论文代写：绩效管理
实施细目，涉及与IPRP有关的故障。然而，这不是这种方案失败的关键原因。一些研究人员发现，绩效概念的个人报酬是由员工支持的，但他们也认为这样的实施有几个问题（Ljungholm，2015）。此外，IPRP倡议的主要结论大部分是由于缺乏绩效管理的良好做法是一个重要问题，因此没有得到适当的执行。据坎贝尔等人。 （1998年），有人指出绩效工资的限制是因为基于绩效的差异属性（Tsai，2016）。有时，管理人员并不完整知道IPRP计划要求实施的因素。这导致奖励管理技术失败。关键因素包括绩效结构，达成绩效的能力，每个绩效水平的激励和员工的属性。一些公司也忘记设定绩效目标，评估绩效，发展绩效和薪酬之间的联系（Belle，2015）。建立绩效标准一直是对管理层群体的挑战。摆脱这种困境的唯一出路在于让员工参与到过程中来设定目标。
论文代写：绩效管理
Breakdowns of implementation, account towards failures related to IPRP. However this is not the key reason why such schemes fail. Several researchers have found that the individual pay for performance notion is supported by employees, but they also believe that such implementation has several issues (Ljungholm, 2015). Additionally, most of the key findings on the IPRP initiative are that they are not implemented properly especially because they suffer from good practices of performance management absence as an essential issue. According to Campbell et al. (1998), it has been indicated that the merit pay limitations are because of the performance based differential attributes (Tsai, 2016). At times, managers do not have complete information regarding the factors that are required to be implemented in an IPRP scheme. This results towards a reward management technique failure. The key factors to be recognized include the performance structure, the ability to reach that performance, the incentives at each performance level and the attributes of employees. Some firms also forget to set objectives of performance, assess performance and develop connection between performances and pay (Belle, 2015). Setting up criteria for performance has always emerged as a challenge to the managerial groups. The only way out of such a dilemma lies in involving the employees within the process to set objectives.
