人力資源管理系統(tǒng) 論文設(shè)計(jì)(英文)

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1、word HENAN UNIVERSITY OF TECHNOLOGY 工業(yè)大學(xué) Bachelor of Management Assignment Cover 工商管理學(xué)士學(xué)位課程 作業(yè)封面 MODULE CODE AND NAME 科目代碼與名稱 Module Code 科目代碼： B12 Module Name科目名稱： 人力資源管理 Lecturer 講師： 穎 Section Code專業(yè)班級(jí)：市場營銷0905班 Student ID 學(xué)生證：8 S

2、tudent Name學(xué)生： 潤楠 Announcement: I declare that this assignment is ENTIRELY my independent work except where referenced. I have marked any Reference sources and am aware of programme regulations concerning plagiarism and referencing. 聲明：除了標(biāo)明出處的引用資料之外，此作業(yè)是我獨(dú)立調(diào)查完成的。文所有引用的資料已經(jīng)詳細(xì)標(biāo)明出處，并且

3、我了解課程中有關(guān)抄襲與引用方面的規(guī)定。 Signature 簽名： Lecturer ments 講師評(píng)語 Score 分?jǐn)?shù)： Receive Date Year/Month/Day 收到日期： The Performance Management of Loews Hotel Table of Contents Introduction1 1. Questions in Loews Hotel1 2. Management Ability Improvement2 3. Performance Management3 4.

4、 The Methods of Performance Evaluation5 4.1. Trait Method5 4.2. Behavior Methods5 4.3. Result-oriented Methods6 5. 360-degree Performance Appraisal7 6. Summarize8 Reference9 9 / 11 Introduction Loews Hotel has some problems in performance management. Its staffs can’t have

5、a great performance when they are working. So the article will provide some good advice and help the CEO to solve the problems in his job. To begin with the questions Tisch have in managing the pany and how to improve his managerial ability. Then I will tell Jonathan Tisch and other Loews hotel mana

6、gers’ experience that how to affect the pany’s performance management. It can be divided who four pasts-----Object design, the Directing of process, Assessment feedback, Motivation and improvement. In addition, I will describe several kinds of performance evaluation which suit the hotel industry. An

7、d I will explain both good and bad aspects of each possible choice. And paring these methods which are actually used in real hotels. The performance evaluation is trite-oriented approach, action-oriented approach and result-oriented approach. Finally I will analyze the things I have mentioned on the

8、 front of this article and find the best fit method of measuring performance. The method is 360 degree assessment method. So we can know the performance management of hotel prehensively. And we can also find know the performance management of hotel prehensively. And we can , also find and solve the

9、 problems in hotel. According to these methods of performance management, we can make the hotel more live fully. Key words: Performance management Evaluation Methods 1. Questions in Loews Hotel Mr. Tisch is the chairman and CEO of Loews hotel. However he is not the best CEO of the hotel

10、. When he manages the hotel, there are several questions have to be solved. The first question is that the CEO doesn’t bring forward to make a work description or standard occupational responsibility. So the staffs don’t have a standard when they are working. They don’t know what they should do addi

11、tional. An excellent employee often finishes every task on time. They always do more works than general employees. But they have the same salary. So it is easy to make the team creating contradictions. If they status sustains for a long time, the profit of the hotel may decrease. So it is necessary

12、to make a workable description or standardizing occupational responsibility. If Mr. Tisch can do this, the work efficiency of employees might be promoted. The second question is an important question. The Loews hotel doesn’t set employees' performances assess criteria and direct to implement. Perfor

13、mance is assessed criteria are an important part of Human Resource Management. You can know the conduction of employees when they are working. Only by establishing and perfecting scientific performance appraisal system and carrying out the staff incentive policies through can attract and retain tale

14、nts, making good use of talents. And the excellent employees often provide manta good things to a pany. A favorable performance assessment might urge employees working hard. Then guests maybe e to the Loews hotel many times rather than other hotels. The third question is that Mr. Tisch and other man

15、agers don’t learn to care for their employees. Maybe managers will spend much more time in staying with their employees than their family. If you are always appearing with the manager image in front of the employees, they might be fed up with this. They work under pressure for a long time. It must d

16、o something wrong in their job. Then the guests might be unfortable or angry with the hotel. It is a dangerous thing to a hotel. So it is important to care for employees for a good manager. Your concern can be shown anywhere. For example, Google always has a microwave-oven in the office. Because emp

17、loyees often have no time to eat breakfast. Then the employees had affection for the pany gradually. The simple and convenient way is mending employees. When employees finish their job, they aspire to get the manager’s approval. So if managers often mend their employees rather than criticism, the em

18、ployees might work harder and harder. Isn’t it what the managers want to see? The final question is that the regulatory system is not perfect in the hotel. The regulatory system can help managers to know the employees working hard or not. Humans are all mentally lazy, they don’t want to work hard bu

19、t want more and more money. Now it is time for it just to let the regulatory system flow. Every employee should be responsible for his performance. 2. Management Ability Improvement A good manager needs to improve his management ability. There are several abilities necessary to Mr. Tisch: 1. muni

20、cating Ability. To know the rope of employees in the hotel, listen to their thoughts. A manager must have good municating ability. Active listening is an important part of this. If you can do this, the employees would support and get along well with you. Then they will not be afraid of managers and

21、managers will not lose their prestige. Employees often e up with constructive advice and their needs. So managers should learn how to listen to employees. 2. Coordination Ability. Managers should always understand the employees’ mood changes. Then they can talk to employees solving the problems. If

22、 contradictions have been existing in the team, it was too late. People always make mistakes to deal with the emergency. Good managers should resolve contradictions in advance, then they can solve any problems. 3. Planning Ability. Managers’ planning ability is important to the hotel. Not only they

23、 should make a short-term strategy, but also to make a long-term strategy. In other words, excellent managers must be forethought. And they should let employees know the pany’s long-term planning in time. 4. Managers must aspire to get a great team. So managers must train some talented employees to

24、 help them managing the team. It is important in Human Resource Management. 5. Govern Ability. It is said that a leader never sets up a pany, but he will set a team to build a pany. So managers must improve their ability and skills to manage their employees. To win the trust of the employees are ve

25、ry important. If managers can do this, his employees would respect him and finish the tasks for him. This is the proper way towards a virtuous circle to the hotel. 3. Performance Management There are four steps of performance management. Mr. Tisch and other managers manage hotel by these steps. An

26、d their experience can affect the pany’s performance management in the four steps: 1. Object design. pany should make a plan for organizational structure, functions, duties and responsibilities in front of the performance management. The primary mission of object design is important. We should make

27、 a target for pany, sections and employees. Then managers should municate with others to establish a single target. The most important thing is municating in object design. Managers should use their experience to ensure that employees understand and agree with the performance goals and their liabili

28、ties. So the importance of managers’ experience showed in this step. Managers know the direction of development direction. And they know what they should finish in the next phase. So the experiences of the managers ensure the accuracy of the targets. pany can avoid mistakes and ensure errors are not

29、 missed in the process of development. 2. Performance coaching. Performance coaching is the key issues of performance management. The primary mission is observing and recording performance information. Managers can make an assessment and adjustment of medium term by these information. Performance c

30、oaching is the process that managers and employees discuss about the pletion of performance and the gap of ability and performance. Managers make employees realize the progress of their job by feedback. Managers always direct performance of employees and follow up with corrections where needed. When

31、 employees have difficulties in their job, the experience of managers can help them. Because managers had met a lot of emergencies in their career. They know how to do with these difficulties. And some managers enhance the ability of their employees by training. Coaching is based on feedback on dire

32、ctional discussion, focus on training the ability and improve the performance level of employees. 3. Performance evaluation. Performance evaluation is an important basic work of Human Resource development and management, the study of which having very important realistic significance. Performance e

33、valuation is a very important ment on the Human Resource Management system. It is a significant step to establish a set of performance evaluation system for the performance management. It has standards of performance evaluation: (1) Performance evaluation should consist with enterprises’ culture and

34、 management.(2) It must have emphasis in performance evaluating.(3) Assessment must be effective. Evaluation is the objective and visually of enterprise’s culture and management. We have to know what we should promote or oppose. Managers should direct employees correctly. We can not evaluate everyth

35、ing of the employee's job. So in order to improve the efficiency of the assessment, reduce the cost of the assessment and make employees realizing the points of their job, evaluation content should choose the main content of the post work appraisal. 4. Performance incentive. Performance is to achie

36、ve the organizational development strategy and objects, using the scientific method, through the individual employees’ or groups’ behavior, work attitudes and job performance and overall quality of the prehensive testing assessment, analysis and evaluation, and fully mobilize the thesis of the staff

37、, the process of initiatives and creative activity. The primary mission of performance incentive is that adjust the position and salary welfare, make a training development plan, and determine the next phase of the performance improvement plan by the result of performance. There are some people fini

38、shes their job perfectly and somebody badly. Managers must give a different evaluation to them. Then they have the power to work harder. So managers have to judge the result of their experience, It is important to the hotel. To the good employees, managers must recognize them. But to the others, man

39、agers must do something to punish them. So the experiences of managers are very important to the Loews Hotel. It can affect the performance evaluation of the hotel. Managers must pay attention to it. 4. The Methods of Performance Evaluation There are several kinds of performance evaluation which

40、suit the hotel industry. Every method has advantages and disadvantages. Then I will make an analyst about these methods. 4.1. Trait Method Trait approaches to performance appraisal are designed to measure the extent to which an employee possesses certain characteristics----such as dependability, c

41、reativity, initiative and leadership----that are viewed as important for the job and the organization in general. The fact that trait methods are the most popular is due in large part to the ease with which they are developed. In the graphic rating----scale method each trait or characteristics to b

42、e rated is represented by a scale on which a rater indicates the degree to which an employee possesses that trait or characteristics. The method is a modification of the basic rating-scale method. The forced-choice method requires the rater to choose from statements, often in pairs, that appear equa

43、lly favorable or equally unfavorable. The advantages of trait methods: The standards of assessment is correctly. We can get a natural result of this method. Then managers will appraise the employees easily by the results’ Tisch can evaluate the performance immediately and effectively. The disadvan

44、tages of trait methods: It’s hard to make standards. Manager must know the details of each job. Though Mr. Tisch had a role reversal, obviously he can’t know the details. And the assessor may be subjective in performance evaluation .They can’t get a true result. 4.2. Behavior Methods Behavior meth

45、ods include critical incident method, narrative forms, behaviorally anchored rating scales and 360-degree performance appraisal. With the critical incident method, the supervisor keeps a log of positive and negative examples of a subordinate’s work-related behavior. This method has several advantag

46、es. It provides actual examples of good and poor performance the supervisor can use to explain the person’s rating. It ensures that the manager or supervisor thinks about the subordinate’s appraisal all during the year. The disadvantage is that it can’t get a grade. A behaviorally anchored rating s

47、cale bines the benefits of narratives, critical incidents, and quantified scales by anchoring a rating scale with specific behavioral examples of good or poor performance. It’s proponent say it provides better, more equitable appraisals than do the other tools we discussed. BARS seems to have advant

48、ages: People who know and do the job and its requirements better than anyone develop the BARS. This should produce a good gauge of job performance. The critical incidents along the scale make clear what to look for in terms of superior performance, average performance, and so forth. The critical inc

49、idents make it easier to explain the ratings to appraises. BARS-based evaluations also seem to be relatively consistent and reliable, in that different raters’ appraisals of the same person tend to be similar. 4.3. Result-oriented Methods Result-oriented methods include management by objectives, a

50、lternation ranking method, paired parison method and forced distribution method. Ranking employees from best to worst on a trait or traits is another option. Since it is usually easier to distinguish between the worst and best employees, an alternation ranking method is the most popular. This metho

51、d is easy to use in performance evaluation. But if the grades of tow employees are similar, it was difficult to rank. The paired parison method helps make the ranking method more precise. For every trait, your pair and pare every subordinate with every other subordinate. The standards of this metho

52、d are singly. Some sections may not suit this method. It might make a wrong data in performance evaluation. The forced distribution method is similar to grading on a cure. With this method, you place predetermined percentages of rates into performance categories. Stripped to its basics, management

53、 by objectives requires the management to set specific measurable goals with each employee and then periodically discuss the latter’s progress toward these goals. You could engage in a modest and informal MBO program with subordinates by jointly setting goals and periodically providing feedback. The

54、re are three problems in using MBO. Setting unclear, immeasurable objectives are the main one. An objective such as “will do a better job of training〞 is useless. On the other hand, “will have four subordinates promoted during the year〞 is a measurable objective. Second, MBO is time-consuming. Sett

55、ing objectives, measuring progress, and giving feedback can take several hours per employee per year, over and above the time you already spend doing each person’s appraisal. Third, setting objectives with the subordinate sometimes turns into a guy-of-war, with you pushing for higher quotas and the

56、subordinate pushing for lower ones. Knowing the job and the person’s ability is important. To motivate performance, the objectives must be fair and attainable. The more you know about the job and the person’s ability, the more confident you can be about the standards you set. In performance evaluat

57、ion of hotel industry. Managers can’t use a single method.. They should use the different method in the different condition. Then the result might be correctly and employees will believe the department of human resource. 5. 360-degree Performance Appraisal In recent years, a new performance apprai

58、sal approach called 360-degree performance appraisal became much more popular with lots of domestic and foreign panies. 360-degree feedback as an evaluation method that originates from western countries is also introduced into the hotel industry. 360-degree performance appraisal is a powerful tool

59、for enhancing the development of virtually any organization member. 360-degree performance appraisal can help individuals understand exactly how others perceive them and the contributions they make. It can highlight areas of deficiency where development is needed. Perhaps even more important, it can

60、 pinpoint areas of significant strength where development efforts can turn a middling major leaguer into a genuine all-star. But the jury’s formal performance appraisal process, if it should, just how these two procedures should interact. Mr. Tisch can do a performance evaluation by 360-degree per

61、formance appraisal. It’s the best approach to the hotel industry. Managers could get feedback from employees, guests and other leaders. So managers can know an employee prehensively, It may save manpower and material resources for hotel. An effective method is the best method. And managers also real

62、ize the weakness of the hotel. Then they can get an improvement by this method. Employees of the hotel will know the faults when they are working. Guests might be happier and happier, the profit of the hotel must be decreased. So 360-degree performance appraisal is the best method of hotel industry

63、. Manager should get correct data of employees. Then they can make the rules of the data. The problems of human resource management can be solved by it. 6. Summarize A Loews hotel has some questions. The article has enumerators several questions in the hotel. Managers have to solve these questions

64、 as soon as possible. Because the questions are bad to the hotel’s management. Managers should improve their managerial ability at the same time. municating ability, coordination ability, planning ability, training skills and govern ability are very important to managers, they have to improve these

65、abilities in day-to-day operation and management. The experience of managers has a deep effect on performance evaluation. The influence can be found in four sides----object design, performance coaching, performance evaluation and performance incentive. Managers’ experience shouldn’t be ignored in t

66、he hotel. It often tides employees over the difficulty. So managers should pay attention to it. Performance evaluation is important in Human Resource Management. There are kinds of methods to evaluate the job of employees. Each method has different traits. So managers should choose methods carefully. They should check the effects of each method in the work. Then they will find the best one to the hotel. I find that a 360 - degree performance appraisal is the best approach to the hotel industry