薪酬2000年：按绩效付薪[文献翻译].doc

1、本科毕业论文（设计）外文翻译题目激励薪酬在现代人力资源管理中的作用研究学院商学院专业人力资源管理班级学号学生姓名指导教师原文COMPENSATIONINTHEYEAR2000PAYFORPERFORMANCEABSTRACTNOTESTHEATTEMPTSBYMANYCOMPANIESTODAYTOIDENTIFYINNOVATIVECOMPENSATIONSTRATEGIESTHATAREDIRECTLYLINKEDTOIMPROVINGORGANIZATIONALPERFORMANCEOBSERVESTHATTHEREAREMANYAPPROACHESTOINCENTIVECOMPENSA

2、TIONSUCHASCASHBONUSES,STOCKPURCHASEANDPROFITSHARINGEXAMINESTHEINDIVIDUALANDGROUPINCENTIVECONCEPTSTHATREWARDPERFORMANCEBASEDONPREDETERMINEDORGANIZATIONALGOALSANDMETRICS,SEVERALBEHAVIOURALTHEORIESTHATCANBEASSOCIATEDWITHREWARDANDCOMPENSATION,ANDCONVERGENTANDDIVERGENTVIEWSANDCONCLUSIONSFROMTHEBUSINESSCO

3、MMUNITYINTRODUCTIONINANEVERMORECOMPETITIVEBUSINESSENVIRONMENT,BOTHLOCALLYANDGLOBALLY,MANYCOMPANIESTODAYAREATTEMPTINGTOIDENTIFYINNOVATIVECOMPENSATIONSTRATEGIESTHATAREDIRECTLYLINKEDTOIMPROVINGORGANIZATIONALPERFORMANCEBUTTHISISNOTANEWCONCEPTFORMANYYEARS,INCENTIVECOMPENSATIONINONEFORMORANOTHERHASBEENACO

4、MMONFEATUREOFEMPLOYMENTCONTRACTSINNORTHAMERICATHEUSEOFINCENTIVESYSTEMSISNOTONLYADEFENCEMECHANISMONTHEPARTOFFAILINGFIRMS,BUTMOREOFTENISALSOAPOSITIVEACTIONINRECOGNITIONOFTHESTRATEGICROLEOFCOMPENSATIONINFURTHERINGCORPORATEGOALSTHEBOTTOMLINEISTHATMANYCOMPANIESAREBEGINNINGTOEXPERIMENTWITHCOMPENSATIONALTE

5、RNATIVES,ASTHEFLEXIBILITYTOTRYNEWFORMSOFMANAGEMENTISANIMPORTANTNEEDFORTHECLOSEOFTHE1990STHISISSUEISCRITICALFORORGANIZATIONALEFFECTIVENESSTHEBASICSOFINCENTIVEPAYANDHOWITCORRELATESWITHKNOWNORGANIZATIONALBEHAVIOURTHEORIESCANBELINKEDWITHTHEACHIEVEMENTOFCORPORATEGOALSTHROUGHTHEUSEOFREWARDSYSTEMTHEREAREMA

6、NYAPPROACHESTOINCENTIVECOMPENSATION,SUCHASCASHBONUSES,STOCKPURCHASE,ANDPROFITSHARINGTHISARTICLEWILLEXAMINETHEINDIVIDUALANDGROUPINCENTIVECONCEPTSTHATREWARDPERFORMANCEBASEDONPREDETERMINEDORGANIZATIONALGOALSANDMETRICS,SEVERALBEHAVIORALTHEORIESTHATCANBEASSOCIATEDWITHREWARDANDCOMPENSATIONMOTIVATION,ACHIE

7、VEMENT,EQUITY,ETC,ANDCONVERGENTANDDIVERGENTVIEWSANDCONCLUSIONSFROMTHEBUSINESSCOMMUNITYTHEMERITOFINCENTIVECOMPENSATIONWHENANEMPLOYEESJOBPERFORMANCEEXCEEDSTHEPRESCRIBEDACCEPTABLEPERFORMANCELEVELFORTHEORGANIZATION,THERELATEDREWARDISCALLEDMERITPAYITCANBEPAIDINTHEFORMOFABONUSORASANADDITIONTOBASEPAYTHELAT

8、TERISGENERALLYPREFERREDBYEMPLOYEES,ASSUCHANINCREMENTBECOMESPARTOFTHEBASEPAYANDCONTINUESTOBERECEIVEDFORTHEDURATIONOFEMPLOYMENT,REGARDLESSOFFUTUREPERFORMANCELEVELSWITHOFTENRESIDUALLIFELONGBENEFITSALTERNATIVELY,THEBONUSISASINGLE,ONEOFF,LUMPSUMPAYMENTWHICHCANBEINTHEFORMOFCASHOROTHERCREATIVEMONETARYSCHEM

9、E,SUCHASSTOCKOPTIONSUNLIKEABASEPAYRAISE,ABONUSISNOTAUTOMATICALLYRECEIVEDINSUBSEQUENTYEARSUNLESSJUSTIFIEDBYLEVELSOFPERFORMANCEINTHOSEYEARSINSHORT,MERITPAYCANBEVIEWEDASAREWARDFORPASTPERFORMANCE,ANDINCENTIVECOMPENSATIONASANINDUCEMENTFORFUTUREPERFORMANCEINCENTIVEPLANSARECASHPAYMENTSMADETOEMPLOYEESWHENTH

10、EYEXCEEDPREDETERMINEDJOBORORGANIZATIONALGOALS,ANDSERVEASINDUCEMENTSTOPRODUCESPECIFICRESULTSDESIREDBYTHEORGANIZATIONTHESEMETRICSMCANBEFISCALTARGETSSALESANDBOOKINGS,PRODUCTIONOUTPUT,ORPRODUCTIVITYGAINSCOSTREDUCTION,QUALITY,ETCASMANYBUSINESSESOFTODAYEMBRACETHECONCEPTSOFTOTALQUALITYMANAGEMENTANDCUSTOMER

11、FOCUS,GOALSAREBEINGLINKEDDIRECTLYTOCUSTOMERSATISFACTIONINADDITIONTOBUSINESSMILESTONESTYINGINCENTIVESTOINDIVIDUALORGROUPPERFORMANCEMUSTBEANALYSEDINTHECONTEXTOFTHEAPPLICABLEINDUSTRYANDWHATMAKESSENSEFORTHEBUSINESSALONGWITHPERFORMANCEMEASUREMENT,TIMINGISAFEATUREOFTHEREWARDSYSTEMTHATISCRITICALTOBOTHITSAC

12、CEPTANCEANDSUCCESSINCENTIVEPAYOUTSMUSTNOWBEDIRECTLYLINKEDWITHEITHERSHORTTERMORLONGTERMMEASURESBOTHMERITANDINCENTIVEPAYPLANSARECONSIDEREDFORMSOFRESULTORIENTEDCOMPENSATION,RECOGNIZINGSUPERIORJOBPERFORMANCEINTHEBELIEFTHATSUCHPERFORMANCEHASMADEAVALUABLECONTRIBUTIONTOTHEORGANIZATIONSEFFECTIVENESSANEXAMIN

13、ATIONOFCOMPENSATIONFACTORSISREQUIREDTOGAINABROADERPERSPECTIVEONTHISPROBLEMANDCHALLENGEEVALUATINGTHEJOBEVALUATINGTHEPERSONALARGEPARTOFANINDIVIDUALSDIRECTCOMPENSATIONISOFTENTHEBASEPAYTOESTABLISHITSLEVEL,THEREAREPRINCIPALLYTWOAPPROACHESJOBBASEDEVALUATIONANDPERSONBASEDSKILLBASEDEVALUATIONATTIMESBOTHAPPE

14、ARTOBEINCONFLICTTHEFIRSTAPPROACHISBASEDONTHEASSUMPTIONTHAT,FORTHEORGANIZATION,EACH“JOB”HASAVALUETHATCANBEEVALUATED,ANDTHEPERSONDOINGTHEJOBISONLYWORTHWHATTHEJOBITSELFISWORTHTHEMAINADVANTAGEOFTHISSYSTEMISTOFACILITATEACOMPARISONOFJOBSANDCOMPENSATIONLEVELSBETWEENORGANIZATIONSONTHEOTHERHAND,ITENCOURAGESP

15、EOPLETOSEEKOUTMANAGEMENTPOSITIONS,EVENTHOUGHTHEYMIGHTLACKTHENECESSARYMANAGERIALSKILLSTHISPROBLEMISAVOIDEDBYUTILIZINGTHESECONDAPPROACHTHATREWARDSINDIVIDUALSFORINCREASINGTHEIRSKILLSANDABILITIESANDFORDEVELOPINGTHEMSELVES,RATHERTHANFORMOVINGUPTHEHIERARCHYTHEPROSANDCONSOFTHISAPPROACHARETHAT,INITIALLY,WIT

16、HFREQUENTNEWSKILLSANDANACCOMPANYINGPAYRISE,THESYSTEMTENDSTOBEHIGHLYMOTIVATINGBUTASTHEWORKFORCEMATURESANDREACHESTHETOPOFTHESKILLBASEDPAYSYSTEM,PROBLEMSCANARISEASANINDIVIDUALSCOMPENSATIONREACHESAPLATEAUINGENERAL,SKILLBASEDPAYSEEMSTOFITTHOSEORGANIZATIONSTHATWANTTOHAVEAFLEXIBLE,RELATIVELYPERMANENTWORKFO

17、RCEORIENTEDTOWARDSGROWTH,LEARNINGANDDEVELOPMENTITFITSPARTICULARLYWELLWITHNEWENTERPRISESTARTUPSANDOTHERSITUATIONSWHERETHEGREATESTNEEDISFORSKILLDEVELOPMENTASINCREATIVE,HIGHTECHNOLOGICALINDUSTRIESNEVERTHELESS,THELIMITATIONSOFTHEBASEPAYSYSTEMSASMOTIVATORSCANBEOVERCOMEBYTHEINTRODUCTIONOFAPAYFORPERFORMANC

18、EPROGRAMMEASWEKNOW,THETWOMAINCATEGORIESAREINDIVIDUALANDGROUPINCENTIVEPLANSBASEDONINDIVIDUALSPERFORMANCEASSESSMENT,THEINDIVIDUALINCENTIVEPLANSDISTRIBUTEMONETARYREWARDSFORPERFORMANCEEXCEEDINGJOBSTANDARDSTHEMAINTYPESDISCUSSEDINTHELITERATUREAREPIECEWORKPLANSANDMERITPLANSALREADYDISCUSSEDTHESETYPESOFSYSTE

19、MCANFUNCTIONINCIRCUMSTANCESWHEREAJOBISWELLDEFINEDANDTHEPERFORMANCECHARACTERISTICSAREWELLDELINEATEDANDASSESSABLETHEPRINCIPALADVANTAGEOFTHESEPLANSISTOMAKEADIRECTLINKBETWEENEFFORTEXERTEDANDTHEREWARDOWINGTOANUMBEROFSOCIALMOREHIGHLYEDUCATEDWORKFORCEANDTECHNOLOGICALAUTOMATIONLEADINGTOMORECOMPLEX,INTERACTI

20、VEJOBSCHANGES,PERFORMANCECANONLYBEMEASUREDACCURATELYANDRELIABLYWHENAGROUPOFWORKERSORANENTIREOPERATIONISANALYSEDINCONTEMPORARYORGANIZATIONS,THEPAYOFINDIVIDUALSISAFFECTEDONLYATTHEEXTREMESOFPERFORMANCEINOTHERWORDS,ANEMPLOYEEONLYLOSESWHENTHECOMPANYISINSUCHPOORSHAPETHATITHASTOLAYHER/HIMOFF,ANDTHEEMPLOYEE

21、ONLYGAINSWHENGROWTHISSUCHTHATTHEREISTHEPOTENTIALFORPROMOTIONTHEREFOREFIRMSARETRYINGTOREPLACEFIXEDPAYPLANSBYVARIABLEPLANS,INWHICHSALARIESRISEONLYWHENTHEREISANOFFSETTINGRISEINPRODUCTIVITYORPROFITS,INORDERTOCONTROLTHERELATIONSHIPOFCOSTMANAGEMENTANDPRODUCTIVITYGROUPINCENTIVESWILLBEEXAMINEDNEXTTOINTEGRAT

22、ETHEIMPORTANCEOFINDIVIDUALCONTRIBUTIONSWITHINTHENEWERTEAMSTRUCTURESGROUPINCENTIVEPLANSONTHEINCREASEINCENTIVECOMPENSATIONCANBEBASEDONTHEPERFORMANCEOFTHEINDIVIDUALEMPLOYEE,AGROUPORDEPARTMENTALUNIT,ORTHEORGANIZATIONASAWHOLETYPICALLY,SALESINCENTIVEPAYBONUSESANDSALESCOMMISSIONSISVIEWEDASATRADITIONALWAYTO

23、COMPENSATESALESSTAFFONANINDIVIDUALBASISOTHERMETHODS,THATFORTHEMOSTPARTAREDIRECTEDATTHEBLUECOLLARWORKER,INCLUDEPIECEWORKORPIECERATEINCENTIVESANDSTANDARDHOURPLANSCRITICALSUCCESSCRITERIAFORINDIVIDUALINCENTIVEPLANSARETHATTHEEMPLOYEEISCAPABLEOFPERFORMINGTHEDESIREDBEHAVIOUR,ANDTHEEMPLOYEEPERCEIVESTHATTHER

24、EWARDISVALUEDANDISCONTINGENTONPERFORMANCETODAY,WITHTHEEMPHASISONTEAMBUILDINGANDGROUPS,COMPENSATIONPLANSWILLREFLECTTHISREALITYGROUPORTEAMINCENTIVEPLANSHAVETHESAMEBASICOBJECTIVEOFINDIVIDUALPLANS,THATISTOMEETADESIRABLEORGANIZATIONALOBJECTIVEBYPROVIDINGEMPLOYEESWITHTHEOPPORTUNITYTOINCREASETHEIREARNINGST

25、HEGROUPPLANISREQUIREDWHENTHEPROCESSISSUCHTHATTHEINDIVIDUALCANNOTSEEACLOSELINKBETWEENEFFORTSANDOUTCOMETEAMEFFECTIVENESSISMAXIMIZEDWHENTHEPROCESSREQUIRESTHECOOPERATIVEEFFORTOFALLMEMBERSOWINGTOTHEINTERDEPENDENCEOFWORKOPERATIONSORFUNCTIONSAGROUPPLANSHOULDENSURETHATALLTEAMMEMBERSHAVETHEEXPERTISEANDABILIT

26、YTOPERFORMTHETASKSTOCOMPLETION,ANDTHATTHEYHAVECONTROLOFTHETASKS,EVENTSANDMETRICSTHATFORMTHEBASISOFTHEPLANINRETURN,ATEAMBASEDINCENTIVECOMPENSATIONPLANCANNURTURENONMONETARYBENEFITS,SUCHASTHESATISFACTIONOFANINDIVIDUALSSOCIALNEEDSANDTHEDEVELOPMENTOFPOSITIVEBEHAVIOURRELATEDTOTEAMWORKANDCOOPERATIONWHENALI

27、GNEDWITHACOMPANYSRESTRUCTURINGSTRATEGIES,TEAMINCENTIVECOMPENSATIONCANREINFORCETHEORGANIZATIONSDESIREDCHANGEINDIRECTIONINSOMECASES,THETWINGOALSOFTEAMWORKANDHIGHPERFORMANCEHAVEBEENACHIEVEDTHROUGHTHEALIGNMENTOFTHEINTERESTSOFTHEWORKERSANDTHECOMPANYTHEREARETHREEMAJORCATEGORIESOFGROUPINCENTIVEPLANS1SMALLG

28、ROUPORWORKUNITSWHEREREWARDSAREALLOCATEDONGROUPPERFORMANCEFOREXCEEDINGPREDEFINEDSTANDARDS2PRODUCTIVITYIMPROVEMENTPLANSSUCHASSCANLON,IMPROSHAREANDRUCKERPLANS3PROFITSHARINGORSHAREOWNERSHIPPLANSGROUPINCENTIVEPLANSAREUSUALLYTHEMOSTAPPROPRIATEUNDERCONDITIONSWHEREDIRECTSUPERVISIONISNOTREADILYFEASIBLE,EXACT

29、MEASUREMENTOFINDIVIDUALWORKPERFORMANCEISDIFFICULT,ANDWHERETEAMWORKANDCOOPERATIONAREESSENTIALTOSUCCESSPAYFORPERFORMANCEHASBECOMEANIMPORTANTCOMPENSATIONOBJECTIVEINMANYORGANIZATIONSTHEMOSTPOPULARFORMSOFPERFORMANCEBASEDREWARDARELUMPSUMBONUSES30PERCENT,FOLLOWEDBYSMALLGROUPINCENTIVEPLANS14PERCENT,GAINSHAR

30、ING13PERCENT,ANDPAYFORKNOWLEDGE5PERCENTITISCLEARTHATMANYOFTHESEPLANSAREINEXTRICABLYINTERWOVENANDQUITEOFTENDIFFICULTTODIFFERENTIATECLEARLYACTUALLY,ONINITIALINSPECTIONANDANALYSIS,MANYAPPEARTOBEINTEGRATEDWITHTHESEPLANS,EQUITYISRESPECTEDBYPROVIDINGTHEINCENTIVESEXTERNALTOTHEFORMALPAYSTRUCTUREINADDITION,G

31、ROUPINCENTIVEPAYISNORMALLYTIEDTOPRODUCTIVITYAND/ORPROFITSSOTHAT,INTHEORY,THEREISAFLEXIBLEBUDGETFORPERFORMANCEREWARDSANDPAYCANTRULYBEBASEDONPERFORMANCEFURTHERMORE,ITHASBEENPOINTEDOUTTHATPEERRECOGNITIONISANIMPORTANTREWARDTHATGROUPINCENTIVEPLANSCANSTIMULATEMOREEFFECTIVELYTHANMERITPAYSYSTEMSINEXAMININGG

32、AINSHARING,ASAGROUPPLAN,LAWLERCOMMENTSTHATTHEREMAYBEADISADVANTAGEINTHEFACTTHATTHEREISLESSDIRECTCONNECTIONBETWEENINDIVIDUALPERFORMANCEANDREWARDSONTHEOTHERHAND,HESEESSEVERALADVANTAGESINTHESEPLANSBECAUSETHEYDONOTRELYONINDIVIDUALPERFORMANCETHEYAREJOINTLYDEVELOPEDWITHTHEPARTICIPATIONOFMANAGEMENTANDEMPLOY

33、EESTHEYAFFECTEVERYONEINTHEWORKFORCE,FROMTHEMANAGERSDOWNTOTHESUPPORTSTAFFTHEYLEADTOCOOPERATIVEPROBLEMSHARINGRELATIONSHIPSTHEREISAGREATERCORRELATIONBETWEENORGANIZATIONALPROFITSANDINDIVIDUALFINANCIALREWARDSINFURTHEREXAMININGPROFITSHARING,ITISEXPECTEDTHATTHISSYSTEMWILLENCOURAGETEAMWORKANDCOOPERATION,WHI

34、LEITISNOTDIFFICULTTOUNDERSTANDANDADMINISTERPROFITSHARINGWILLBEMOREEFFECTIVEINSITUATIONSWHEREPROFITSAREGENERATEDANDDETERMINEDBYTHEEMPLOYEES,NOTBYFACTORSBEYONDTHEIRCONTROLALSOITWILLWORKONLYWHEREINCREASEDEMPLOYEECONCERNWITHPROFITSANDINCREASEDCOMMITMENTTOPRODUCEPROFITSCANACTUALLYAFFECTTHELEVELOFPROFITAB

35、ILITYTHUSITISUNLIKELYTHATTHISSYSTEMWILLBEEFFECTIVEINCAPITALINTENSIVEINDUSTRIESINASURVEYOF274EMPLOYERSREPRESENTING641,000EMPLOYEES,ABOUT55PERCENTOFEMPLOYERSUSEBONUSPLANSFORWORKERSBELOWEXECUTIVERANKS,UPFROM42PERCENTTHREEYEARSPRIORTOTHISSTUDY20PERCENTOFFERPROFITSHARINGPLANSCOMPAREDWITH12PERCENTFOURYEAR

36、SAGOTOPRANKINGEXECUTIVESRECEIVEANAVERAGEBONUSOF24PERCENTOFTHEIRINCOMEINANORMALYEARAND35PERCENTINAPARTICULARLYGOODYEAREMPLOYEESBELOWMANAGEMENTLEVELTYPICALLYRECEIVE5PERCENTINANORMALYEARAND,INAGOODYEAR,9PERCENTTHEPROBLEMSENCOUNTEREDWITHPROFITSHARINGPLANSAREOFTENRELATEDTOTHEPOSSIBLERELUCTANCEOFTHEEMPLOY

37、ERTOSURRENDERASHAREOFPROFITS,OFTENSEEINGITASANINTRUSIONINTOMANAGEMENTRIGHTSAND,FURTHERMORE,ASAGIFTTOEMPLOYEESWITHOUTCOMMENSURATEBENEFITSOFPRODUCTIVITYIMPROVEMENTALSOEMPLOYEESCOULDQUESTIONEVERYEXPENSEINCLUDINGRD,SINCETHISHASADIRECTBEARINGONTHEIRBONUSFINALLY,THEDELAYINFEEDBACK,RESULTINGFROMTHETIMEELAP

38、SEDBETWEENTHEPERFORMANCEANDTHEATTRIBUTIONOFTHEREWARD,TAKESAWAYSOMEOFTHEINCENTIVEPOWEROFTHEPROGRAMMESOURCESTEVENHAPPELBAUM,LORINGMACKENZIECOMPENSATIONINTHEYEAR2000PAYFORPERFORMANCEHEALTHMANPOWERMANAGEMENT，199622P31P39译文薪酬2000年按绩效付薪简介在一个竞争越来越激烈的商业环境，无论是本土化还是全球化，许多公司现在都在尝试鉴别创新的薪酬策略与改善组织绩效直接相关。但是这不是一个新的

39、观念。许多年来，激励薪酬的一种或另一种形式在北美洲的劳动合同上已经是普遍的共性特征了。激励机制的运用在部分经营失败的公司中不仅是一个预防机制，更多的是一种在认可薪酬在企业长远目标中的战略角色后而采取的积极行为。底线是，许多公司开始试用补偿方案，作为一种弹性计划去尝试新的管理模式是结束20世纪90年代的一个重要需求。这个问题是对组织效率的评判。基本奖金和它怎样与知名组织行为理论相一致的能够被联系到通过使用奖励制度实现的企业目标。激励薪酬有许多的形式，如现金红利，股票购买权，利润分享等。考察个人和群体激励观念即奖励绩效基于预先设定的组织目标和标准，几种行为理论能够与报酬和薪酬，来自商业圈的收敛的与

40、发散的观点和结论相联系。激励薪酬的优点当一名员工的业绩超过组织规定的合格绩效水平，相关的奖励就叫绩效工资。它可以以奖金或者作为基本工资的增加来等形式来支付。后者普遍被员工喜爱，作为这样一种成为部分基本工资的增额并且持续被长期雇佣者所接受，它不考虑未来绩效水平带有剩余的终身收益。作为另一种选择，奖金是一个单一的，一次性的，一次性总付款，也可以作为现金支付方式和创造性的货币计划，例如股票期权。不像基本工资的增长，奖金在随后的几年里不是被自然接受的直到那几年被绩效水平调整。简言之，绩效工资可以被看作是对过去业绩的奖励，激励薪酬作为未来绩效的诱因。激励计划时用来奖励员工超额完成工作绩效或组织目标的现金

41、支付方式，并且充当激励员工产生组织期望的具体成果的诱因。这些度量指标可以使财政目标（销售和预定量），产量，或者提高效率（成本降低，质量改善）等等。当现今许多公司正在拥抱全面质量管理和客户市场导向等观念时，除了商业里程碑之外的目标都被直接联系到客户满意上。尝试个人或者团体激励计划时必须基于分析两种背景的前提下，即适用的行业和对经营有意义的事情。随着绩效测量的需要，定时成了奖励机制的一大特征，它是计划实行被接受和成功的关键。目前，激励并行不悖的一定是将其与长期和短期绩效测量直接联系起来。绩效和激励薪酬计划都被认为是结果导向型薪酬的两种形式，识别较优越的工作绩效即是在相信这种绩效能够为提高组织的效率

42、做出有价值的贡献的前提下的。薪酬因数的考核是在这一问题和挑战上获得更广阔的视角所必须的。评估工作还是评估人很大一部分的员工个人的直接薪酬通常就是基本工资。建立基本工资的标准，主要有两种方法工作评估和人员评估（基于技能）。有时这两者之间会产生矛盾。第一种方法是基于以下假设的对组织来说，每一个工作岗位都有它的价值并能被评估测量，而员工从事这项工作所创造的价值就只能是该项工作所具有的价值。这种方法的主要优点是使组织间的工作和薪酬水平容易进行对照比较。另一方面，它能够鼓励人们争取管理职位，即使他们可能缺乏必要的管理技能。然而，作为激励因素的基本工资体系的局限是它可能被新引入的绩效工资计划所压倒。正如我

43、们所知，两种主要的形式就是个人和团体激励计划。基于员工个人绩效的评估，个人激励计划给那些超过工作标准的绩效分配奖金。本文主要讨论的两种形式是计件工作计划和绩效计划已经讨论过了。这些形式的机制能够在一个工作可以被很好的界定和绩效指标可以被很好的定义和衡量的环境中发挥积极作用。这些计划的主要优点是能够将额外的努力和奖励直接联系起来。由于大量的社会（更高学历的劳动力）和技术（自动化引导的更复杂的、交互式的工作）的变化，绩效只有在分析一群员工或者整个企业后才能被准确的和可靠的衡量。在当代组织中，个人工资的支付仅受到极端业绩的影响。换句话说一名员工只有在公司经营很惨淡以至于必须裁员的时候才会失去工资，并

44、且只有在公司成长态势良好并有提升的空间时才会获得工资增长。因此，公司都在尝试以多样化的薪酬计划来替代固定工资计划，这种新的计划中，薪水在工作效率或者利润有所提升的情况下就会得到增长，从而控制了成本管理与生产效率之间的关系。团队激励将在整合了个人贡献在新组织结构的重要性后得到探讨。团队激励在不断增长激励薪酬可以以员工个人的、一个小组或部门的、或者整个组织的绩效作为基础。典型地，销售激励工资（奖金和销售佣金）被认为是一种传统的基于员工个人的补偿销售人员的激励方式。其他的一些方法，大部分是针对蓝领员工的，包括计件工作或者计件工价激励措施和标准工时计划。个人激励计划的关键成功条件是员工有能力执行期望的

45、行为，并且能够感觉到奖励是有价值的而且是以绩效为依据的。今天，随着团队建设和群组越来越被重视，薪酬计划将反映这个现实。群体或团队激励计划是以个人计划相同的目标为基础的，即通过为员工提供工资增长的机会来达到组织期望的目标。当激励实施过程中个人不能够看到自己的收入与努力有密切联系时群体计划是非常必要的。由于工作之间操作或功能的相互依赖，整个过程需要全体员工的共同努力，团队效率同时得到最大化。一个群体计划应该确保团队中的所有员工都有执行和实现任务的专业技术和能力，并且能够控制组成该计划的基本要素即任务、活动和测量。作为回报，一个以团队为基础的激励薪酬计划能够滋养非货币性的福利，例如满足个人的社交需求

46、和发展员工的积极行为通过团队工作和协作。当响应一家公司的结构重组策略时，团队激励薪酬能够增强组织所渴望的改变方向。在一些情况下，团队协作和高绩效这两个相似的目标已经通过调整工人和公司的利润而得以实现。群体激励计划有三种主要的形式（1）小群体或工作单位的奖励是分配在超过预定的绩效标准部分的奖金（2）生产效率改进计划例如SCANLON,IMPROSHARE和RUCKER计划（3）利润分享或者权益分享计划群体激励计划通常在直接的监督难以实行，精确的测量个人工作绩效困难和团队工作与合作是成功的必要因素的几种情况下施行最合适。根据绩效支付工资在许多组织中已经成为一种重要的薪酬目标。最受欢迎的以绩效为基础

47、的奖励形式是一次性奖金（百分之三十），其次是小群体激励计划（百分之十四），收益分享（百分之三十），和按学历付薪（百分之五）。很明显这些计划中许多是交织在一起难以分开的并且通常很难清晰地区别开。事实上，在最初的检查和分析中，许多表现为整合一体的。有了这些计划，公正通过提供对正式的工资结构的外部激励因素得以实现。另外，群体激励薪酬被正常地联系到生产效率和/或者利润，以至于，在理论上，有一个弹性的预算为了使绩效奖励和工资能真正的以绩效为基础。此外，有人指出荣誉勋章是一种重要的奖励，即群体激励计划比绩效工资体系更能促进高效率。在调查收益分享计划时，作为一种群体计划，LAWLER说事实上可能有一个缺点，

48、即个人绩效与奖金之间的直接联系不大。另一方面，他在这些计划中看到几大优点因为它们不依靠于个人绩效它们通过管理者和员工的参与共同得到发展它们影响每一位劳动力，从管理人员到直线员工它们带来合作者问题分享的关系在组织利润和个人财政奖励之间有一个很大的关联在进一步利润分享计划的调查中，这个制度被期望能够鼓励团队工作和协作，当它不是很难被理解和管理。利润分享计划将变得更有效在利润是由员工自己创造并决定的而不是受他超越他们控制的因素影响的情况下。同样，它只有在使员工增加对利润的关心和增加创造利润确实能影响利润率水平的承诺时才能运作。因此它不可能在资本密集型的产业中有效运作。在一份代表614000名员工的2

49、74名雇主的调查中，大约有百分之五十五的雇主只对行政级别以下的员工发放奖金，而三年前的这项研究只有百分之四十二；相比四年前利润分享计划的使用率百分之十二，这次调查上升到了百分之二十。一流的高官们在常规年份能获得他们收入的百分之二十四的平均奖金，而在一个特殊盈利的年份能获得百分之三十五的奖金。而代表性地管理层以下的员工在常规年获得百分之五的奖金，在丰收年获得百分之九的奖金。利润分享计划实施过程中遇到的问题是通常有些用人单位不愿放弃分享额，往往把它看作是一个侵入管理权限，另外，还作为员工不同生产力提高的福利奖励。员工们也可以怀疑每一项花费包括研发部门，自从这个直接影响他们的奖金。最后，延期的成果，是由绩效和奖金的归属的时间流逝造成的，大大降低了计划的激励效果。出处斯蒂文，劳瑞麦肯奇薪酬2000年按绩效付薪健康人力资源管理199622P31P39