本篇代写价格-知识产权对信托业务环境的适应性讲了信托公司是指业绩与信托受托人和代理有关的公司(Gittleman, 2014)。在这样一个系统中，通过绩效工资系统是没有任何好处的。这是因为这里的个人不局限于表演。然而，员工的重点是确保信托业务是受人尊敬的，它获得了大量的捐赠，为整个社会的福利(Hasnain et al.， 2012)。许多托管组织在获得更多资金和捐助者方面面临问题。因此，这里的关键应该是通过志愿项目来激励员工，并尽可能地为一个好的事业挺身而出。本篇代写价格文章由新西兰第一论文 Assignment First辅导网整理，供大家参考阅读。
Suitability of IPRP to environment of Trust business
A trusts company is one in which performance is related to trusts fiduciary and agencies (Gittleman, 2014). In such a system, there is no benefit that can be added through performance related pay system. This is because individuals here do not confine themselves to performing only. The focus of employees however is on ensuring that the trust business is respectable and it gains much donation for the welfare of the society at large (Hasnain et al., 2012). Many trustee organizations face problems when it comes to gaining more finances and donors. Therefore, the key here should be to motivate the employees through voluntary programs and stand up for a good cause as much as possible.
Barriers to IPRP schemes effective designing and implementation
Breakdowns of implementation, account towards failures related to IPRP. However this is not the key reason why such schemes fail. Several researchers have found that the individual pay for performance notion is supported by employees, but they also believe that such implementation has several issues (Ljungholm, 2015). Additionally, most of the key findings on the IPRP initiative are that they are not implemented properly especially because they suffer from good practices of performance management absence as an essential issue. According to Campbell et al. (1998), it has been indicated that the merit pay limitations are because of the performance based differential attributes (Tsai, 2016). At times, managers do not have complete information regarding the factors that are required to be implemented in an IPRP scheme. This results towards a reward management technique failure. The key factors to be recognized include the performance structure, the ability to reach that performance, the incentives at each performance level and the attributes of employees. Some firms also forget to set objectives of performance, assess performance and develop connection between performances and pay (Belle, 2015). Setting up criteria for performance has always emerged as a challenge to the managerial groups. The only way out of such a dilemma lies in involving the employees within the process to set objectives.
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