人力资源管理 论文英文.docx
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人力资源管理 论文英文.docx
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人力资源管理论文英文
HENANUNIVERSITYOFTECHNOLOGY
河南工业大学
BachelorofManagement
AssignmentCover
工商管理学士学位课程
作业封面
MODULECODEANDNAME
科目代码及名称
ModuleCode科目代码:
B12
ModuleName科目名称:
人力资源管理
Lecturer讲师:
崔颖
SectionCode专业班级:
市场营销0905班
StudentID学生证号码:
200948950508
StudentName学生姓名:
张润楠
Announcement:
IdeclarethatthisassignmentisENTIRELYmyindependentworkexceptwherereferenced.IhavemarkedanyReferencesourcesandamawareofprogrammeregulationsconcerningplagiarismandreferencing.
声明:
除了标明出处的引用资料之外,此作业是我独立调查完成的。
文内所有引用的资料已经详细标明出处,并且我了解课程中有关抄袭及引用方面的规定。
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ThePerformanceManagementofLoewsHotel
TableofContents
Introduction
LoewsHotelhassomeproblemsinperformancemanagement.Itsstaffscan’thaveagreatperformancewhentheyareworking.SothearticlewillprovidesomegoodadviceandhelptheCEOtosolvetheproblemsinhisjob.TobeginwiththequestionsTischhaveinmanagingthecompanyandhowtoimprovehismanagerialability.ThenIwilltellJonathanTischandotherLoewshotelmanagers’experiencethathowtoaffectthecompany’sperformancemanagement.Itcanbedividedwhofourpasts-----Objectdesign,theDirectingofprocess,Assessmentfeedback,Motivationandimprovement.Inaddition,Iwilldescribeseveralkindsofperformanceevaluationwhichsuitthehotelindustry.AndIwillexplainbothgoodandbadaspectsofeachpossiblechoice.Andcomparingthesemethodswhichareactuallyusedinrealhotels.Theperformanceevaluationistrite-orientedapproach,action-orientedapproachandresult-orientedapproach.FinallyIwillanalyzethethingsIhavementionedonthefrontofthisarticleandfindthebestfitmethodofmeasuringperformance.Themethodis360degreeassessmentmethod.Sowecanknowtheperformancemanagementofhotelcomprehensively.Andwecanalsofindknowtheperformancemanagementofhotelcomprehensively.Andwecan,alsofindandsolvetheproblemsinhotel.Accordingtothesemethodsofperformancemanagement,wecanmakethehotelmorelivefully.
Keywords:
PerformancemanagementEvaluationMethods
1.QuestionsinLoewsHotel
Mr.TischisthechairmanandCEOofLoewshotel.HoweverheisnotthebestCEOofthehotel.Whenhemanagesthehotel,thereareseveralquestionshavetobesolved.ThefirstquestionisthattheCEOdoesn’tbringforwardtomakeaworkdescriptionorstandardoccupationalresponsibility.Sothestaffsdon’thaveastandardwhentheyareworking.Theydon’tknowwhattheyshoulddoadditional.Anexcellentemployeeoftenfinisheseverytaskontime.Theyalwaysdomoreworksthangeneralemployees.Buttheyhavethesamesalary.Soitiseasytomaketheteamcreatingcontradictions.Iftheystatussustainsforalongtime,theprofitofthehotelmaydecrease.Soitisnecessarytomakeaworkabledescriptionorstandardizingoccupationalresponsibility.IfMr.Tischcandothis,theworkefficiencyofemployeesmightbepromoted.Thesecondquestionisanimportantquestion.TheLoewshoteldoesn’tsetemployees'performancesassesscriteriaanddirecttoimplement.PerformanceisassessedcriteriaareanimportantpartofHumanResourceManagement.Youcanknowtheconductionofemployeeswhentheyareworking.Onlybyestablishingandperfectingscientificperformanceappraisalsystemandcarryingoutthestaffincentivepoliciesthroughcanattractandretaintalents,makinggooduseoftalents.Andtheexcellentemployeesoftenprovidemantagoodthingstoacompany.Afavorableperformanceassessmentmighturgeemployeesworkinghard.ThenguestsmaybecometotheLoewshotelmanytimesratherthanotherhotels.ThethirdquestionisthatMr.Tischandothermanagersdon’tlearntocarefortheiremployees.Maybemanagerswillspendmuchmoretimeinstayingwiththeiremployeesthantheirfamily.Ifyouarealwaysappearingwiththemanagerimageinfrontoftheemployees,theymightbefedupwiththis.Theyworkunderpressureforalongtime.Itmustdosomethingwrongintheirjob.Thentheguestsmightbeuncomfortableorangrywiththehotel.Itisadangerousthingtoahotel.Soitisimportanttocareforemployeesforagoodmanager.Yourconcerncanbeshownanywhere.Forexample,Googlealwayshasamicrowave-ovenintheoffice.Becauseemployeesoftenhavenotimetoeatbreakfast.Thentheemployeeshadaffectionforthecompanygradually.Thesimpleandconvenientwayiscommendingemployees.Whenemployeesfinishtheirjob,theyaspiretogetthemanager’sapproval.Soifmanagersoftencommendtheiremployeesratherthancriticism,theemployeesmightworkharderandharder.Isn’titwhatthemanagerswanttosee?
Thefinalquestionisthattheregulatorysystemisnotperfectinthehotel.Theregulatorysystemcanhelpmanagerstoknowtheemployeesworkinghardornot.Humansareallmentallylazy,theydon’twanttoworkhardbutwantmoreandmoremoney.Nowitistimeforitjusttolettheregulatorysystemflow.Everyemployeeshouldberesponsibleforhisperformance.
2.ManagementAbilityImprovement
Agoodmanagerneedstoimprovehismanagementability.ThereareseveralabilitiesnecessarytoMr.Tisch:
1.CommunicatingAbility.Toknowtheropeofemployeesinthehotel,listentotheirthoughts.Amanagermusthavegoodcommunicatingability.Activelisteningisanimportantpartofthis.Ifyoucandothis,theemployeeswouldsupportandgetalongwellwithyou.Thentheywillnotbeafraidofmanagersandmanagerswillnotlosetheirprestige.Employeesoftencomeupwithconstructiveadviceandtheirneeds.Somanagersshouldlearnhowtolistentoemployees.
2.CoordinationAbility.Managersshouldalwaysunderstandtheemployees’moodchanges.Thentheycantalktoemployeessolvingtheproblems.Ifcontradictionshavebeenexistingintheteam,itwastoolate.Peoplealwaysmakemistakestodealwiththeemergency.Goodmanagersshouldresolvecontradictionsinadvance,thentheycansolveanyproblems.
3.PlanningAbility.Managers’planningabilityisimportanttothehotel.Notonlytheyshouldmakeashort-termstrategy,butalsotomakealong-termstrategy.Inotherwords,excellentmanagersmustbeforethought.Andtheyshouldletemployeesknowthecompany’slong-termplanningintime.
4.Managersmustaspiretogetagreatteam.Somanagersmusttrainsometalentedemployeestohelpthemmanagingtheteam.ItisimportantinHumanResourceManagement.
5.GovernAbility.Itissaidthataleaderneversetsupacompany,buthewillsetateamtobuildacompany.Somanagersmustimprovetheirabilityandskillstomanagetheiremployees.Towinthetrustoftheemployeesareveryimportant.Ifmanagerscandothis,hisemployeeswouldrespecthimandfinishthetasksforhim.Thisistheproperwaytowardsavirtuouscircletothehotel.
3.PerformanceManagement
Therearefourstepsofperformancemanagement.Mr.Tischandothermanagersmanagehotelbythesesteps.Andtheirexperiencecanaffectthecompany’sperformancemanagementinthefoursteps:
1.Objectdesign.Companyshouldmakeaplanfororganizationalstructure,functions,dutiesandresponsibilitiesinfrontoftheperformancemanagement.Theprimarymissionofobjectdesignisimportant.Weshouldmakeatargetforcompany,sectionsandemployees.Thenmanagersshouldcommunicatewithotherstoestablishasingletarget.Themostimportantthingiscommunicatinginobjectdesign.Managersshouldusetheirexperiencetoensurethatemployeesunderstandandagreewiththeperformancegoalsandtheirliabilities.Sotheimportanceofmanagers’experienceshowedinthisstep.Managersknowthedirectionofdevelopmentdirection.Andtheyknowwhattheyshouldfinishinthenextphase.Sotheexperiencesofthemanagersensuretheaccuracyofthetargets.Companycanavoidmistakesandensureerrorsarenotmissedintheprocessofdevelopment.
2.Performancecoaching.Performancecoachingisthekeyissuesofperformancemanagement.Theprimarymissionisobservingandrecordingperformanceinformation.Managerscanmakeanassessmentandadjustmentofmediumtermbytheseinformation.Performancecoachingistheprocessthatmanagersandemployeesdiscussaboutthecompletionofperformanceandthegapofabilityandperformance.Managersmakeemployeesrealizetheprogressoftheirjobbyfeedback.Managersalwaysdirectperformanceofemployeesandfollowupwithcorrectionswhereneeded.Whenemployeeshavedifficultiesintheirjob,theexperienceofmanagerscanhelpthem.Becausemanagershadmetalotofemergenciesintheircareer.Theyknowhowtodowiththesedifficulties.Andsomemanagersenhancetheabilityoftheiremployeesbytraining.Coachingisbasedonfeedbackondirectionaldiscussion,focusontrainingtheabilityandimprovetheperformancelevelofemployees.
3.Performanceevaluation.PerformanceevaluationisanimportantbasicworkofHumanResourcedevelopmentandmanagement,thestudyofwhichhavingveryimportantrealisticsignificance.PerformanceevaluationisaveryimportantcommentontheHumanResourceManagementsystem.Itisasignificantsteptoestablishasetofperformanceevaluationsystemfortheperformancemanagement.Ithasstandardsofperformanceevaluation:
(1)Performanceevaluationshouldconsistwithenterprises’cultureandmanagement.
(2)Itmusthaveemphasisinperformanceevaluating.(3)Assessmentmustbeeffective.Evaluationistheobjectiveandvisuallyofenterprise’scultureandmanagement.Wehavetoknowwhatweshouldpromoteoroppose.Managersshoulddirectemployeescorrectly.Wecannotevaluateeverythingoftheemployee'sjob.Soinordertoimprovetheefficiencyofth
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