英国某大学帮写MBA essay：Comparing and Contrasting Essay

incentives to improve performance" (B.Dale, 2007).<BR>Continuous improvement is also a QM principle that lip meets as shown by the circular nature of figure 1. After completing one cycle of Plan, Do, Review further areas strategies can be developed to address new areas for improvement or the exist improvement areas can be improved further. In this way, lip provides a structure for solidifying continuous improvement into the structure of the organisation.</FONT></P> <P><FONT face=宋体>The benefits of IIP are as follows:<BR>~ Customer satisfaction - IIP encourages employees to be more focused on the customer<BR>~ Reduced cost -IIP encourages skilled employees to reduce waste<BR>~ Improved quality - I1P constantly promotes quality improvement through ISO 9000 and BS 5750<BR>~ Improved skills -IIP attracts the best job applications and therefore improves the quality of employees employed.</FONT></P> <P><FONT face=宋体>By being certified for IIP, organisations can make sure they are constantly ahead of their competitors. Research by the Institute of Employment Studies (IES) has shown that by using the standards set by IIP, an organisation can gain on average £176/employee/year in their gross profit (wikepedia.org)</FONT></P> <P><FONT face=宋体>www.investorsinpeople.co.uk examples the use of IIP at the BMW assembly plant at Hams Hall near Birmingham. The construction of this plant was Completed in 1999 and from the beginning it aimed at excellence in all its activities. It received its first IIP award in 2002. In 2005, it was decided to go for the stretch target of assessing the plant against the more rigorous "Profile" check to give an idea of how they stood against world-class practice.</FONT></P> <P><FONT face=宋体>Two main challenges were revealed from the Profile assessment:<BR>   1. The need to integrate more successfully agency staff(called complementary associates) with BMW associates<BR>   2. To improve the way staff were rewarded and recognised<BR>The solution was to concentrate on changing the recognition system to solve both issues. Greater consistency was introduced which not only increased the impact of the recognition but also did not de-motivate those who were unsuccessful. Secondly, individuals and teams of both BMW associates and complimentary associates were all part of the improved recognition creating what Bob Shankley, HR Director called 'part of the family irrespective of employment status'.</FONT></P> <P><FONT face=宋体>Strengths and limitations of IIP:<BR>Looking at the strengths of IIP, it is worth mentioning a number:<BR>~ Productivity and growth - through employees working harder<BR>~ Customer satisfaction -[IP helps employees to become more customer focused.<BR>~ Employee motivation -IIP works towards even more involvement of employees through rewarding incentives to encourage them to go over<BR>   and beyond their duties<BR>~  Reduced cost -IIP encourages people to constantly reduce waste.<BR>~ Competitive advantage -IIP promotes competition through employee performance. (www.investorsinpeople.co.uk) <BR>Conclusion:<BR>For all the reasons that have been explained, IIP plays a strong part in business success. Organisations realise that improving their people is a great way to improve business performance. IIP provides a benchmark of best practice, which enables organisations to assess how they are performing against other leading edge companies. The regular assessment (every 3 years) by IIP means that if any standards are slipping, this will be revealed.</FONT></P> <P><FONT face=宋体>BIBLIOGRAPHY:<BR>1. www.investorsinpeople.co.uk <BR>2. http://en.Wikepedia.org/wiki/IIP(busi