代写论文：人力资源管理战略
绩效工资的有效性和无效性受到各国不同情况的影响（Hasnain et al。，2012）。这是在没有必要的改变的情况下移植这个系统时，达到目标的不可能性的原因。集体谈判传统和工会态度往往会影响成功或失败。在这里可以引用一个例子，马来西亚负面的工会态度已经阻碍了国家的介绍，而新加坡工会的积极态度显着促进了它（Bregn，2013）。账目中也包括文化因素，因为整个团体的激励措施可能在某些文化中更为相关。从这个角度来看，IPRP是利用薪酬来执行主要业务战略的人力资源管理战略。因此，属于低成本，创新促进，高绩效，高技能的制造业企业，在服务业内部，要考虑各种绩效工资形式。据认为，他们的人力资源管理战略会随着薪酬目标的不同而变化（Gittleman，2014）。最后一个因素在于整体组织氛围，有利于生产力和绩效。这表明促进员工参与实践和政策的组织已经经历了与绩效工资相关的期望结果。
代写论文：人力资源管理战略
The effectiveness and ineffectiveness of the performance pay is impacted by the number of circumstances that differ from nation to nation (Hasnain et al., 2012). This is the reason behind unlikeliness of meeting the goals when such system is transplanted without the required changes. Success or the failure will often be influenced through the following circumstances: collective bargaining tradition and union’s attitude. An example can be quoted here that negative union attitude within Malaysia has hindered national introduction whereas positive attitude of the Singapore’s union has facilitated it significantly (Bregn, 2013). Cultural factors are also included in the accounts as incentives for the entire group might be more relevant in certain cultures. From this perspective, IPRP is a strategy of human resource management that utilizes pay to enforce major strategies of business. Therefore, the organizations that belong to manufacturing with low cost, innovation promotion, higher performance and skills, and within the service sectors are required to consider various performance pay forms. It is considered that their strategies of HRM will vary along with the objectives of pay which is aligned in consistency with such strategies (Gittleman, 2014). Last factor lies within the overall organizational climate in favour of productivity and performance. This suggests that the organizations promoting the employee involvement practices and policies have experienced the desired outcomes associated with the performance pay.
