【正文】 then that as firms change their management styles from authoritarian/paternalistic to consultative/ participative they must review the nature of their payment strategies. Hopefully the management style will match the mood of the firm39。s total objectives. To achieve this degree of involvement often requires that the employees gain access to information which has been considered to be traditionally for management eyes only. It calls, in fact, for true participation. Thus the orthodox piecework systems tend to fit best with an authoritarian management style。calculative involvement39。 proposals, there appears to be too much predetermination to allow for much employee participation in applying the scheme. However Paterson is much less rigid in his approach and accepts that certain job factors have to be bargained and paid for in addition to the payment levels established by decision band grading. The fact that Paterson39。 wages or salaries a specific distribution exists. Thus he can analyse all jobs in the pany in terms of the time span mechanism and produce a payment structure which relates, on one graph, the pay of the labourer and copy typist gto that for the sales manager and managing director. The time span approach has not so far been widely implemented for job evaluation purposes (although it is a well recognized and valuable approach in other areas such as management development). Is it likely to bee more popular? If the trend in management style is towards more participation the answer must surely be no. Because the evaluation criterion (time span) and the pay distribution are so well defined and specified it is extremely difficult to see how employees can participate in its implementation. Employees are forced to accept that the pany 39。knowledge39。 structure and recognizes both formal, line authority and the authority of nonexecutives as a result of their personal expertise. Group work is encouraged and, in participating, employees are allowed to present and evaluate alternative courses of action. In the consultative and participative strategies, then, employees are encouraged to view the organization as a unitary system. Because of this, one would expect to find the pay of low level jobs being pared, formally, to that of the higherlevel jobs. In short, one could expect an approach to an allpany job evaluated pay structure since employees are concerned more with the pany as a whole pared with their counterparts in panies managed by the first two strategies outlined above. Participation and Payment There appears to be some movement towards greater involvement of all employees in the management of British firms. The mood of the day suggests that authoritarian management is fast being unacceptable to employees and that even paternalism is unwele. At least one large British corporation has developed work designs which eliminate the need for the traditional workers operate in teams which decide, for themselves,on the allocation of work duties, shift rota details, holiday arrangement details and the like. More importantly the workers participate, in the true sense, in writing the team39。 right to be heard. Participation is allowed to the extent that employees can present alternatives for action in task activities. The style of management is mantoman but the strategy is also characterized by the use of joint consultative conferences and the like. Participative management assumes that selfactive man will make a responsible contribution to the achievement of the system39。 say by providing preferential pension schemes and welfare benefits and cheap canteens, sometimes with little consultation with the employees involved. A paternalistic organization is also typified by a pyramidal structure and an emphasis on line authority. Paternalism is improved over the authoritarian strategy in that employees are often allowed to present alternatives for action in nontask activities. Many British concerns are run on clearly paternalistic lines. There are several wellknown, large organizations (typically the major employers in their respective munities) which adopt a 39。s goal is severely restricted. In paternalistic management the systems needs of the organization must be met by those employees who are not seen to be reactive. Thus, for example, some large, sophisticated industrial organizations typically perceive themselves to have 39。s Theory Y approach. Assumptions on which Theory Y are based include the fact that most men do not dislike work, they seek a challenge from the work environment and in fact wele the opportunity to achieve a 39。s wellknown Theory X approach to his subordinate. McGregor1 points out that 39。systems39。 with that goal. A totally different conceptual model of the organization allows for the achievement of a whole range of needs 24 Personnel Review Vol 4 Number 4 Autumn 1975 by the organization. Managers who conceive of their panies in this fashion see the need for balancing the 39。 involvement with the pany. They are expected to do what is required by the goalsetters (the management team) and no more. The contract is fulfilled by paying sufficient wages or salaries to motivate the employees to meet the goals set by the managers. Many small family firms operate this management style and there are possibly a great many large panies too. It is convenient to label this type of management view of the organization as 39。 參考書目： 1 McGregor, D, The Human Side of Enterprise, McGrawHill, New York, 1960. 2 Etzioni, A, A Comparative Analysis of Complex Organizations, Free Press, New York, 1961. 3 Limerick, D C, Dynamics of DecisionMaking. Unpublished PhD Thesis, University of Strathclyde, 1970.