【正文】 plant wide schemes with participation. Where do the paternalistic panies fit? Typically they employ merit rating systems which assess (through the supervisor39。knowledge39。 widely discussed time span of discretion system developed in his famous Glacier Project suggests that all jobs at all levels within a firm can be evaluated and rewarded in terms of a single criterion. That criterion is the responsibility carried by the employee in his job and is measured in terms of the time he has to wait to find if his tasks or decisions have been effective. The longer the time span the greater the responsibility and the higher the reward. In addition Jaques has found that when time span values are plotted against the corresponding 39。s function is to act as a monitor of the system needs and to create conditions in which they can be met. This strategy implies a fluid, 39。 of needs, the nonmanagers and even junior management are seen as reactive while the senior management 齊齊哈爾大學(xué)畢業(yè)論文 11 team is often assumed to consist of selfactive men. Here the senior managers assume that they have to meet their subordinates39。 man assumptions imply that man is lazy by nature and is motivated primarily by financial incentives. The employee is seen to need direction and control so that he will work towards the organization39。 of needs. Employees (and especially other, junior managers) are perceived as people whose actions should influence the entire organization not just their own department or subsystem of, for example, production control or purchasing or marketing, etc. The view held here is that it is no good to have nine tenths of the pany39。. Management Styles and the Psychological Contract Obviously the management style used in fulfilling the psychological contract reflects the way in which managers in the pany expect employees to behave. Some managerial teams expect their employees to simply have what is known as a 39。企業(yè)人，應(yīng)當(dāng)向各行各業(yè)的人一樣，對于改革應(yīng)當(dāng)是習(xí)以為常的。希望管理方式將符合該公司的員工情緒，反過來，是在一個公平的工資結(jié)構(gòu) 的決心體現(xiàn)。測試計日工與協(xié)商的風(fēng)格 。算計參與 39。 傳統(tǒng)的工作評估方法可用于在一個專制或民主的管理方式。帕特森要少得多，但在他的做法，并接受嚴(yán)格的某些工作因素要討價還價和除支付樂隊決定建立分級水平支付。（家長作風(fēng)暗示）或該公司有權(quán)強制執(zhí)行其選擇的系統(tǒng)（專制暗示）。這一標(biāo)準(zhǔn)是由他工作的雇員進行的責(zé)任，并在他的時間來衡量，就迫不及待地找到，如果他的任務(wù)或 決定是有效的 。該公司的管理風(fēng)格顯然是在決定使用的分析工作和獎勵最重要的適當(dāng)形式?？傊藗兛梢灶A(yù)期的方式向全公司的工作進行評估，因為就員工薪酬結(jié)構(gòu)而言，與前兩個由上述戰(zhàn)略管理的公司，他們的同 行相比，整體 高于其他 的公司。參與是允許的范圍內(nèi)，員工可以在目前的任務(wù)活動的行動方案。保護他們的員工態(tài)度。的需要，非管理人員和初級管理甚至被視為無功而高層管理團隊往往假定包括自我活動的 人 。在另一個極端，如果是 Y 理論假設(shè)的性質(zhì)和組織被看作是系統(tǒng)導(dǎo)向，模型意味著這一戰(zhàn)略是參與。他可以看到有雄心壯志的和不愿意承擔(dān)責(zé)任。 這兩個極性的模型范圍組織之間 ,顯然存在許多其 他的概念。許多小型家族企業(yè)都在實行這一管理和操作模式，當(dāng)然許多大公司也一樣。 理想情況下，內(nèi)部工資結(jié)構(gòu)應(yīng)該影響組織結(jié)構(gòu)模式（并且促進工作結(jié)構(gòu)中的責(zé)任結(jié)構(gòu)）。在過去的幾十年里，公司管理一直致力于新的繳納行政。關(guān)于報酬標(biāo)準(zhǔn)，社會意識和管理層面的態(tài)度一直在迅速的改變。 齊 齊 哈 爾 大 學(xué) 外 文 及 翻 譯 題 目： 杭州中浙黃金公司薪酬管理存在問題及對策 學(xué) 院： 經(jīng) 濟 與 管 理 學(xué) 院 專 業(yè) 班 級： 工 管 0 8 1 學(xué) 生 姓 名： 曲 冰 冰 指 導(dǎo) 教 師： 邵 仲 巖 成 績： 齊齊哈爾大學(xué)畢業(yè)論文 1 摘 要 本文主要涉及在固定范圍內(nèi)公司的管理風(fēng)格和確定內(nèi)部工資差別的程序的關(guān)系。關(guān)于工資的相對性問題目前已經(jīng)轉(zhuǎn)換未建立一個公正的工業(yè)社會。 在一定的條件下所有這些技術(shù)都是有效可行的。然而，任何一個公司都沒有單一理想的組織結(jié)構(gòu)，因此，相對應(yīng)的，也就不會由單一理想的工資支付結(jié)構(gòu)。我們可以簡單的稱這種類型的管理的觀點為目標(biāo)導(dǎo)向型管理模式。這是一種多元的模型 ,例如將允許不同組成部分的組織 ,以有自己單獨的目標(biāo)。有關(guān)的假設(shè)條件都是與理 論 X,當(dāng)然 ,建成的根基、古典組織理論。 二、 公平的工資結(jié)構(gòu) 管理模型中的四個建議的風(fēng)格也算是特別提到了公平的付款問題。在這里，高級管理人員認為他們必須滿足他們的下屬的需要 。在過去這些企業(yè)往往以阻止工會代表認為，該公司的工會或協(xié)會可以更好地滿足他們的工人們的需要。管理風(fēng)格是人對人，但該戰(zhàn)略也由聯(lián)合協(xié)商會議和類似用途的特點。 三、參與和工資結(jié)構(gòu) 似乎有走向更大的所有員工的參與在英國的公司管理的一些運動。這顯然 是錯誤的，這是一個公司，比方說，基本上家長式安裝支付系統(tǒng)，為真正參與的有效性而定 。越長的時間跨度越大，責(zé)任和更高的報酬。一秒鐘，表面上類似的建議，來自帕 .特森的決定樂隊的工作評價和付款結(jié)構(gòu)技術(shù) 是目前被廣泛討論。事 實上，帕特森的方法現(xiàn)在若干英國公司使用，并齊齊哈爾大學(xué)畢業(yè)論文 6 即將在丹麥適用于所有公務(wù)員職位意味著其認受性。工作 評價的混合形式，由顧問，這往往使一個單獨的計劃數(shù)的最相關(guān)的方面利用開發(fā)公司可能參與公司舉辦的最大的承諾。前面提到的 目標(biāo)為本的理念看到。與參與工廠范圍的計劃。顯然，只專注于技術(shù)是錯誤的，公司走向成熟，這將要求的專制的管理風(fēng)格不復(fù)存在。那些確定管理戰(zhàn)略和工資支付方式的管理人員往往是中層管理階層。calculative39。s needs being met and the other tenth ignored. It is a 39。s goals. He is seen to be unambitious and reluctant to take responsibility. The assumptions associated with Theory X are, of course, built into the foundations of the Classical organization theories. The employee, in short, is seen to react to his environment. 齊齊哈爾大學(xué)畢業(yè)論文 10 The model of man seen to be at the opposite from the reactive, Theory X man is McGregor39。 needs for them。organic39。felt fair39。 authority of the employee to a very considerable extent. In short the system puts high value on information and advice for decisionmaking as well as the decisionmaking itself. It must be said however that, in itself, the decision band approach is unlikely to be widely applied as a job evaluation technique within craft union job families. The great attraction of the method is the provision of a payment structure and evaluation framework which can be used as a valuable guide in bargaining and consultation situations. The conventional methods of job evaluation can be applied in an autocratic or democratic fashion by management. The hybrid forms of job evaluation, developed by firms of consultants,which tend to make use of the most relevant aspects of a number of separate schemes possibly hold the greatest promise for participative firms. By allowing as many employees as is feasible to participate in the ranking and grading of jobs, management can develop a genuinely acceptable profile of the job values. The snag with conventional and hybrid schemes is that they provide separate payment structures for separate job families. A system such as the decision band method is then required to knit the ponent pay structures into a panywide whole. In payment for individual performance the greatest emphasis seems to lie, still, on incentive schemes for manual workers. In the orthodox incentive system management control depends heavily on stop watch time standards. Employees are inclined to be seen as having the 39。s rating) how well the e