代寫愛爾蘭HR essay

發布時間:2019-10-19 16:46
論文題目: 論文語種:英文 您的研究方向:人力資源管理 是否有數據處理要求:否 您的國家:英國 您的學校背景: 要求字數:800 論文用途:碩士課程論文  是否需要盲審(博士或碩士生有這個需要):否 補充要求和說明:詳細見附件   Case 1   In order to solve the problem of inefficient operations, a reform of public hospitals  had been arisen all over the world. China had also participated in the trend of public health institution reform. With the reform, performance-related-pay system was widespread implemented. This case aims at observing the changes of revenue, cost recovery, productivity which were resulted by the PRP system and whether the "bonus" system was the cause of unnecessary treatments and drugs. The case analyzes the data collecting from six hospitals and 2303 patients from 1978 to 1997. The first hypothesis in the case is that the effect of the bonus system on hospital revenue, cost recovery, and the productivity is dependent on the different economic stimulus intensity of different systems and the reflection of the individual doctor. The case also presumes that doctors who take the necessary care will gain income as the form of the utility harvest. At the same time, they have to pay more efforts as the form of the loss. However, unnecessary care will undertake moral risk besides gain income and pay more efforts. Leisure desire and morals may limit the unnecessary care behavior of doctors. There were three different PRP systems, be termed flat bonus, quantity-related bonus and revenue-related bonus, had been adopted.  The case assumes that flat bonus will encourage doctors to provide the necessary care, but are unlikely to stimulate the doctor provides unnecessary care.If there is sufficient demand, the necessary care provided by doctors is beneficial to the patient, the hospital and the doctor. Accordingly, the income, cost recovery, productivity of the public hospital will be improved. But the doctor will not take action when the demand is insufficient with flat bonus. The quantity-related bonus will also encourage doctors to provide the necessary care, and will also encourage doctors provide more care when demand is not sufficient. Finally, the revenue-related bonus strongly stimulates doctors to provide unnecessary services and drugs in order to increase their income. In order to verify the assumption, the case collected abundant data to observe what kinds of bonus systems had been adopted by the hospitals, what kinds of changes happened in average activity levels and productivity in the panel hospitals, and what kinds of changes happened in revenue, cost recovery, productivity and unnecessary care with changes in bonus system. All the panel hospitals had shifted their compensation system with no bonus to flat bonus to revenue-related bonus. With the change of system, revenue rose obviously, and cost recovery increased as well. Although the productivity remained downward because of the vast input relative to lesser output, the productivity dropped more slowly than before. But the average expense of the patient increased markedly, and much of this was unnecessary. In general, to the hospital, PRP systems, called revenue-related bonus, have a positive impact on the revenue, cost recovery, and productivity. Meanwhile, to the patients, unnecessary care and expensive drugs became a burden.   Case 2   In this paper, 350 companies were used as a sample to present a research about how participants in the process of remuneration-setting evaluate performance-related pay scheme.The aim of the research is to examine the different reasons given for using performance-related pay, and try to address “Why do companies use performance-related pay?” This research is conducted on the basic of existing theories which were introduced at the beginning of the paper: agency theories, motivation theories, and institutional and legitimacy theories. The research findings illustratethe following three main reasons for theimplement of performance- related pay schemes: current market practice, companies’ need for legitimacy, and to attract and retain good executives, which are portrayed in detail as follow. First of all, the schemes can be used to set performance measures and targets so that to communicate the company’s strategy, and can be intended to influence directors’ behaviors towards carrying out that strategy. Then, the reward itself exceptproviding a monetary award for the director, it can also increase directors’ self-esteem, provideconfidencewhen he compares himself with his peers, and improve the executive’s track record, increase his negotiation ability as a kind of human capital for future pay. In addition, since the PRP schemes can make it clear that what is important in the board’s view, and what is important in the CEO’s view, so that the CEO and the rest of the company can understand and focus to their work and make efforts. Furthermore, companies implement performance- related pay also for the need of fairness. This is extended in two aspects: the inner fairnessin a same company between employees, and the external fairnessbetween the directors indiffidentcompanies. Though there are many reasons to support the using of performance-related pay, there still exist some problems with it. It is areal challenge that relating a longer term performance-related pay is difficult, since when the award period ends,the conditions may be different with those when the performance measures and targets were set.And selecting appropriate performance measures and targets can be also very difficult; and it is hard to incentive the ability of PRP; and the achievement or otherwise of results and payouts can beinfluencedby luck, particularly when based on equity schemes.   論文題目: 論文語種:英文 您的研究方向:人力資源管理 是否有數據處理要求:否 您的國家:英國 您的學校背景: 要求字數:800 論文用途:碩士課程論文 是否需要盲審(博士或碩士生有這個需要):否 補充要求和說明:詳細見附件   案例1   為了解決這個問題,低效運作,公立醫院改革試點已在世界各地出現。中國還參加了在公共醫療機構改革的趨勢。與性能相關的薪酬制度的改革,是廣泛實施。 在此情況下,旨在觀察收入,收回成本,生產力的變化而導致由PRP系統和“獎金”系統是否是不必要的治療手段和藥物的原因。案件分析的數據收集從1978年至19​​97年的6個醫院和2303患者。 第一個假設的情況下,醫院的收入,收回成本,生產力是獎金制度的效果依賴于不同的經濟刺激強度不同的系統和反映個別醫生。還假定的情況下采取必要的照顧,醫生們將獲得收入形式的效用收獲。與此同時,他們必須付出更多的努力,作為形式的損失。然而,將承擔不必要的護理道德風險除了增益收入和付出更多的努力。休閑欲望和道德,可能會限制不必要的保健醫生行為。 有三個不同的PRP系統,被稱為平的獎金,獎金和收入相關的獎金數量相關,已被采納。案例假定平獎金將鼓勵醫生提供必要的照顧,但不太可能刺激醫生所能提供的不必要care.If有足夠的需求,由醫生提供必要的照顧是有利于病人,醫院和醫生。因此,公立醫院的收入,成本回收,生產力將得到改善。但醫生不會采取行動時,需求不足平獎金。數量相關的獎金也將鼓勵醫生提供必要的照顧,也將鼓勵醫生提供更多的照顧時,需求是不夠的。最后,收入相關的獎金,強烈刺激的醫生提供不必要的醫療服務和藥品,以增加他們的收入。 為了驗證假設的情況下收集了大量的數據,以觀察各種獎金制度已經通過醫院,什么樣的面板醫院平均活動水平和生產力的變化,以及什么樣的變化發生在收入收回成本,生產力和不必要的治療與獎金制度的變化。 所有面板醫院賠償制度轉移平坦的紅利收入相關的獎金,沒有獎金。隨著系統的變化,收入同比增長明顯,和回收成本增加,以及。雖然生產力依然向下,因為相對較小的輸出廣闊的輸入,生產率下降速度比以前更慢。但是,病人的平均費用顯著增加,這是不必要的。 在一般情況下,到醫院檢查,PRP系統,稱為收入相關的獎金,收入,成本回收和生產力產生積極的影響。同時,患者不必要的治療和昂貴的藥物成為一種負擔。   案例2   在本文中,350家公司作為樣本,提出一個研究在薪酬制定的過程中,參與者如何評估績效工資scheme.The的研究目的是檢查不同的理由使用績效工資,并試圖解決“為什么公司使用績效工資嗎?”這項研究是進行紙:代理理論,激勵理論,體制和合法性理論開始被引入的現有理論的基本。 我們研究結果illustratethe三個主要原因績效工資計劃theimplement:目前的市場慣例,公司的合法性需要,并吸引和留住優秀的管理人員,這是詳細描繪如下。 首先,該計劃可以用來設置性能的措施和目標,使公司的戰略溝通,并試圖影響董事的行為,對開展這一戰略。 然后,在獎勵本身exceptproviding一個貨幣導演獎,這也可以增加董事的自尊,provideconfidencewhen他比較自己與他的同齡人,和提高執行的跟蹤記錄,提高他的談判能力作為一種人力資本的未來支付。 此外,因為PRP計劃可以做出它清楚,什么是重要的董事會認為,和什么是重要的首席執行官認為,使首席執行官和其他公司可以理解和專注自己的工作和努力。 此外,公司實施績效相關,也為支付公平的需要。這是在兩個方面:內同一個公司的員工之間fairnessin,外部董事fairnessbetween indiffidentcompanies的延長。 雖然有許多理由支持績效工資的使用,也還存在著一些問題。 面的挑戰,涉及較長遠的績效工資是困難的,因為獎期結束時,條件可能會有所不同性能的措施和目標時,選擇適當的性能的措施和目標set.And也可以很困難;是難以激勵能力PRP;和實現與否的結果和支出beinfluencedby運氣,尤其是在基于股權計劃。

 

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