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Research Proposal格式范文-优化和留住组织员工。本文是一篇留学生论文proposal写作范文，主要内容是介绍了作者对上述主题的研究。作者将研究人力资源经理如何优化组织，以及航空公司的员工流动率通常对机组人员来说很高，员工保留一直是许多不同业务性质的公司中出现的问题，有时不仅仅是工资造成了这样的问题。基本上，作者将提案分为三个不同的部分，以便于理解和组织。下面就一起来参考下这篇留学生论文Research proposal范文的全部内容。 
This proposal presents my research on the above topic. We will look into how HR managers can optimize a organization and also the turnover rate of the employment in the airline is generally high for cabin crews and staff retention is always a issue that arise in many companies in different nature of business and sometimes it is not only the wages that created such problem. Basically, I have structured the proposal into three different sections, for easier understanding and be organised.
Firstly, in the Literature Review section, it will explain on the theory of optimization of the organisation and staff retention, which includes memorable quotation, diagrams and striking examples.
首先，在文献综述部分，将解释组织优化和员工保留的理论，包括难忘的引用、图表和显著的例子。
Secondly, in the Research methodology section, it will focus on type and nature of the research, description study, the choice of research instrument and the research limitations will be included.
其次，在研究方法部分，将重点介绍研究的类型和性质、描述研究、研究工具的选择以及研究局限性。
Thirdly, in the Presentation and Discussion section, it will analyse the data that is gathered earlier and present my analysis result by showing the relationship with observed facts and also the key problems that Singapore airline faces.
其次，在陈述和讨论部分，将分析先前收集的数据，并通过显示与观察事实的关系以及新加坡航空公司面临的关键问题来展示我的分析结果。
LITERATURE REVIEW 文献综述
It presents a summary of the academic literature on my chosen topic and serves to inform my research. It also develops my knowledge of chosen topic and helps me understand the organisation and topic better.
本文总结了关于我所选主题的学术文献，为我的研究提供信息。它还发展了我对所选主题的知识，帮助我更好地理解组织和主题。
Optimization 优化
Premji (2006) define Optimization “As the utilizing of organization resources well, at high efficiency and enables the organization to achieve the desired end results”. This can be define as achieving or getting the full use of utilization efficiency and the effectiveness.
Premji将优化定义为“充分、高效地利用组织资源，使组织能够实现预期的最终结果”。这可以定义为实现或充分利用利用利用效率和有效性。
Above is the diagram which shows the relationship of the efficiency, utilization and effectiveness as mention earlier. From the diagram, we can understand that the change of any one of the factor the other factor may be changes as well. This means that for us to understand the performance of the organisation , we must have views in different aspects as all the factors are linked. For example, if utilization is very low, then both efficiency and effectiveness will not achieve any results therefore there will be no benefits that can be obtained from it.
上图显示了前面提到的效率、利用率和有效性之间的关系。从图中我们可以理解，任何一个因素的变化，另一个因素也可能发生变化。这意味着，为了了解组织的绩效，我们必须在不同方面有自己的观点，因为所有因素都是相互联系的。例如，如果利用率很低，那么效率和有效性都无法实现任何结果，因此无法从中获得任何好处。
Very often, if the organization goals for the result is being achieved, it will tend to overlook the importance of the other factors. Organization should not overlook the factors so as to better prepare themselves to achieve the future results.
在很多情况下，如果实现了组织的目标，就会忽视其他因素的重要性。组织不应忽视这些因素，以便更好地为实现未来结果做好准备。
Efficiency 效率
According to Premji (2006), Efficiency is defined as “how well are you using what you are using.” It is also known as the ratio of output and input.
根据Premj，效率的定义是“你使用的东西使用得有多好”它也称为输出和输入之比。
This diagram shows the process of the input which resulted in output at the end of it. Usually in an organization, employee can be classified into three main groups:
此图显示了导致输出的输入过程。通常在组织中，员工可以分为三大类：
Output oriented people 产出导向型人才
Input oriented people 投入导向型人才
Efficiency oriented people 注重效率的人
Output Oriented People 产出导向型人才
Output oriented people are people who try all ways or anything that allows them to get the end results that they desired. These people try to get the most out of the output and using any ways they can to the input and process. It is necessary to understand that the output is actually different from the end results. Therefore, with maximize output does not necessary achieve good results. Generally the output oriented people will use more than what the cost should be to obtain a good result, however they will not notice it. As HR manager, he/she have to ensure that the organisation resources are fully utilized and should try not to employ output oriented people or creating such people in the organization.
以产出为导向的人是那些想尽一切办法或任何事情来获得他们想要的最终结果的人。这些人试图最大限度地利用输出，并尽可能地利用输入和处理。有必要了解输出实际上与最终结果不同。因此，用最大化产出并不一定能取得好的效果。一般来说，以产出为导向的人会使用比成本更多的东西来获得好的结果，但他们不会注意到这一点。作为人力资源经理，他/她必须确保组织资源得到充分利用，并应尽量不雇用以产出为导向的人或在组织中创造这样的人。
Input Oriented People 投入导向型人才
Input oriented people are known as workaholics. They generally focus on the input and the efforts, they believe by creating more input it will lead to a good output. Success to them are enjoying their work and work as hard as they could to achieve the desire output. As HR manager, he / she should recruit a fair percentage of these people, as they are able to perform the instructions given to them due to their working attitude.
以投入为导向的人被称为工作狂。他们通常专注于投入和努力，他们相信通过创造更多的投入会产生良好的产出。对他们来说，成功就是享受他们的工作，并尽可能努力地工作，以实现愿望的输出。作为人力资源经理，他/她应该在这些人中招聘相当比例的人，因为他们的工作态度使他们能够执行指示。
Efficiency Oriented People 注重效率的人才
Efficiency oriented people are people who believe in a return after the investment. Generally, they focus in make full use of the efficiency either to obtain a high output for a certain amount of input given or less to achieve a equivalent of output. As HR manager, who ensures that organization resources are being utilized, should try to hire and groom a larger percentage of efficiency-oriented employee in the organization. With the combination of input-oriented and efficiency oriented people, the organization performance is achievable.
效率导向的人是相信投资后会有回报的人。一般来说，他们关注的是充分利用效率，要么为给定的一定量的输入获得高输出，要么为实现相当于输出的低输出。作为确保组织资源得到利用的人力资源经理，应该努力在组织中雇佣和培养更大比例的以效率为导向的员工。通过投入导向和效率导向的人的结合，组织绩效是可以实现的。
Utilization 利用
Premji (2006) will define Utilization as the measure of “how much are you using out of what you have.” This means that one should put in whatever you have and not to miss out any opportunities.
Premji将利用率定义为“你使用了多少你所拥有的”这意味着一个人应该投入你所拥有的一切，不要错过任何机会。
Utilization and Efficiency are closely linked and aid each other. For example in a case whereby there is a need for a reduction of input, and due to the increased in effieciency, the ‘extra’ input can be used in somewhere else, due to utilization. The relationship between Utilization and Efficiency can affect an organisation performance. If organisations focus on Efficiency orientation without utilization focus, it will lead to apply efforts that give good returns. On the other hand, if organisations maintain Utilization focus without Efficiency orientation, will lead to using all available resources, without achieving adequate returns.
利用率和效率密切相关，相互帮助。例如，在需要减少输入的情况下，由于效率的提高，由于利用率的原因，“额外”输入可以用于其他地方。利用率和效率之间的关系会影响组织绩效。如果组织关注效率导向，而不关注利用率，则会导致付出带来良好回报的努力。另一方面，如果组织在没有效率导向的情况下保持利用重点，将导致使用所有可用资源，而没有实现足够的回报。
Effectiveness 有效性
An organization’s capability to achieve the wanted end result is known as Effectiveness. This may be related to profits, expansion, customer satisfaction, branding and many more. In an organisation, teams often set a results as their goals.
(Premji, 2006)
组织实现预期最终结果的能力称为有效性。这可能与利润、扩张、客户满意度、品牌等有关。在一个组织中，团队通常将结果作为他们的目标。
From the above diagram, visualizing the three factors that work on different purposes: 从上图中，可以看到三个不同用途的因素：
Utilization deal with resources and efforts 利用涉及资源和工作
Efficiency concerned with quantity and quality output 与产量和质量有关的效率
Effectiveness is all about desired results 有效性就是期望的结果
Utilization and Efficiency are the internal aspects of an organization, Effectiveness brings in the customers view and gives an external aspect to the Optimization. Effectiveness is related to the what the organization wants to achieve. For example, if organization’s aspirations are low, end results can be easily be achieved, therefore effectiveness can be high.
利用率和效率是组织的内部方面，有效性引入了客户的观点，并为优化提供了外部方面。有效性与组织想要实现的目标有关。例如，如果组织的期望值较低，则很容易实现最终结果，因此效率较高。
Premji (2006:9) mention that “Effectiveness in an organization is all about “knitting together” the individual components with the strategy to achieve the end result.” But there are two important criteria to be considered:
Premji提到“组织中的有效性是将各个组成部分与实现最终结果的战略“编织在一起”但需要考虑两个重要标准：
Individual components must be good. 单个部件必须良好
Components must be knitted well together.组件必须很好地编织在一起。
Coverage of Effectiveness 有效性覆盖率
Efficiency 效率
UtilizationWith higher effectiveness, it does not only helps to achieve the expected results but also reduce the required output from carious processes, to achieve the same expected end results.
利用效率更高，它不仅有助于实现预期结果，而且还减少了腐蚀过程所需的输出，以实现相同的预期最终结果。
On another hand, Hayes (2010) view effectiveness from a different aspect, he defined it as: 另一方面，Hayes从另一个角度看待有效性，他将其定义为：
Purpose: Profits are usually used to measure the organization effectiveness but not to all the organisation. For instance the government hospital, the effectiveness of hospitals will be on the waiting time and services provided and not the profits out of it. Hence, as manger, is required to identify the main performance indicators that reflect the purpose of the organization.
目的：利润通常用于衡量组织的有效性，但不适用于所有组织。例如政府医院，医院的有效性将取决于等待时间和提供的服务，而不是从中获得的利润。因此，作为经理，需要确定反映组织宗旨的主要绩效指标。
Stakeholder perspective: Different stakeholder uses different indicators to judge an organization’s effectiveness. From their point of views, profits may be their main concern or rather the most important factor, but from the wider community of view, such as customer, employee and supplier, they are affected by products and services produced. Every individual have different views. The failure to manage the organization key stakeholders perception, it may threaten the organization .
利益相关者视角：不同的利益相关者使用不同的指标来判断组织的有效性。从他们的角度来看，利润可能是他们主要关心的问题，或者说是最重要的因素，但从更广泛的社区（如客户、员工和供应商）来看，他们受到生产的产品和服务的影响。每个人都有不同的观点。未能管理组织关键利益相关者的感知，可能会威胁到组织。
Level of assessment: By only focusing on the overall performance may resulted in inefficiencies being detected. Effectiveness can be assessed at different levels, such as the organization level, department level and individual.
评估级别：只关注整体绩效可能会导致效率低下。有效性可以在不同级别进行评估，例如组织级别、部门级别和个人级别。
Alignment: Assessment of effectiveness need to be associated across the organization.
一致性：有效性评估需要在整个组织中进行关联。
At this point, it will be good to differentiate between effectiveness and efficiency, for better understanding all the factors, Carnall (2003) defines efficiency as achieving stated goals within given resources constraints. And the definition of effectiveness includes the good use of resources to achieve goals but also the need to adapt to changing in order to remain efficiency .
在这一点上，最好区分有效性和效率，为了更好地理解所有因素，Carnall将效率定义为在给定的资源限制内实现既定目标。有效性的定义包括良好使用资源以实现目标，还包括需要适应变化以保持效率。
Optimized Organization 组织优化
Peter F. Drucker (1993) defines business as: “Business is a process which converts a resource, distinct knowledge into a contribution of economic value in the market place.” As mention earlier on, Optimization is high Utilization, high Efficiency and high Effectiveness.
彼得·德鲁克（Peter F.Drucker）将商业定义为：“商业是一个将资源、独特的知识转化为市场上经济价值贡献的过程。”如前所述，优化具有高利用率、高效率和高效性。
Staff retention 员工保留
Jennifer A Carsen (2005) defines retention as “how many of your current employees stick around over a given period of time”. However, retention may not always be a good thing for the organization this is so as retention may include poor performers, unhappy staff who may have been stuck in the job due to finances. Retention is all about retaining the good staff in the organisation. Retention may also weeding out of poor performers and keeping space for the better ones.
Jennifer A Carsen将保留定义为“在给定的时间段内，您当前的员工中有多少人留下来”。然而，保留对组织来说可能并不总是一件好事，因为保留可能包括表现不佳、不开心的员工，他们可能因为财务原因而被困在工作岗位上。留住员工就是留住组织中的优秀员工。保留也可能会淘汰表现不佳的员工，并为表现较好的员工保留空间。
Workplace diversity 工作场所多样化
Jennifer A Carsen (2005) , As the workforce continues to diversify, organisation must take equal employment opportunity so as to stay competitive. Organisation should not only employ staff of different race, culture, gender, age, sex but also to understand the ways that they can respect the staff values, expectations and capabilities. According to Jennifer A Carsen (2005) there are five reasons why the staff choose to leave the organisation:
随着劳动力继续多样化，组织必须抓住平等的就业机会，以保持竞争力。组织不仅应雇佣不同种族、文化、性别、年龄、性别的员工，还应了解如何尊重员工的价值观、期望和能力。员工选择离开组织有五个原因：
Staff are given no compelling reasons to stay: They do not feel a sense of belonging towards the organisation that they are in.
员工没有令人信服的理由留下来：他们对自己所在的组织没有归属感。
Career limiting stereotypes: Some staff may feel that they are incompetent or not qualified , they feel the pressure of proving their competencies even when they have good performance in their job scope this therefore limit their career path as whatever they do do not seem to be the best to the organisation and they feel that it is hard for them to move forward.
限制职业发展的陈规定型观念：一些员工可能觉得自己不称职或不合格，他们感到证明自己能力的压力，即使他们在工作范围内表现良好，这因此限制了他们的职业道路，因为无论他们做什么，对组织来说似乎都不是最好的，他们觉得很难前进。
Poor supervision: Many superiors do not know how to handle their staff. The way superiors handle staff and solving problems do have a great impact to the staff too. For instance, if the staff felt that the superiors did not handle the problems fairly they may then choose to quit their job.
监督不力：许多上级不知道如何处理员工。上级处理员工和解决问题的方式对员工也有很大影响。例如，如果员工觉得上级没有公平地处理问题，他们可能会选择辞职。
Unclear and misaligned career path: Staff is unclear or unsure about their career path and when they do not know who in the organisation owns the career planning process.
不明确和错位的职业道路：员工不清楚或不确定自己的职业道路，不知道组织中谁负责职业规划过程。
“Safe” assignments, unclear goals: Staff were not given with challenging projects. They are also concern about the unclear or shifting jobs performance criteria.
“安全”的任务，不明确的目标：员工没有被赋予具有挑战性的项目。他们还担心工作表现标准不明确或变化。
Instilling diversity principles 灌输多样性原则
In order to achieve staff retention, the organisation should implement the principles provided by Jennifer A Carsen (2005).
为了留住员工，组织应实施Jennifer A Carsen提出的原则。
Obtain commitment at the top: This is to achieve responsibility to all the levels especially the management so as to bring the implementation a success.
从最高层获得承诺：这是为了实现各级特别是管理层的责任，从而使实施取得成功。
Hold management accountable: Performance reviews and incentives award should be done by the management. Managers should treat all staff with respect and dignity.
让管理层负责：绩效审查和奖励应由管理层完成。管理者应尊重和尊重所有员工。
Reward those who embody the workforce diversity principles: Do not reward those who have failed to carry out the principles. Reward should be done fairly.
奖励那些体现劳动力多样性原则的人：不要奖励那些未能执行这些原则的人。奖励应该公平。
Encourage employee participation: With the management alone to carry out the principles is not enough. Organisation should also encourage their staff to voice out and also allow them to play a part in implementing the principles.
鼓励员工参与：仅凭管理层的原则是不够的。组织还应鼓励员工发表意见，并允许他们在实施原则中发挥作用。
Research Methodology 研究方法
A questionnaire (See appendix 1) is conducted for data collection. It involved around 100 cabin crews therefore the total collections of the questionnaire were 100 copies.
进行问卷调查（见附录1）以收集数据。约有100名乘务员参与了调查，因此调查问卷共收集了100份。
Generally the questionnaires were conducted through a number of ways. Firstly, the questionnaires are distributed out through email or hard-copy to the cabin crews with the help of a friend who is also a cabin crew of SIA. Secondly, carrying out observation on the daily activities taking place in the airport whereby the cabin crews are always around there, and with a small discussion group (3-5 people). Lastly, arranging a short interview session with the various seniority of crews, these enhance the value of information that I have gathered as important information such as organization’s optimization, retention and the ways these crews work.
问卷调查一般通过多种方式进行。首先，问卷通过电子邮件或硬拷贝分发给乘务员，并由一位朋友（他也是新航的乘务员）提供帮助。其次，观察在机场发生的日常活动，乘务员总是在那里，并与一个小讨论小组（3-5人）进行讨论。最后，安排一次简短的采访，采访不同资历的工作人员，这提高了我收集的信息的价值，这些信息是重要信息，例如组织的优化、保留以及这些工作人员的工作方式。
Description Study 研究描述
Description Study act as a guide to the researchers in obtaining the data during the data collection :
说明研究为研究人员在数据收集过程中获取数据提供了指导：
Contacting friend who for help, a covering letter with a summary of the study aim with a request of the interviewee requirement was send out via email.
联系朋友寻求帮助时，通过电子邮件发送了一封附信，其中附有研究目的摘要以及受访者要求。
Getting the interviewee detail with a follow up phone call in which the researchers should explain the aim with more information and answer to any queries.
通过跟进电话获得受访者的详细信息，研究人员应在电话中用更多信息解释目标，并回答任何问题。
Prepared for the Questionnaire and start sending it out through via email or hard-copy to all the interviewees who has responded .
准备调查问卷，并开始通过电子邮件或硬拷贝发送给所有回答的受访者。
A letter of appreciation was send out to all the interviewees and follow up with the due date indicated.
向所有受访者发送了感谢信，并在指定的截止日期后跟进。
Do a follow up action by contacting all the interviewees if it is necessary for more enquires. For instance, a incomplete questionnaire.
如果有必要进行更多询问，请联系所有受访者进行跟进。例如，一份不完整的调查问卷。
Sending questionnaire one more time to the interviewee who have yet to respond.
再次向尚未回复的受访者发送问卷。
Researcher shall make use of both personal and friendship circles when looking for participants who are either working at HR departments or those who have recruiting experience. The researcher would have to speak to the HR department , any of the representatives to see whether if they would like to participate or interested in the project as mentioned to them. With the contact details provided by the personal or friendship circles, the researcher may email or sent to the respondent to form a small group to observe the daily routine of their work or operation. With addition, a interview session will also be conducted with selected interviewees, mainly with people of different seniority, to enhance the value of the information which had been gathered through the questionnaire and the discussion group. The interview session is conducted based on 4 level of cabin crews within SIA, from flight stewardess, leading stewardess, chief stewardess and in-flight supervisor. In conclusion, the research sample includes 4 representatives from the cabin crew line.To maintain anonymity, personal details of the interviewees have not been mentioned.
研究人员在寻找在人力资源部门工作或有招聘经验的参与者时，应利用个人圈子和友谊圈子。研究人员必须与人力资源部、任何代表交谈，以确定他们是否愿意参与或对他们提到的项目感兴趣。通过个人或朋友圈提供的联系方式，研究人员可以通过电子邮件或发送给被调查者，组成一个小组，观察他们的日常工作或操作。此外，还将与选定的受访者（主要是不同资历的人）进行访谈，以提高通过问卷调查和讨论小组收集的信息的价值。面试环节根据新航4个级别的机组人员进行，包括空姐、首席空姐、首席空姐和机上主管。综上所述，研究样本包括来自客舱机组的4名代表。为了保持匿名，未提及受访者的个人详细信息。
Research Rational 研究合理性
Questionnaire (See Appendix 1) was being selected for my research because it is very cost saving and efficient as compare to other approach of the data gathering. And also this approach allows the interviewees to complete the questionnaire during their free time and they may feel more comfortable to give the answer of what they really felt as this questionnaire is anonymity. Interviewees are required to complete a self administered questionnaire, with 75% questions based on a 5 point scale is used to measure the variables. The constructs are measured based on the multi-items scales (MIS) rather than single item scales (SIS), as MIS allows the answer to be more specific to be averaged out when combined.
我之所以选择调查问卷（见附录1）进行研究，是因为和其他数据收集方法相比，它非常节省成本和高效。此外，这种方法还允许受访者在空闲时间完成问卷调查，他们可能会更乐意回答他们真正的感受，因为这份问卷是匿名的。受访者需要完成一份自填问卷，其中75%的问题基于5分量表来衡量变量。这些结构是基于多项目量表（MIS）而不是单项目量表（SIS）进行测量的，因为MIS允许在组合时对答案进行更具体的平均。
According to Anderson and Narus (1990), to increase the response ratethe questionnaire should be send out twice. The interviewees will be given a due date of two wweks after the questionnaire had been send out. If no response was done after one week questionnaire will be send out for the second time.
根据Anderson和Narus，为了提高回复率，问卷应该发送两次。问卷发出后，受访者将收到两份WWEK的截止日期。如果一周后没有收到回复，将再次发送调查问卷。
Research Limitation 研究局限性
The limitation of using questionnaire is expected as follows: 使用问卷的局限性预计如下：
Slow Feedback: the interviewees do not respond or submit the questionnaire before the due date. Generally, take a longer time.
反馈慢：受访者没有在截止日期前回复或提交问卷。一般来说，需要更长的时间。
Below Expected Result: Send out to 100 cabin crews, expected to receive 90% – 100% but only received 50% responses.
低于预期结果：发送给100名客舱乘务员，预计会收到90%-100%的回复，但只收到50%的回复。
Incomplete Questionnaire Form Gathered: Some of the questionnaire is not completed especially under personal particular section and Question 4, about 40 % of the respondents leave it blank or place ” NIL”
收集的问卷表不完整：部分问卷未填写，尤其是在个人特定部分和问题4下，约40%的受访者将其留空或填写“无”
Difficulty in Gathering Questionnaire result: Gathering of the results may be hard as the questionnaire are either send back via email or manually therefore a manual entry is require to sort or gather the data obtain.
收集问卷结果的困难：收集结果可能很困难，因为问卷要么通过电子邮件发回，要么通过手动方式发送，因此需要手动输入来排序或收集获得的数据。
Presentation and Discussion 演示和讨论
In this section, I will look into the optimization and also staff retention as mention in the previous sections. Both optimization and staff retention plays a important role to bring in the success of the organisation. William Bridges (1995) stated that “There is no generally agreed-upon way to inventory an organization’s culture nor is there any shortage of theorists and consultancies that have developed ways of mapping key elements from many different perspectives” The data which had been collected can assist the managers understand the certain barriers and how to improve in the organisation.
在本节中，我将探讨优化以及前几节提到的员工保留。优化和留住员工对组织的成功起着重要作用。William Bridges指出，“没有公认的方法来清点组织文化，也不缺乏从许多不同角度制定关键要素映射方法的理论家和咨询公司。”收集的数据可以帮助管理者了解某些障碍以及如何在组织中改进。
Analysing Singapore Airline (SIA) 分析新加坡航空公司（SIA）
Very often due to the complexity of the organization, most of the organization tends to forget about the importance of optimizing and staff retention. According to the report of my questionnaire, only about 30 percent of respondents indicated that they pay attention of optimizing and the staff retention as a ongoing basis. Majority of the respondents feels that the organisation only look into ways of optimizing and retain staff in the case when crisis happen. The questionnaire also shows that respondents view of staff retention as a general managerial tool (60 percent), for targeting major change initiatives (20 percent), as development opportunity (10 percent) and for building organizational strength (10 percent). Most importantly, optimizing a organisation and staff retention allows managers to gain knowledge into how employees view the organization to how they like the organisations.
由于组织的复杂性，组织中的大多数人往往忘记了优化和留住员工的重要性。根据我的调查问卷报告，只有大约30%的受访者表示他们关注优化和员工保留作为一个持续的基础。大多数受访者认为，该组织只考虑在危机发生时优化和留住员工的方法。调查问卷还显示，受访者将员工保留视为一种通用管理工具（60%）、针对重大变革举措（20%）、发展机会（10%）和建立组织力量（10%）。最重要的是，优化组织和留住员工可以让管理者了解员工对组织的看法以及他们对组织的看法。
Another reason why many organizations tend not to pay attention is that the organisation may not have a idea or knowledge of it. In the questionnaire, respondents were split over the question of management’s response of staff retention issue. With a result of majority (55 percent) felt that senior management tend to take changing issue seriously and the rest of the respondent (45 percent) state the reverse Managers may fear of changes is because they are worried that with changes the staff may raise a higher expectations and this may lead to work difference.
许多组织倾向于不注意的另一个原因是，该组织可能对其没有想法或知识。在问卷调查中，受访者在管理层对员工留用问题的回应问题上出现分歧。由于大多数人（55%）认为高级管理层倾向于认真对待变化的问题，其余受访者（45%）表示，逆向管理者可能害怕变化，因为他们担心随着变化，员工可能会提高期望，这可能会导致工作差异。
Lastly, optimizing and staff retention is very important as it is the key to success or the organisation.
最后，优化和留住员工非常重要，因为这是组织成功的关键。
Assessing Singapore Airline ( SIA) alignment 评估新加坡航空公司（SIA）的一致性
One of the key objective of optimizing and culture change is to test the degree of alignment. For instance if the organisation is not contributing to to high performance practices then there is a need for change to allow a closer alignment.
优化和文化变革的关键目标之一是测试对齐程度。例如，如果组织没有为高绩效实践做出贡献，那么就需要进行更改，以实现更紧密的一致性。
In general , alignment is usually difficult to achieve and the closing up of the alignment gap may become a problem towards high performance. The common obstacles to high performance evident in my questionnaire finding include:
一般来说，对齐通常很难实现，对齐间隙的闭合可能成为实现高性能的问题。在我的问卷调查结果中，高绩效的常见障碍包括：
Lack of Share Values: The strategy is not clear and even when a strategy is set it is not being practised, unsuitable management pattern and the lack of openness to take in new changes.
缺乏共享价值：战略不明确，即使制定了战略，也没有付诸实施，管理模式不合适，缺乏接受新变化的开放性。
Lack of Leadership: Did not take the need of the staff seriously , stopping the politics and conflict and did not address on the issue of workload.
缺乏领导力：没有认真对待员工的需求，停止政治和冲突，没有解决工作量问题。
Lack of Mentorship: Do not have time to coach and develop the staff, shortage of skills, heavy workloads and high stress.
缺乏指导：没有时间指导和发展员工，缺乏技能，工作量大，压力大。
Inappropriate Systems: The rewards given is inappropriate, the meetings are poorly run and it beats the purpose of having one.
不适当的制度：给予的奖励不适当，会议运作不善，这违背了举行会议的目的。
Assessing Singapore Airline (SIA) performance 评估新加坡航空公司（SIA）的业绩
In order to achieve high performance it involves the Achieving high performance involves in a connection between employee and the organization. As we all know, employee wants to feel that they are being valued by the organisation by their good performance and to be fairly accessed. Managers can play a role by influencing on every individual performance by giving the need and support to assist the staff to do a good job, especially those with experienced.
为了实现高绩效，它涉及到实现高绩效，涉及到员工和组织之间的联系。众所周知，员工希望通过良好的表现感受到组织对他们的重视，并希望被公平对待。管理者可以发挥作用，通过提供帮助员工做好工作的需要和支持来影响每个人的表现，尤其是那些有经验的员工。
Level of Accountability 责问级别
Generally, the common problem that SIA face is when the the staff do not have a clear idea whether the work had been done to avoid overlapping. This in return cause a double work.
通常，新航面临的常见问题是，员工不清楚是否已完成工作，以避免重叠。这反过来会导致双重工作。
To ensure a correct level of accountability the staff will require to have a correct information to allow them to know what is being required. To ensure the increase of accountability of SIA, it will require looking into:
为了确保正确的问责水平，员工需要有正确的信息，让他们知道需要什么。为了确保增加SIA的责任，需要研究：
Job explanation 工作说明
Clarify everyday jobs 明确日常工作
Manage Performance 管理性能
Use progress reviews. 使用进度审查
Impose sanctions if necessary 必要时实施制裁
Rewards System 奖励制度
It is very important in conveying the organizational values: 这在传达组织价值观方面非常重要：
Performance benchmark 性能基准
Performance expectations 绩效预期
Rewards have two organizational objectives: 奖励有两个组织目标：
To recognise past performance 认可过去的表现
To motivate people to perform 激励人们表现
The most important factor is that the staff have to feel that the reward is being carried out fairly. Reasonable salary is the most basic to create a trust, as each individual do not want to feel that they are actually being underpaid.
最重要的因素是，员工必须感到奖励得到了公平的执行。合理的工资是建立信任的最基本条件，因为每个人都不想感到自己的薪酬实际上偏低。
Conclusion 结论
Through this research project, it allows me to find some useful data in which allows me to know what to do to retain a staff and also introduce to me the idea of optimizing the organisation and i realise the main concern is how to increase performance of the organization. In this research, staff retention is a key issue to performance success as it will optimize the organization to achieve higher operation, competence and success in return achieving a better or improving the performance of the organisation.
通过这个研究项目，我找到了一些有用的数据，让我知道如何留住员工，并向我介绍了优化组织的想法，我意识到主要关注的是如何提高组织的绩效。在本研究中，员工保留是绩效成功的关键问题，因为它将优化组织，以实现更高的运营、能力和成功，反过来实现更好或改善组织的绩效。
In conclusion, there is no two similar organisation which is the same and develop the same solution for staff retention and in optimizing the organisation to achieve the high performance and success, it is usually situational. There is many challengers and pressure from both internal and external environment, and so a constant change is always required to catch up with the changing environment. Organizations should look into how the business can be competitive to other organisation and should provide a learning experience to the staff and growth as well so as to create a greater staff engagement. When these staff obtain a higher ski , the chances of getting a higher performance is greater and easier.
总之，没有两个类似的组织是相同的，并且为员工保留和优化组织以实现高绩效和成功开发了相同的解决方案，这通常是情境性的。来自内部和外部环境的挑战和压力很多，因此总是需要不断的变化来跟上不断变化的环境。组织应研究业务如何与其他组织竞争，并应为员工提供学习体验和成长，以创造更大的员工参与度。当这些工作人员获得更高的滑雪时，获得更高表现的机会更大、更容易。
All organisation should be flexible. However the flexibility will depend on the organisation’s ability to digest the information and be decisive in the decision being made. Lastly, the road to success of the organisation will depend on the people willingness to adapt to the new changes and so it is important for the organisation to know exactly what is the need of their employee’s need.
Research Proposal提出总结：所有组织都应该灵活。然而，灵活性将取决于组织消化信息的能力，以及在做出决策时的决定性。最后，组织的成功之路将取决于人们是否愿意适应新的变化，因此，组织必须准确了解员工的需求。本站提供留学生论文Research Proposal写作指导服务，如有需要可咨询本平台。
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