yees, overtime, and crazy pursuit of high performance.
现有的概念和理论可以有效地解释亚马逊的绩效和奖励管理。为了吸引和留住人才，亚马逊将利润与每位员工分享。这可以用双因素理论来解释。此外，亚马逊的绩效评估机制表明，该组织在绩效管理方面是传统的、严格的。学者们发现，基于绩效的薪酬是有争议的，因为它会导致工作环境压力、内部竞争力和不公平。这在亚马逊可能是真的，因为该组织被批评为通过透明的同行评审、对员工的无情批评、加班和对高绩效的疯狂追求给经理和员工带来了过度的压力。
4. Conclusions and recommendations 结论和建议
In conclusion, Amazon’s approach to people management has both strengths and drawbacks. The company implements effective SHRM practices and standardized recruitment and selection process with a focus on P-O fit. Therefore, Amazon has established its brand as an innovative and efficient company that always pursues to create more social value. It also attracts many creative talents who have a firm belief in Amazon’s culture. The company also implements a cost-effective reward management system to attract and retain talents, especially with abundant welfare and stock ownership. However, Amazon’s performance management is too harsh. The company always pushes employees to work more with excessively high requirements. As a result, many employees are unsatisfied with the highly pressured working environment and fail to balance their work and life. Amazon’s extreme pursue of high performance has led to a relatively high turnover, which inevitably damages the company’s reputation and increases human cost. Paradoxically, Amazon claims to be a company of pioneers, but it did not offer proper treatment to pioneers, the most important asset for competitive advantage.
总之，本篇paper认为亚马逊的人事管理方法有优点也有缺点。该公司实施了有效的SHRM实践和标准化的招聘和选拔流程，重点关注P-O适合性。因此，亚马逊将自己的品牌确立为一家创新高效的公司，始终追求创造更多的社会价值。它还吸引了许多对亚马逊文化有坚定信念的创意人才。该公司还实施了具有成本效益的奖励管理制度，以吸引和留住人才，特别是拥有丰富的福利和股权。然而，亚马逊的绩效管理过于苛刻。公司总是要求员工多工作，要求过高。因此，许多员工对压力很大的工作环境感到不满，无法平衡工作和生活。亚马逊对高性能的极端追求导致了相对较高的营业额，这不可避免地损害了公司的声誉并增加了人力成本。矛盾的是，亚马逊声称自己是一家先锋公司，但它没有为先锋提供适当的待遇，而先锋是竞争优势的最重要资产。
It is suggested that Amazon should adjust its performance and reward management system to reduce unfairness, stress, and unreasonable internal competitiveness. For example, Amazon should improve its supporting network to help employees balance work and life more effectively. Instead of rigidly pushing high performance, Amazon should understand real needs of employees, so as to adopt proper spiritual incentives to motivate enthusiasm and innovation. Amazon should create a more favorable working environment to employees to avoid overexploitation and high turnover. In all, Amazon’s HRM should be more people-oriented rather than performance-centered.
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