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本篇代写论文-员工敬业度对绩效的影响讲了中国有广泛的劳动力分布在不同的行业。一些行业缺乏技能,而另一些行业的员工缺乏动力。然而,中国的公司已经开始理解提供奖励和让员工参与其中的真正含义。研究发现,最佳实践对薪酬和就业敬业度的影响有几个好处。本篇代写论文文章由美国第一论文 Assignment First辅导网整理,供大家参考阅读。

China has an extensive workforce working across different sectors. Some sectors experience shortage of skills while others experience demotivated employees. However, firms in the country have started to understand the true meaning of offering rewards and making employee’s engaged. The influence of best practices in rewards as well as employment engagement has been found to offer several benefits.

In the recent times, there has been much interest in the field of employee engagement as well as offering rewards. In conjunction with enhancement in technology as well as work processes streamlining, ensuring that employees are engaged leads towards enhancement of productivity and improving results for business. Various literature data and citations are of the notion that engagement of employees predicts outcomes for employees, success in organization and appropriate performance of financial nature.

In the market and for the companies, terms like being fast, being innovative and having rising efficiency lead towards offering a competitive edge. In such turbulence, it is essential to ensure that workforce is motivated in order to help the companies be successful. It is, however, reported that engagement of employee’s let alone, using appropriate rewarding techniques, is on a decline and there has been deep disengagement between the employees. It has, as well, been argued that most workers are not completely engaged and neither are they completely disengaged. Most of the literature on employee engagement as well as rewards, practices influence has come from either the literature by practitioners or from burnout literature. There has been lesser research over engagement of employees within the literature of management. Apart from this, the conception of employee engagement as well as reward management has been primarily conducted across the countries of the west. Whether the same is applicable to other nations as well or not, still has to be examined completely. The focus of this study is over the context of China and makes use of a sample of Chinese population for testing the engagement of employee and influence of reward practices over organization performance.

Another essential aspect of motivating employees is by engaging them. There is no doubt that businesses are making strong attempts for increasing their performances. In order to do so, managers are faced with several challenges of somehow managing to put their firm ahead of the competitors in the market. For helping these managers manage well, distinct researchers as well as consultants have contributed their role by showing proper ways that are helpful for managers. Among these techniques suggested, topics, such as management of total quality as well as reengineering business processes, have earned popularity from various authors. They have been found quiet supportive when it comes to enhancing performance of a firm through focus over improvement of operations and processes. These have been utilized as tools for management when attempts are made for planning, executing and controlling the operational quality desired changes (Barkema et al., 2015). These practices are such that they result in engaging employees. Engaged employees either by supporting them, rewarding them or recognizing them lead towards enhanced motivation levels of employees and this in turn results in enhanced performance. Engagement of employees, on the other hand to reward management, has been conceptualized as investment of individuals for their complete self into a job role. Engagement then becomes an attitude of positive nature wherein individuals take steps beyond their required tasks in order to enhance their ownership level and for furthering the organization business interest on the whole. It is moreover an effort of discretionary nature or an in-role form or extra effort for a role and it affects the morale, production, loyalty and commitment of employees within the workforce (Bartlett, 2001). Therefore, engagement of employees has been popularly investigated through practitioners along with the community of academics. It has been regarded as a barometer which helps in determining the individual association with the workplace.

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