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GMAT(经企管理研究生入学考试)写作范文参考(一则)

论文作者:英语论文论文属性:考试相关 Test related登出时间:2012-05-04编辑:lena ding点击率:3179

论文字数:426论文编号:org201205041009086840语种:英语论文 English地区:中国价格:免费论文

关键词:GMAT经企管理研究生入学考试写作范文

摘要:本文为GMAT(经企管理研究生入学考试)写作范文一则,供有需要的考生们参考。本文还有更多GMAT考试相关的信息资讯,考试指导等,可在本站相关区域内查询搜索。

GMAT经企管理研究生入学考试)写作范文参考(一则)

 

“Job security and salary should be based on employee performance, not on years of service. Rewarding employees primarily for years of service discourages people from maintaining consistently high levels of productivity.” Discuss the extent to which you agree or disagree with the opinion stated above. Support your views with reasons and/or examples from your own experience, observations, or reading.

 

参考观点:
View1. Performance plays an important role in the assessment procedural of employees.
View2. It is true that reward employees solely according to their seniority will affect the overall productivity, however, the year of services do contain some indication on specialty and experience. More over, when conducting work assessment of certain positions such as consultant, in which performance become hard to evaluate, seniority acts as useful supplement  

 

As a matter of fact, it's really harmful to separate these two rewarding methods—on seniority or performance. Just like a coin has its two sides, each method has its positive and negative effects.  For my point of view, I think it’s better to combine the two methods together to make up for each other’s shortcomings.

 

Firstly, rewarding employees based on seniority, people who work for the company for many years can perform better than the new comers because of their experience and better understanding of the company’s environment, however, such methods makes people tired of enhancing their abilities which may reduce their levels of productivity. What’s more, such method will build barriers to entry the company and cause an awkward situation of recruitment.

 

As for rewarding employees based on the performance, it may cause two main problems, employee loyalty and performance assessment though it sometimes works efficiently. Based on performance, there will be less conception of loyalty because working for longer years has nothing to do with the rewards you can get, which may cause a high human turnover cost. However, the core problem may be the difficulty of performance measurement cause the balance card can not cover all the aspects of the work done by the employees, and unfair rewards may raise more serious problem such as stricks.

 

Obviously it’s better to build a combination, that is to say, a proportion. 50% on measureable performance and 50% on seniority, for which the proportion can be chosen to suit for a reasonable situation of the company. Thus the company can both incentive the new comers and the experienced existence, maintain the level of productivity and refresh the employees of high quality at the same time and to achieve success by a http://www.51lunwen.org/GMATwriting/2012/0504/1009086840.html fair rewarding methods.

 

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