1、外文题目AGUIDETOTEAMINCENTIVESYSTEMS外文出处TEAMPERFORMANCEMANAGEMENTVOLUME51,19984P2332外文作者JODYRHOFFMANANDSTEVENGROGELBERG原文AGUIDETOTEAMINCENTIVESYSTEMS作者JODYRHOFFMANANDSTEVENGROGELBERGSUMMARYTHEARGUMENTSOFCOMPENSATIONEXPERTSREGARDINGTEAMINCENTIVESYSTEMSARECLEARTEAMINCENTIVESYSTEMS,INSOMEFORM,AREGENERALLYN
2、ECESSARYTOFACILITATEOPTIMALTEAMPERFORMANCEUNLESS“TEAMWORK”ISRECOGNIZEDBYTHEORGANIZATIONWITHREWARDS,TEAMMEMBERSWILLNOTPERCEIVETHEIRWORKWITHINTEAMSTOBEVALUEDBYTHEORGANIZATIONMANYORGANIZATIONSWHICHUSETEAMSHAVENOTACCEPTEDTHISARGUMENT,HOWEVER,BELIEVINGTHATTEAMINCENTIVESYSTEMSAREINEFFECTIVEORUNNECESSARYTH
3、EINTRODUCTIONOFTEAMINCENTIVESYSTEMSINTHEWORKPLACEHASLAGGEDBEHINDTHEINTRODUCTIONOFTEAMS,WITHSURVEYSFINDINGONLY20TO35OFORGANIZATIONSWHICHUSETEAMSHAVESOMEFORMOFTEAMINCENTIVESYSTEMALTHOUGHMANYQUESTIONSCONCERNINGTEAMINCENTIVESNEEDANSWERING,THISPAPERHOPESTOPROVIDEASTARTINGPOINTFORRESEARCHERSANDPRACTITIONE
4、RSALIKEWHOAREINTERESTEDINIMPLEMENTINGTEAMINCENTIVESYSTEMSORINVESTIGATINGWAYSINWHICHTHEIREFFECTIVENESSMAYBEIMPROVEDWHENEXAMININGTHE“GUIDELINES”REGARDINGTHEEFFECTIVENESSOFEACHOFTHESEVENTYPESOFTEAMINCENTIVESYSTEMSPRESENTEDINTHISPAPER,THEREADERMAYHAVEBECOMEAWAREOFSOMEEMERGINGTHEMESTODATE,ITAPPEARSTHATTW
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6、WINTERDEPENDENCEAMONGFULLTIMETEAMSMIGHTCONSIDERATEAMDISCRETIONARYBONUSSYSTEMWITHEQUITABLEDISTRIBUTIONAMONGTEAMMEMBERSTHESEAREJUSTAFEWEXAMPLESOFSYSTEMSWHICHWOULDBEEFFECTIVEINDIFFERENTSITUATIONSUSINGTHISPAPERASAGUIDE,ORGANIZATIONSCANMOREEFFECTIVELYIDENTIFYANDCHOOSEATEAMINCENTIVESYSTEMTHATENCOURAGESHIG
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11、FFERENTTEAMSSHARECOMMONGOALS,THUSIMPROVINGCOOPERATIONAMONGTEAMSHOWEVER,WHENTEAMINTERDEPENDENCEISNOTAFACTORINORGANIZATIONALSUCCESS,GAINSHARINGORPROFITSHARINGSYSTEMSWITHEQUALREWARDDISTRIBUTIONAMONGTEAMSMAYBELESSAPPROPRIATEINSUCHCASES,MORECOMPETITIVESTRUCTURESMAYACTUALLYIMPROVETEAMPRODUCTIVITYHOWEVER,W
12、HENINTRODUCINGCOMPETITIVETEAMGAINSHARINGORPROFITSHARINGSTRUCTURES,2ITISIMPORTANTTHATTEAMSPERCEIVESUCHSTRUCTURESTOBEEQUITABLEOTHERWISE,FEELINGSOFUNFAIRNESSWILLRESULTTHENEXTISSUETHEORGANIZATIONMUSTCONSIDERCONCERNSHOWTODISTRIBUTEINCENTIVESAMONGTEAMMEMBERSWHOSETEAMSQUALIFYFORCASHREWARDSIFTEAMMEMBERSPERF
13、ORMSIMILARFUNCTIONS,ORIFTHEIRTASKSAREHIGHLYINTERDEPENDENT,EQUALITYOFREWARDDISTRIBUTIONHASBEENARGUEDTOBEMOSTLIKELYTOENSUREOPTIMALTEAMPERFORMANCEASTHENEEDFORCOOPERATIONAMONGTEAMMEMBERSINCREASES,THENEEDFOREQUALITYOFREWARDSALSOINCREASES,ALTHOUGHSOMERECENTLABORATORYWORKSUGGESTSTHATTHEBENEFICIALEFFECTOFSU
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15、TEAMCLEARLYMAKEMOREIMPORTANTCONTRIBUTIONSTHANOTHERS,THETEAMINCENTIVESYSTEMREWARDDISTRIBUTIONSHOULDREFLECTTHISBYBEINGEQUITABLEINDEED,EQUALITYOFREWARDDISTRIBUTIONINEXPERIMENTALRESEARCHHASBEENFOUNDTONEGLIGIBLYORNEGATIVELYIMPACTGROUPPERFORMANCEWHENTEAMMEMBERTASKSWERENOTHIGHLYINTERDEPENDENT,WHILEEQUITABL
16、EREWARDSRESULTEDINHIGHERPERFORMANCELEVELSWHENINSTITUTINGADIFFERENTIALREWARDDISTRIBUTIONSYSTEM,HOWEVER,THEORGANIZATIONMUSTENSURETHATITISPOSSIBLETOEFFECTIVELYMEASURETHERELATIVECONTRIBUTIONSOFTEAMMEMBERSTOTEAMOUTCOMESSYSTEMIITEAMGOALBASEDINCENTIVESYSTEMSTEAMGOALBASEDSYSTEMEFFECTIVENESSISTHOUGHTTOBEDEPE
17、NDENTUPONTHETYPEOFTEAMTHESYSTEMTARGETSTHATIS,THISSYSTEMISTHOUGHTTOBEMOSTAPPROPRIATEFORFULLTIMETEAMS,ASTHESETEAMSARETHOUGHTTOBENEFITMOSTFROMCLEAR,PREDETERMINEDPERFORMANCETARGETS,PARTICULARLYBECAUSETHEACTIVITIESOFFULLTIMETEAMSSHOULDBECLEARLYSPECIFIEDINADVANCEONEEXCEPTIONOCCURSWHENSUCHTEAMSFACEAMBIGUOU
18、STASKSINWHICHPREDETERMINEDGOALSCANQUICKLYBECOMEOBSOLETEADDITIONALLY,THESESYSTEMSMAYBELESSAPPROPRIATEFORPARTTIMETEAMSWHENMORETIMEISSPENTONINDIVIDUALTASKS,ASOPPOSEDTOTEAMTASKS,ASSUCHSYSTEMSMAYSEND3THEMESSAGETHATTHETEAMSWORKISHIGHLYVALUEDANDSHOULDBEEMPHASIZEDOVERTEAMMEMBERSINDIVIDUALTASKSFINALLY,WHENDI
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21、REINTHECASEOFPARTTIMETEAMS,ITISIMPORTANTTHATATEAMREWARDSYSTEMNOTBESOENTICINGTHATITLEADSTEAMDUTIESTOCONFLICTWITHTHETEAMMEMBERSPRIMARYRESPONSIBILITY,NAMELYTHEIRINDIVIDUALJOBTHEREFORE,NOMONETARYREWARDSSHOULDBEOFFEREDTOPARTTIMETEAMSUNDERTHISSYSTEMFINALLY,WHENDECIDINGWHETHERTODISTRIBUTEREWARDSEQUALLYOREQ
22、UITABLYAMONGTEAMMEMBERS,ONEMUSTKEEPINMINDTHESAMEGUIDELINESDESCRIBEDEARLIER,NAMELYTHEDEGREEOFCOOPERATIONREQUIREDAMONGTEAMMEMBERSSYSTEMSIVANDVTEAMANDTEAMMEMBERSKILLINCENTIVESYSTEMSTHESKILLDEVELOPMENTENCOURAGEDBYTEAMANDTEAMMEMBERSKILLINCENTIVESYSTEMSCANTAKEANENORMOUSAMOUNTOFEFFORTANDTIMETHUS,ITHASBEENA
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24、MMEMBERSSPENDLITTLETIMEINTEAMROLES,FOCUSINGUPONSKILLDEVELOPMENTISLIKELYTOBEUNNECESSARYANDUNDESIRABLETHATIS,ENCOURAGINGEMPLOYEESTODEVELOPTEAMSKILLSWHICHTHEYWILLRARELYUSEISLIKELYTOBEAWASTEOFRESOURCESADDITIONALLY,PLACINGAFOCUSONTEAMSKILLDEVELOPMENTWILLTAKEATLEAST4PARTOFTHETEAMMEMBERSFOCUSFROMOTHERASPEC
25、TSOFTHEIRJOB,SUCHASACHIEVINGNONTEAMRELATEDSKILLSSYSTEMSVIANDVIITEAMMEMBERGOALBASEDANDMERITINCENTIVESYSTEMSINCENTIVESINTEAMMEMBERGOALBASEDINCENTIVESYSTEMSMAYBEMONETARYORNONMONETARYINTHECASEOFMONETARYREWARDS,VARIABLEPAYANDBONUSESAREMOSTCOMMONINTHECASEOFNONMONETARYINCENTIVES,ACHIEVEMENTAWARDSAREMOSTCOM
26、MONATEAMMEMBERMERITSYSTEMEXISTS,WHEREHIGHPERFORMINGTEAMMEMBERSEARNSPECIALRECOGNITIONDINNERSWHENTHEYCONTRIBUTEINANEXEMPLARYMANNERTOATEAMTEAMMEMBERMERITSYSTEMSAREALSOFOUNDATBOEINGSCORINTHPLANTUNLIKETEAMMEMBERGOALBASEDSYSTEMS,NODEFINITIVELEVELOFPERFORMANCEEXISTSWHICHENSURESTHATATEAMMEMBERWILLRECEIVEANI
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28、FORMANCEMANAGEMENTVOLUME51,19984P23325译文引导团队的激励机制作者乔迪R霍夫曼斯蒂文G罗格伯格摘要专家门就团队激励机制补偿的争论是很清楚的在某种形式下，团队激励机制一般都是有必要的，它便于创造最佳团队绩效。除非“团队精神”精神机构被公认为回报，团队中的成员将不知道他们的工作是被其他组织引导着。许多组织中的团队并不接受这种观点，那么，对这种团队来说奖励制度就是没有效率的或者说是没有必要的。因此，引进团队在工作场所中的奖励制度就要落后于队伍，据调查发现仅有2035的组织，它们使用团队并有某种形式的团队激励机制。尽管有许多关于团队激励的问题等待着解答，希望能为本文
29、提供一个起点，让那些持有相同兴趣的研究员和实习者组成的团队找到一个比较好的奖励制度和实施调查方式，其有效性会有所改善。每一个团队考察了“以指南”的7种类型的团队激励机制后，提出了一种读者可能会意识到一些新兴机制的主题。迄今为止，只显示出了两种需要被考虑的基本因素，选择一个团队激励体系，即团队相互依存关系和团队类型。例如，组织内部相互依赖全职各队应考虑的执行力、团队技能和团队激励机制以同样的方式回报给团队成员之间分布。在相互依赖低的团队可以酌情分别考虑系统团队成员之间的公平分配。这都是在不同情况下的一些有效的系统例子。使用这种方法，能让组织更有效的识别并选择一个团队奖励制度，并优化其激励性。研究
30、人员也可以使用本文来指导今后的调查。例如，边界条件对不同团队的有效性，除了奖励制度团队相互依存、团队类型因素，必须确定和调查。额外的因素，可能影响激励系统实用性的还包括不同成员组成的队伍；组织环境因素的影响；团队压力等，在这就不一一列举了。研究人员继续收集的证据，证明了团队奖励制度的有效性，展示了这类系统对团队性能表现和组织生产力的正面效应。随着团队成员的增加，队伍的不断壮大，这类证据将变得日益重要，以确保一个激励系统的选择，确保最大的团队绩效。机制一团队利润模式6当利润模式系统被建立起来，那么就应该分析并明确频繁的支出开销，团队绩效之间的关系报酬也必须清晰明了。额外考虑到团队实现利润或模式系
31、统有关的奖励分配。分利及模式以同样的支付系统在团队中被认为运作得很好，在团队里高度相互依存合作的组织是很重要的。研究发现，这种系统领域的看法是不同的，团队有着自己共同的目的。但是，团队的相互依存并不是组织取得成功的唯一一个因素，利润共享或团队之间的平等报酬、分配可能会不太适当。在这种情况下，更具竞争力的结构实际上可能提高团队的生产效率。然而，引入竞争团队共享系统或利润共享结构，团队认为重要的是公平性；否则，这种结构会导致不公平的感觉。下一个问题是，组织必须考虑和关注如何分配团队获得现金奖励时其团队成员之间的奖励。如果团队成员的任务是高度相互依存的平等报酬分配，那么他们是否能够执行类似的功能以确
32、保最佳团队的性能。随着团队成员间相互合作需要的增加，需要平等的奖励也在增加，虽然一些实验室工作最近表明这类团队奖赏对性能的有利影响不是来自合作行为的增加，这与组织可能会有关。但是，分发奖励同源会导致某些团队成员偷懒，研究证据不支持这个论点。不过，如果团队成员相互依存并不成功，关键就是小组的一些成员是否清楚地做出了更大的贡献，那么其他的团队激励机制奖励分配应该反映出这就是公平的。事实上，已经发现了奖励分布在实验研究中的平等效应或产生负面影响的性能，如果团队成员的任务不是高度相互依存的，尽管公平奖励了更高的性能级别，组织建立了差异分布奖励制度，那么组织就必须确保它可以有效地衡量团队成员相对贡献的团
33、队成果。机制二团队目标激励系统团队基于目标的系统效率被认为是取决于键入的团队的系统目标。就是说，这一系统被认为是最适合于全日制工作的团队的，很多小组认为这是受益最大的、最明确的、预定义性能的目标，特别是全日制工作团队的活动应该提前清楚的指明出来。这种团队面对含糊不清预先订定的目标即将很快的成为过时的任务时，会出现一个异常。此外，相对于团队任务，这些系统可能会不太适合兼职团队所用的更多的时间，因此系统就要发送消息表明要高度重视小组的工作，更应当强调的是对工作组成员的各个任务的单个任务。最后，在分发团队成员之间的7奖励时上一节中介绍的注意事项也同样适用于这个系统。机制三团队酌情奖励系统酌情团队奖金
34、系统最适合于全日制合作团队，像以团队合作的目标为基础的奖励制度这种情况，尤其是当一个高程度的合作不需要在组织中的团队之间。但是，需要团队合作时，这种奖励可能会创建冲突和减少执行好一个团队的动机的不满。具体而言，合作的团队，必须只有某些团队获得奖励，这些队伍，不会收到这类奖赏在将来可能成为一种不合作。在兼职的团队的情况下，重要的是团队的奖励制度不会如此诱人的是它会导致冲突与团队成员主要的责任（即团队成员他们个人的工作团队职责）。最后，在决定是否在团队成员之间将奖励同样公平地分发时，必须警记的是需要考虑到团队成员之间的合作程度。机制四和五团队和团队成员的技能奖励制度团队和团队成员的技能奖励的技能发
35、展系统可以鼓舞极大的精力和时间。因此，它鼓励技能改进辩称只适合当团队成员将花费大量的时间在小组内的情况。高度相互依存的团队在这种制度下鼓励成员了解对方的任务，从而促进高性能。所以，技能的激励系统对全职的、永久性的团队是最有用的。当团队成员花一点时间在团队角色后的技能发展，重点可能是不必要的和不可取的，也就是说鼓励发展团队的技能，他们将很少使用的雇员可能会浪费资源。此外，将一个重点放在团队技能发展将需要至少一部分团队成员的焦点从他们的工作如实非团队相关的技能的其他方面。机制六和七团队成员基于目标的激励系统团队成员基于目标的奖励制度激励机制可能是货币性的或者非货币性的。在货币报酬的情况下，成就奖是最常见的。公司团队成员的优点存在三角形系统，特别是高表演团队成员在识别时模仿地做出了贡献。团队的优点系统在波音的科林斯植物也有。与基于目标的团队成员系统之间存在的不同并不是明确的性能级别存在差异，确保团队成员将受到一个诱因的引导。相反，当团队成员对等或者主管评估其做出了杰出贡献时，是值得奖励团队成员的，将根据他或她在团队里的来得到相应的货币或非货币性的奖励，这些奖励可以采取增加薪金、奖金和货币奖励的形式。TEAMPERFORMANCEMANAGEMENTVOLUME51,19984P2332
