英文財(cái)務(wù)論文非財(cái)務(wù)報(bào)酬管理

所屬分類：英文論文閱讀次時(shí)間：2017-05-16 17:21

本文摘要：本文是英文財(cái)務(wù)論文范文，主要內(nèi)容是研究如何通過(guò)非財(cái)務(wù)報(bào)酬有效激勵(lì)員工這一非常重要的問(wèn)題�！冬F(xiàn)代管理論壇》是一本為企業(yè)管理及相關(guān)理論服務(wù)的社會(huì)學(xué)期刊。該刊不僅涵蓋了管理理念，還涉及對(duì)不同業(yè)務(wù)與企業(yè)管理發(fā)展趨勢(shì)的解讀、討論與評(píng)價(jià)�！� 現(xiàn)代管理

　　本文是英文財(cái)務(wù)論文范文，主要內(nèi)容是研究如何通過(guò)非財(cái)務(wù)報(bào)酬有效激勵(lì)員工這一非常重要的問(wèn)題�！冬F(xiàn)代管理論壇》是一本為企業(yè)管理及相關(guān)理論服務(wù)的社會(huì)學(xué)期刊。該刊不僅涵蓋了管理理念，還涉及對(duì)不同業(yè)務(wù)與企業(yè)管理發(fā)展趨勢(shì)的解讀、討論與評(píng)價(jià)�！�現(xiàn)代管理論壇》致力于為企業(yè)與員工提供高質(zhì)量的獨(dú)特交流平臺(tái)，并通過(guò)將期刊傳遞的有價(jià)值信息應(yīng)用于現(xiàn)實(shí)工作環(huán)境、通過(guò)將管理理念與實(shí)際經(jīng)驗(yàn)的有機(jī)結(jié)合來(lái)惠及企業(yè)及員工。

　　團(tuán)隊(duì)領(lǐng)導(dǎo)者是為團(tuán)隊(duì)設(shè)定目標(biāo)和目標(biāo)的人。每個(gè)團(tuán)隊(duì)都是有目的的，他必須讓團(tuán)隊(duì)成員意識(shí)到他們的角色和職責(zé)。他必須了解他的團(tuán)隊(duì)成員，然后職責(zé)和責(zé)任必須分配給他們的興趣和專業(yè)化，他們?cè)敢饨邮芴魬?zhàn)。

　　對(duì)于今天的組織來(lái)說(shuō)，如何有效激勵(lì)員工的問(wèn)題已經(jīng)成為一個(gè)非常重要的問(wèn)題。非財(cái)務(wù)確認(rèn)是識(shí)別個(gè)別員工或團(tuán)隊(duì)進(jìn)行特定表?yè)P(yáng)或確認(rèn)的方法。有各種各樣的實(shí)踐中，非金融類的識(shí)別方法。得到這樣的認(rèn)可或表?yè)P(yáng)的行為或行動(dòng)應(yīng)該基于組織想要強(qiáng)調(diào)的，在某種程度上這可能是一個(gè)展示組織價(jià)值，甚至為其他員工提供一個(gè)榜樣的問(wèn)題。

　　至于這個(gè)特別的研究，麥當(dāng)勞餐廳的討論始終是一個(gè)繁忙的氣氛，它的員工需要保持他們的道德和動(dòng)機(jī)，以表現(xiàn)良好，增加利潤(rùn)和提供優(yōu)質(zhì)的客戶服務(wù)。在麥當(dāng)勞的一個(gè)團(tuán)隊(duì)的領(lǐng)導(dǎo)者(也被稱為船員訓(xùn)練)是下一步從一個(gè)團(tuán)隊(duì)成員(也被稱為成員)，團(tuán)隊(duì)領(lǐng)導(dǎo)人是負(fù)責(zé)培訓(xùn)的團(tuán)隊(duì)成員的日常工作，包括客戶服務(wù)，準(zhǔn)備食物，保持房屋清潔作為團(tuán)隊(duì)的一部分。作為他們角色的一部分，他們?cè)u(píng)估團(tuán)隊(duì)成員的技能和支持并指導(dǎo)他們。一個(gè)團(tuán)隊(duì)負(fù)責(zé)人指導(dǎo)她完成自己的發(fā)展計(jì)劃。

　　A team leader is someone who sets goals and objectives for a team. Every team is formed for a purpose and He must make his team members well aware of their roles and responsibilities. He must understand his team members well and then duties and responsibilities must be assigned as per their interest and specialization for them to accept the challenge willingly.

　　For today's organizations, the problem of how to effectively motivate staff has become a very important issue. Non- financial recognition is a method of identifying either individual employees or teams for particular praise or acknowledgement. There is a variety of ways that nonfinancial recognition work in practice. The behaviours or actions that get such acknowledgement or praise should be based on those that the organization wishes to emphasize, in a way this could be a matter of demonstrating organizational values or even offering a role model for other employees.

　　As for this particular study, this store of McDonalds' Restaurant in discussion is always a busy atmosphere, and its employees do need to maintain their high morality and motivation in order to perform well, have an increase of profits and to provide excellent customer service. At McDonalds' a Team Leader ( also known as a Crew Trainer) is a next step up from a team member (also known as a crew member),The Team leaders are responsible for training the team members for their day-to-day work that includes serving customers, food preparation, keeping the premises clean as part of a team. As part of their role, they assess team members' skills and support and mentor them. A team leader is responsible of guiding her through his or her development programme.

　　The role of the Team Leader plays a major part in the growth of a team member in a McDonalds' Store. Given that, this research would critically analyse the role of team leaders in rewards that team members may get, here the focus is on non-financial rewards.

　　4 Summary of Relevant Theory

　　There has been plenty of theory related to this area of research. As many organizations are beginning to realise of non-financial factors, and as Gratton (2004) notes:

　　'…while motivation is determined by both monetary and non- monetary factors, money has come to play an overly important role in out thinking about the causes of behaviour. In most companies, very limited time and effort are spent on considering non-monetary sources of motivation.' (Gratton, 2004)

　　it is widely believed that leadership creates the vital link between organizational effectiveness and people's performance at an organizational level (Avolio, 1999; Bass, 1998; Judge, et al., 2002a, 2002c; Judge and Piccolo, 2004; Keller, 2006; McGrath and MacMillan, 2000; Purcell et al., 2004; Teece et al., 1997; Yukl, 2002)