faireattitudeofstaff,wecanimaginethefateofanenterprisewillbeHowwould,infact,thisisonlyasmallnumberofpeopleonthepunishment,theeffectistoenableenterprisestocomplywiththemajorityof”rulesofthegame”,thepositiveeffectismuchlargerthanthenegativeeffect;
fortheparties,thenegativeimpactisonlytemporary,andonlyherecognizedthaterrorsandcorrections,thefinalresultispositive.
5Theimplementationofincentivescannotbeanegativebias
IntheConstitutionprovidesthat”everyoneisequalbeforethelaw,"
Thesameistrueofnegativeincentivesintheconductofcorporatemanagementtoachieve"
equalitybeforethenegativeincentives”,whichistheimplementationoftheincentivetobemoreaccurateandappropriatedegreeofdifficultythanGreat.Negativeincentivesintheimplementationisoftendifferentfromtheincentives,incentivesareoftenbiasedinfavorofthe"
icingonthecake,"
a
第4页
littlemoreless,lessstaffthanaccounting;
andnegativeincentivesaredifferent,oncethebias,employeeswillbeover,willleadtoenterprisemanagementtheauthorityofthosewhosuffer,andevenleadtoineffectivecorporategovernancesystem.Forexample,anemployeeforbeinglate,becauseemployeescannotbesaidthathewasonhiswaytraffic,thereisnosubjectiveerrorandgiveuptheirpunishment,orthenextbecauseof”traffic"
willbelate,moreandmoremanagersbecauseitisimpossibletoimplementreallytraffic,managerscanalsobeunderstood:
Asitisknownthatthepeakperiodofworkmaybetrafficcongestion,whycannotthisearlypointofdeparture?
Shouldnotvaryfrompersontoperson,suchasawifeorrelativesleadershiptogiveuptheirpunishmentforbeinglate,thenallthesystemswillbeamereformality,corporategovernance,sinkintoachaoticstate。
6Inthefaceofnegativeincentivestomanagerstoleadbyexample
Leadershipasabusiness,managersshouldbewillingto”loss"
itself,itisnecessarytoaccompanystafftoaccepttheburdenofresponsibilityshouldbetoenablethestaffwillnotbeconvincing。
Inthepowerindustryformanyyearsofday-to—daymanagementofthe"
monthlyeconomicassessmentmethodsaccountability”and”Pointsmanagementregulations”aretwowell—establishedmanagementpractices,thesetwoapproachestotheconductofemployeesasdefinedindetail,thevastmajoritythemajorityofnegativeincentivemeasures,asmallnumberofpositiveincentives,whichisagoodpartofpunishmentforthenextlevelofemployees,higherlevelmanagerstobeacertainpercentageoftheassociatedpenalties,sincethetheoryiswrongonthelowerlevelemployeesatleastbearmanagementresponsibility,thepenaltiesassociatedwithnegativeincentivemeasurestoimplementgreaterinteroperability,thehigherlevelcansay。
Thereisalsoasubordinateenterprises,theestablishmentofthe"
threeGermanbanks"
managementapproach,thatis,professionalethics,socialethicsandfamilyvirtues,andmanagementareaswithintheeight—hourextensionfromtheoutsidetoeighthourstocounteachandeverymemberofthe"
threeethics”ofthegold,asapunishment"
ThreeMorals"
ofloaninterest,depositinterestratesasareward,buttheleadershipofmoreseverejointandseveralliability,”ThreeMorals"
ofpointsistheaverageofemployees,byemployeesofthesystemgreatlyrecognition.
第5页
1。
Oneoftheprinciples:
incentivestovaryfrompersontoperson
Becauseofthedifferentneedsofdifferentstaff,therefore,thesameincentiveeffectsofpolicyincentiveswillplayadifferent.Evenwithastaff,a
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