英国代写assignment：宝洁公司
英国代写assignment：宝洁公司
宝洁更经常地称为宝洁是一个消费产品组织销售多样化需求的产品到世界各地有意触动消费者的心，使他们的日子好过一点的消费者。在众多的品牌中，他们拥有44亿的全球消费者基数。无论是在世界的任何地方，他们都有一个统一的增长战略，即触动人民的心，满足他们的需要，从而使他们更幸福。他们认为，只有当整个利益相关者团体被争夺时，组织的持续增长和持续成功才是可以实现的。
满足顾客是他们确保员工满意和满足他们需求的一部分。为了企业的这种规模的增长，销售，收入和利润是必要的，这些都是直接在工作中对员工的满意度水平的联系（麦克格雷戈，1960:99-121）。杰出学者和思想家的研究证明，工作动机与工作质量和产出有直接关系，专业设置也能提高组织的生产率和财务绩效。
因此，必须设计一种新的绩效管理体系，它倾向于组织的目标和战略，同时考虑到员工的绩效。在本报告中，应设计适当的绩效管理体系，并为成功实施这一制度提供建议。
英国代写assignment：宝洁公司
Proctor & Gamble known more commonly as P & G is a consumer products organization that sells products of diverse needs to consumers all over the world intending to touch the hearts of the consumers and make their day a little better. They have a global consumer base of 4.4 billion across a plethora of brands. Be it any location of the world, they have a unified growth strategy that is to touch the hearts of the people, address their needs and thereby make them happier. They believe that constant growth and continual success for an organization is achievable only when the entire stakeholder community is contended.
Satisfying the customers is one part along with which they ensure that their employees are also gratified and their needs fulfilled as well. In order for a corporate of this size to grow, sales, revenues and profits are imperative and all of these are directly linked to the satisfaction levels of the employees at work (McGregor, 1960:99-121). Research by prominent scholars and thinkers has proved that motivation to work is directly linked to the quality of work and the output which in a professional setup also enhances the productivity and eventually the financial performance of the organization.
Thereby, P & G will necessarily have to design a new performance management system that is inclined towards the goals and strategy of the organization and at the same time takes into consideration employee performance. In this report, a suitable performance management system shall be designed and provide recommendations for successful implementation of the same.
