人力资源管理 论文英文.docx

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

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工商管理学士学位课程

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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

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IdeclarethatthisassignmentisENTIRELYmyindependentworkexceptwherereferenced.IhavemarkedanyReferencesourcesandamawareofprogrammeregulationsconcerningplagiarismandreferencing.

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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