人力资源Essay写作：Psychological Benefit of Employee Recognition and Effect on Performance

本文是人力资源专业的Essay范例，题目是“Psychological Benefit of Employee Recognition and Effect on Performance（员工认可的心理效益及其对绩效的影响）”，许多雇主认为，良好的工资和合理的工作时间可以留住人才。毫无疑问，他们可以，但更重要的是，留住员工的关键是:认可。

一个认知项目是为了提供心理上的好处而设立的。这通常不会给公司带来损失，而且还能鼓舞员工的士气。因此，它被认为是提高性能的最佳方式，同时保持低成本。在就业方面，我们希望从一个职位晋升到另一个职位。我们的机器成功的关键因素之一是同事或雇主的推荐或赞扬。

Introduction介绍

Many employers believe that good wages and reasonable work hours can retain talent in the workplace. There is no doubt that they can, but more importantly, the key to employee retention is: Recognition. A recognition program is set up to provide a psychological benefit. It usually does not cost the company and still boosts employee morale. Hence it is considered as the best way to increase performance while keeping the costs low. In the case of employment, we would like to grow from one position to another. One of the key components of our successful machine is the recommendation or the praise of our colleagues or employers.

As the stress level reaches alarming levels, the depression among Millennials is increasing. Motivation plays an important role. It will not be wrong to use motivation as a synonym for elixir elixir that drives people to new, unthinkable heights. After all, we all want people to value us, to congratulate us on our work and to remember us as a paradigm of exemplary labor standards. All these expectations make it difficult for the HR department to recognize employees. There are two ways of thinking when it comes to rewarding or recognizing employees for their performance. A mindset that meets certain standards allows an employee to receive a bonus or incentive. It helps him and his colleagues to do well. In addition, this leads to healthy competition and effective target achievement. This is a win-win situation for employers / organization and employees. However, the second school of thought must be different. Thus, monetary appreciation can play a negative role in training an employee and the environment of an organization. Employees just start working to take advantage of these additional hints. It will not make a big difference for a short time, but its perverted effects will be obvious in the long run. In the long term, this can be contagious because every employee wants to be more competitive than money and does not want to think about learning and development. Sometimes ethics can be at stake: money can cause a person to break the interests of their own organization, and acknowledgment acts as a catalyst for negativity rather than motivation.Often, we encounter situations where employers are reluctant to acknowledge their employees’ performance because they often find that their employees are realizing that their efforts are becoming discomfort to their employees. These experiences make the recognition of employees rather rare.

The Indian Scenario印度的情况

India accounts for around one sixth of the total population, about 1.16 billion people spread over 3.2 billion kilometers. India’s expanding economy is a place for new opportunities for success and growth. But anyone who views India as an unlimited source of skills and work can be frustrated. In fact, more confusing. India’s enormous development has burdened an educational framework that is still trying to satisfy demand. A war of abilities is now in turmoil. Reward and recognition programs are becoming more and more fundamental as the pay gap and employee turnover reach new heights. India is also a strange mixture of logical inconsistencies. A generally collectivist, relationship-oriented culture, expanded globalization, and financial development have intensified the Indian tendencies for independence and individual achievement. Therefore, the nation is a very paternalistic and stratified culture – but this advanced system is in contrast to India’s strong desire to be a meritocracy.

印度人口约占总人口的六分之一，约11.6亿人分布在32亿公里的范围内。印度不断扩张的经济为成功和增长提供了新的机遇。但任何视印度为技术和工作无限来源的人都可能会感到沮丧。其实更让人困惑。印度巨大的发展负担了一个仍在努力满足需求的教育框架。一场能力之战正处于混乱之中。随着薪酬差距和员工流动率达到新的高度，奖励和表彰计划正变得越来越重要。印度也是一个逻辑矛盾的奇怪混合体。普遍的集体主义、以关系为导向的文化、全球化的扩大和金融发展加剧了印度人追求独立和个人成就的倾向。因此，这个国家是一个非常家长式和分层的文化，但这种先进的制度与印度成为精英的强烈愿望形成了对比。

For Indian scholars, this social mix is a flexible exercise. Indian filmmakers – many of whom are internationally educated – specialize in exploration.

The past twenty years have been marked by a period of strong financial improvement in India, as the changes in 1991 allowed the country to open its arms to the world. The subsequent development, and especially the attractiveness of India as a subcontractor, has had a significant impact on the corporate culture and socio-economics of the Indian workforce.

With a GDP of around 6.4 percent, India is the third largest economy in the world and has about 450 million workers, 30 million of whom are unemployed. This unemployment is quite amazing for unskilled workers. However, the rest of the world still has an extreme shortage of talented people – especially in the computer, back-office and administration sectors. Indian colleges do not have enough places to find out about the demand for trained and competent managers and experts – which fueled the war for skills in these areas, and the need for maintenance, progress, and advances demonstrated a decent hierarchical culture for managers. In addition, there is a generational gap between experienced and experienced specialists and a more enthusiastic youth focused on the world. Organizations try to control both the intrinsic value and the talent they need for a bipartite workforce. Many associations are currently looking for ways to influence progressive Indian culture to work for them.

印度的GDP约为6.4%，是世界上第三大经济体，拥有4.5亿工人，其中有3000万人失业。这种失业对非技术工人来说是相当惊人的。然而，世界其他地区的人才仍然极度短缺——尤其是在计算机、后台和行政部门。印度的大学没有足够的地方来发现对训练有素、有能力的管理人员和专家的需求——这引发了这些领域的技能战争，对维护、进步和进步的需求显示了管理人员体面的等级文化。此外，有经验的专家和有经验的专家之间还有代沟，更有热情的青年关注世界。组织试图控制内在价值和他们需要的人才，以形成一个双劳动力。许多协会目前正在寻找影响进步的印度文化的方法，以便为他们工作。

Finally, no dialogue of Indian work would be completed without discussing decent diversity. Winston Churchill has already said, “India is just a geographic expression, it is no longer a lonely nation as Ecuador.” There are more than twenty-two remarkable and many smaller dialects in India, along with seven built religions and a plethora of positions and tribes. Value is a core principle of Indian law, and organizations are being tested to deliver fair and just, yet adaptable and socially sensitive policies that can dynamically and sustainably support this dynamic and diverse population.

Indian employees hope for impartial compensation in the face of development opportunities and “reasonable and effective enforcement criticism,” which is a step away from the traditional Indian framework known to be based on social unions with formalization, demonstrable skills, and a clear approach. “Motivation and Reward are a Critical Approach to Bringing Workers Beyond Key Roles or Responsibilities (KRA) Administrators play a particularly important role in Indian workplaces – to a limited extent, as human-centered and patristic progress implies that Working relationships and criticism are usually well-ordered Experts expect the appropriate headline to be considered What is expected of them and the Indian superiors is accustomed to flawless ingenuity – in any case, these connections generally do not work well the unmistakable low quality of Indian specialists can cover problems to a point where they will not return. A study by Indian associations cited in Forbes in 2012 found that 48% of turnover was due to poor relations between agents and administrators were to be led. Organizations look for ways to strengthen these connections.

Strategic Incentives- new way to thrive employee recognition战略激励——促进员工认可的新方法

Employees thrive in gratitude; however, their cravings can make them feel intense, as if they had been legitimately accepted in the work environment. Taking into account the ultimate goal of proper disposition and mental well-being, an employee must feel that their contribution or value has not been missed unnoticed. Encouraging them to feel that way should be an integral part of your corporate culture. But you should be careful. Legitimate motivations and recognition require a central and strategic approach to diversity. In some cases, what works in Western societies does not work in India.

员工在感恩中茁壮成长;然而，他们的渴望会让他们感到强烈，就好像他们在工作环境中被合法地接受了一样。考虑到正确的性格和心理健康的最终目标，员工必须感到他们的贡献或价值没有被忽视。鼓励他们这样想应该是你公司文化中不可分割的一部分。但是你要小心。正当的动机和承认需要对多样性采取核心和战略性的方法。在某些情况下，在西方社会起作用的东西在印度并不起作用。

If you find that a worker has accomplished something phenomenal and your recognition is socially special, it could lead to a reversal of the rejection, as the agent shames the future. When Indian officials respond to recognition, terrible recognition is just as perishable.

Positive feedback, however, crosses Western social boundaries. You will see that the use of this technique to power the Indians is especially powerful. Due to the individualistic and ambitious nature of most Indian representatives, the knowledge that they have done exemplary work will help them achieve their goals. In addition, a person is sometimes unworthy of receiving positive feedback and needs negative or sharp comments in order to improve. There should be no hesitation in doing so after all feedback is important and increasing the effort of the person.

Online networking is an important test in India. In autumn 2015, nearly 80% of the Indian market had a “phone density”, which means that 8 out of 10 people in India own a cell phone. Given the size of the nation, its decent diversity and its population, care for associations in India has become a social miracle. When you see representatives, it is important to have a method to carefully develop that recognition. Indians are generally expressive and something they can share through social networks will greatly stimulate them.

在印度，网络交际是一个重要的考验。2015年秋季，近80%的印度市场拥有“手机密度”，也就是说，印度每10个人中就有8个人拥有一部手机。考虑到印度的国土面积、良好的多样性和人口数量，照顾协会在印度已成为一个社会奇迹。当你见到代表时，重要的是要有一种方法来仔细发展这种认识。印度人一般都很有表现力，他们通过社交网络分享的东西会极大地刺激他们。

Due to the natural expressiveness of Indian culture, it is also an exceptional approach in building the workforce to offer employees a way to creatively communicate their triumphs and thoughts. You will also have less difficulty talking to them, so that competent employees can be distinguished and developed further. Expressive workers who feel free and mentally strong and have found the appropriate recognition will be able to speak to you on a more successful level. This correspondence can help you identify agents who have done well to find out who may have gone unnoticed. The individual has the opportunity to express himself – culturally diverse. The Indian culture, however different it may be, has many unconventional ones that cannot be neglected but are not completely alien.

As purchasing power in India’s burgeoning currency increases, interest in commodities, governments, and experts will normally also increase, and Indian workers will probably do so too, probably the next generation. It’s a place in the world where hardworking people can outperform if they’re just perceived. Since there is such a demand for capacity in India, the right to remunerate that ability is a business for which you can expect more remarkable results in India than most Western-oriented nations. In any case, this must be done by understanding and adapting to the lifestyle and culture of the country. The quest to drive it in western form will only confuse everyone. India is really a round tang, and it cannot be made to fit in an empty space.

With the advent of the 21st century, some companies have recognized the value of their assets. Some companies have found that the workforce can really play a catalytic role in building or divesting a business. Organizations are different. There are some who keep an eye on their representatives, even forbid the use of mobile phones in the office, and others who order grim customs and pilgrims at work.

随着21世纪的到来，一些公司已经认识到其资产的价值。一些公司发现，员工确实可以在建立或剥离业务方面发挥催化作用。组织是不同的。有些人甚至禁止在办公室使用移动电话，也有些人在工作时要求严酷的风俗和朝拜。

On the other hand, there are foundations that allow employees to work from home and invest in a more user-friendly schedule than to maintain a military framework. These human-face organizations turn to their workers in emergencies, supporting them, and treating the low-cost therapeutic needs of their families.

The days when people looked for lucrative jobs in a wild office are over. Even well-paid workers agree that cash does not matter after a certain point, but a job done and a pleasant office environment that ultimately has an impact. According to a recent survey, the previous client was the king, but now it’s no less for the employee. In order for your employees to be satisfied, you gain in efficiency, a favorable working environment and overall growth. Here are some organizations that use their numbers:

Common to all these organizations is the attitude with which they treat their employees. Through their innovative initiatives and collective efforts, these organizations succeed in fostering artists with high potential, improving the harmony of their employees and creating a collaborative work environment.

The policy of Lemon Tree Hotels to employ people with disabilities is a risky step in the hotel industry, but it all depends on management. The learning of the sign language is obligatory from the management to the staff. By combining corporate social responsibility, ethics and employee recognition, all with infallible grace and commitment, they work well. In order to be truly persuasive and effective in your work, you need to understand the psychology of applauding others for their excellent work, to set the standards for employee recognition, and to encourage others to begin their relationships. Job.

柠檬树酒店雇佣残障人士的政策在酒店业是一个冒险的步骤，但这一切都取决于管理。学习手语从管理到工作人员都是义务性的。通过结合企业社会责任、道德规范和员工认可，所有这些都带有一贯的优雅和承诺，他们工作得很好。为了在你的工作中真正具有说服力和有效性，你需要了解为他人的出色工作而鼓掌的心理，为员工认可设定标准，并鼓励他人开始他们的关系。的工作。

Gratitude is a central human need. People respond to the gratitude expressed by the recognition of their hard work and say that their work is valued. As employees and their work are valued, their growth and effectiveness increases and they are encouraged to continue or improve their excellent work. Praise and appreciation are the basis for an exceptional work environment. The individual must be considered and evaluated for his commitment. Everyone wants to be perceived as an individual or as a member of a group, and feel a sense of accomplishment for a function that is admirably accomplished or not as a valiant attempt. Everyone needs a “praise” to have influence and to feel good.

The recognition and recognition of employees is not a witch – it is an undeniable and remarkable activity. Notwithstanding the undeniable benefits of recognizing employees, one of the undisputed truths of the workplace atmosphere is that employee recognition is bad if it happens in some way. Supervisors need to be strengthened and trained. The recognition of employees remains an undervalued management technique that can lead to quick results.

Benefit Analysis of Recognising Employees

Increased individual effectiveness – The demonstration of perceived driving behavior reinforces the redundancy of the desired behavior. It encourages a person to repeat certain behaviors, thereby increasing productivity. It is an exemplary behavioral research in the brain. Increased leadership strengthens the organization’s main purpose and key performance indicators.

Increased employee satisfaction and job satisfaction – more time for concentration work and less time spent.

Coordination of individuals and groups is recorded.

Higher satisfaction and customer satisfaction.

Cooperation between employees is improved.

Incorporation of efficient employees increases – lowers the emigration rate.

Reduction of negative effects, such as lack of presence and stress.

Lower absenteeism and stress.

Quantifiable change in productivity

Measuring the immediate impact on productivity is embarrassing as it is just one of many components that affect people in every work environment. However, the contextual studies showed an influential defense that the main benefit of the Group was achieved through recognition and recognition levels. Walt Disney World Resort has implemented an employee recognition program that has increased employee satisfaction by 15% through day-to-day recognition of superiors. These results are highly correlated with high visitor satisfaction, which suggests a strong expectation of return, and is therefore geared specifically toward increasing profits.

衡量对生产力的直接影响是令人尴尬的，因为它只是影响每个工作环境中人们的众多因素之一。然而，背景研究显示了一个有影响力的论点，即该小组的主要利益是通过承认和承认级别实现的。华特迪士尼世界度假村实施了一项员工表彰计划，通过对上级的日常表彰，将员工的满意度提高了15%。这些结果与较高的游客满意度高度相关，这表明游客对回报有很强的期望，因此特别针对增加利润。

CONCLUSION结论

In summary, Indian companies did not initially have a strategy or plan for employee recognition, but how the world is changing and how skilled workers are created. Companies take initiatives to retain their productive employees. These initiatives include a significant portion of employee recognition. Employee identification tools can vary from company to company as each company has a different ethics. Some people may feel that others are being recognized in the form of cash, but we are moving towards a better environment and working culture.

Reward and recognition programs are the main motivator and driver of employee performance, especially in the service sectors. The design of a system adapted to the organization is very long and even binds the employees. It always requires a deep understanding of the team or person. At the same time, management must first be aware of variables that influence teamwork and motivate individuals. Even the best reward systems can disappear over time. Therefore, regular evaluation must be carried out to ensure that the purpose of the system and that of the organization go hand in hand.

奖励和认可计划是员工表现的主要动力和驱动因素，尤其是在服务行业。一个适合于组织的系统的设计是很长的，甚至会约束员工。这总是需要对团队或个人有深刻的理解。同时，管理层必须首先意识到影响团队合作和激励个人的变量。即使是最好的奖励系统也会随着时间的推移而消失。因此，必须定期进行评估，以确保系统的目的和组织的目的相辅相成。

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