With the development of economic globalization and integration, enterprises should survive and develop in the fierce market competition environment, need to enhance their own competitive ability, and human resources is the fundamental and key of enterprise competitiveness. In order to achieve the objectives of enterprise organization, we need to establish a sound performance appraisal system for employees and departments, and with effective incentive mechanism to fully mobilize the enthusiasm of the staff and create potential to continuously improve the performance level. The traditional staff performance appraisal method cannot meet the needs of modern enterprises, the establishment of a basic sound, with enterprise characteristics, to a full range of staff performance appraisal method as the core of the performance management system, from different levels of personnel to collect evaluation information, multi-angle, the whole perspective of the staff to conduct a comprehensive performance appraisal, comprehensively enhance the level of human resources management. This paper mainly elaborates how the enterprises implement the performance appraisal, the performance to achieve the effect and properly handle the enterprise and the staff assessment and assessment of the relationship between the performance appraisal for the enterprise staff put forward some ideas and suggestions.

Job satisfaction is a goal of every organization and human resources department. Many studies have shown the relationship between employee satisfaction as a predictive factor for a variety of key organizational indicators such as employee commitment, employee engagement, productivity, attrition, and turnover. Engaging in well-being activities is one strategy that companies can use to boost employee satisfaction. The term “well-being” activities in Hebrew is a bit different from the common use of the word in the literature. It is a combination of the concepts of Fun Activities, Employee Experience and Perks and Benefits. In High-tech companies, there are many activities aimed at creating a positive employee experience and an attractive organizational culture. These activities include a vast range of activities such as: department events, happy hours, company events, holiday gifts, enrichment activities, sports classes (for example, yoga), and more benefits. Despite the considerable investment in this budget, there are not many studies illustrating the contribution of well-being activities to employee satisfaction and their ROI. The purpose of this study was to examine the relationship between workplace well-being activities and job satisfaction in the Israeli high-tech market. The hypothesis of this study was that there is a positive relationship between well-being activities in the workplace and satisfaction in the workplace, but also to identify which issues within the well-being policy will predict the highest level of employee satisfaction. The study was conducted among 91 employees from a variety of high-tech companies in the Israeli market. The study’s findings supported the hypothesis. Practical suggestions for organizations for the successful implementation of well-being policies are discussed.

Employee retention is a critical concern for organizations in today’s dynamic labor market. This paper introduces a novel framework, integrating “absolute potential of the employee” and “risk associated with leaving the employee”, to address this challenge. Findings from the study suggest that this framework can effectively assist organizations in strategizing retention techniques. The research methodology employed an exploratory research design and collected data from 576 employees across various sectors. The results indicate significant implications for organizational risk assessment and employee retention strategies.

The main objective of the study was to examine factors that influence employee performance in general and, more specifically, in public enterprises. The research approach was qualitative, with an in-depth literature review and content analysis. The findings of the study reflect that some factors have a positive and some have a negative influence on employee performance. The study also shows a significant relationship between factors and employee performance, which in turn has a multiplier effect on employee development. Recommendations include the need to provide resources for employee training and development, and the strategic aims and objectives of public enterprises should be aligned with the training and development programs.

Human resource management practices are crucial, especially in the private healthcare sector. This could be because managing personnel in the healthcare sector is particularly challenging; therefore, meeting every employee's needs is crucial. Recently, the healthcare sector has experienced a scarcity and unbalanced distribution of employees due to job turnover. In addition, employee performance in the private healthcare sector has shown a slight drop due to the dissatisfaction of employees toward human resource practices such as unattractive compensation and rewards packages, bias in performance appraisal, lack of training and development, and many more. Therefore, this study is conducted to examine the impact of human resource practices on employees' job performance. Specifically, there are three main human resource practices observed as factors that contribute to an employee's job performance. The three human resource practices are compensation and benefits, performance appraisal, and training and development. There were four private hospitals operating in Selangor, Malaysia, chosen as a sample for this study. The private hospitals are KPJ Selangor Specialist Hospital, Columbia Asia Hospital Puchong, Assunta Hospital PJ, and Sunway Medical Centre. Out of these four private hospitals, there were about 291 employees working at the front desk: nurses, clinical workers, and administration staff were chosen as respondents in this study. The questionnaires were distributed to the respondents by hand. The data collected was analyzed using SPSS version 29. The findings indicate that employee job performance in Malaysian private hospitals is positively correlated with compensation and benefits. Employees feel motivated by compensation, which encourages them to increase their production and work more efficiently. Additionally, the findings also suggest that performance appraisal and training and development significantly contribute to employee job performance.

The future of Dutch healthcare is a challenge that focuses on four aims: the ‘Quadruple Aim’. These aims concern: improving the quality and accessibility of care, enhancing patient experience, reducing healthcare costs and increasing the job satisfaction of healthcare professionals. Healthcare professionals play a major role in the realization of the first three aims. The pressure on healthcare and the scarce capacity forces us to treat this human capital with care. Satisfied employees are partly decisive for the success of an organization. At the same time, an organization expects optimal performance from its employees. This requires an active and involved attitude from the HRM department. The individual employee plays an intermediary role between HRM activities and organizational performance. In order to increase knowledge and understanding about this position, attention to the individual in the context of the organization is essential. In this article, the relationship between HRM, performance and well-being of employees and underlying theoretical explanation models are discussed. Recommendations were made on the contribution that HRM can make to the balance between employee and organizational interests.