論文代寫評價：員工激勵與組織績效之間的積極關係

論文代寫評價：員工激勵與組織績效之間的積極關係
員工激勵與組織績效之間存在著非常積極的關係。在現代經濟中，人力資源的配置是在企業內部進行的，在企業內部，為了產生共同的產出，所有團隊的努力是相結合的。這也要求在所有各方之間分配利潤。這個問題的解決方案是由Holmstrom提出的，他要求“打破預算”。根據他的觀點，利潤應該以分數來劃分(Rayo, 2007)。關係激勵具有內在的、可識別的動機。這樣的激勵在非營利組織中是非常重要的，在那裡劃分激勵是非常具有挑戰性的。
關係激勵是通過關係契約實現利潤共享的激勵類型。 Dur & Tichem(2015)認為，通過這樣的激勵，可以判斷團隊的績效，員工受到團隊經理的激勵，提供更高的效率，從而獲得更好的關係激勵。這種類型的激勵與合同是有約束力的，合同允許按業績水平支付報酬。激勵總是組織績效的最大激勵因素。關係激勵通常是複雜的，但它基於績效的不同方面，如團隊合作、主動性和領導技能(Gibbons & Roberts, 2013)。

論文代寫評價：員工激勵與組織績效之間的積極關係

There is a very positive relation among the employees’ motivation and performance of the organizations. In the modern economy, the allocation of the human resources is done within the firms, where for producing a joint and common output, and the efforts of all the teams are combined. This also requires distributing the profit among all the parties. The solution for this problem was proposed by Holmstrom, who asked to ‘break the budget’. According to him, the profit should be divided in fractions (Rayo, 2007). The relational incentives have intrinsic and indentified motivation. Such incentives are very significantly important in the non-profit organizations, where dividing the incentives is very challenging.
Relational incentives are the type of incentive where the profit sharing is done through relational contracts. According to Dur & Tichem (2015), through such incentives, the performance of the team is judged and employees are motivated by their team managers to provide more efficiency to receive better relational incentives. This type of incentive is bound with the contract, and this contract allows compensation on the level of performance. Incentives are always the biggest motivator for the organizational performance. Relational incentives are often complex, but it is based on the different aspects of performance, such as team work, initiative and leadership skills (Gibbons & Roberts, 2013).