【正文】 mployee matches the pany norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping. The appraisal of managers39。 measured daywork with a consultative style。s method is now in use in several British firms and is about to be applied to all jobs within the Danish civil service implies its acceptability. The method probably will be used considerably in future since, although the decision level framework is inflexible, the analysis of jobs emphasizes the 39。 authority. The managerial style used by a pany is clearly important in deciding the most appropriate forms of work analysis and reward. It is obviously wrong for a pany which is, say, essentially paternalistic to install pay systems which depend on true participation for their effectiveness. Yet this is not at all unusual. If there really is a strong move towards consultative and participative management styles across British industry what are the implications for payment techniques in the future? Managers usually apply two types of technique one, job evaluation, to provide a ranking of job value in terms of basic wages or salaries and, two, merit rating (or performance appraisal, or incentive systems) to provide a means of rewarding individual employee effort and achievement. Job evaluation techniques which yield a single, panywide payment structure would seem to offer promise within participative firms. Two fairly recent ideas fit the specification ideally. Elliott Jaques39。s needs. The manager39。systems39。rationaleconomic39。system39。psychological contract39。 我們必須保證專制 /家長式作風的迅速改革。 我們來看當時的觀點，作為企業(yè)轉變經營方式，從專制 /家長式到協(xié)商 /參與制，他們必須審查其工資制度的戰(zhàn)略性質。 因此，正統(tǒng)的計件工資系統(tǒng)往往趨向于適應一個最好的專制的管理風格 。員工們傾向于被視為具有的 39。該方法極大的吸引力，是一種支付結構及評價框架，可作為談判和協(xié)商的情況下使用提供寶貴的指導。）此外，如雅克的建議，似乎有太多預先確定，以便在實施該計劃的許多員工的參與。雇員被迫接受了公司最了解 39。埃利奧特賈奎斯，廣泛討論了在他的著名冰川系統(tǒng)項目開發(fā)時間跨度決定表明，在公司內部各層次的工作進行評估，并可以在一個單一的標準計算獎勵。如果對有更大的參與明顯的趨勢繼續(xù)下 去，因此我們可以期望看到一對工人的知識的權威更大的重視。正因為如此，人們會期望找到低職位的薪酬水平進行比較，正式向更高層次的作業(yè)。該戰(zhàn)略意味著，只有在非管理人員的權利，承認有限金字塔結構被聽到。從搖籃到墳墓 39。系統(tǒng) 39。為目的的 ,然而 ,現在的這個討論的簡單模型 ,構造了 Limerick3類型的管理風格 暗示了管理的假設似乎關于男人和組織 圖 1：利默里克管理風格矩陣 矩陣建議，如果持有 X 理論管理（反應的人）的假設，并認為是一個目標導向的組織，是獨裁的風格暗示。該員工需要指導和控制看到這樣 ,他會努力向該組織的目標。這是一個 “ 系統(tǒng) ” 的做法 ,是一個模型 ,該模型是很明顯的市場經營理念 ,我們更大的、更進步的實業(yè)公司。經理通過履行合同支付足夠的工資或薪水去激勵員工而達到所定的目標。針對該種情況，公司的工資支付策略也必須隨之改變來保持其工資制度的有效性。事實上，關于這個問題，一直存在這大量的混亂甚至是紛爭。近年來，設置公平合理的內部工資管理制度被賦予了極大的意義。有時，當管理制度明顯非專制化，且更傾向于員工參與時，公司目前使用的 對日常管理 (人員 )的 不恰當的支付關系將帶給公司極大的 危機。個體企業(yè)內部管理人員和員工卻在質疑傳統(tǒng)的工作結構構建和工資制度。當然，管理人員應當首先熟悉自己所面臨的問題 ，已找到合適有效地解決自身存在的問題的有效手段。每一個公司都有一個滿足了或是在管理措施內部分滿足了的需求范圍。在這樣的管理模式下，管理人員可 能感覺只有一個簡單的目標 (利潤比例、市場占有率等 )而不需要的員工有任何證明文件或 “ 道德參與 39。 對于該模型的 ,管理人員持有截然不同公司的目標是在大量的文獻的描述組織心理學。該員工 ,簡而言之 ,看到他的環(huán)境做出反應。由威權管理是典型的古典管理理論學家的建議（如法約爾， Uric，古利克）。通過提供優(yōu)惠的退休金計劃和福利和廉價食堂，有時與所涉及的雇員很少協(xié)商。 在家長式的公司人會想到為車間和文書人員的薪酬水平是相對較低，雇員補償，以精良的福利和工作保障更加普遍。 參與式管理的假設，自我積極的人 會做出負責任的貢獻，對系統(tǒng)的需求成就。 調查 表明，專制管理正迅速成為員工和不能接受的，甚至是不受歡迎的家長式作風。然而，這并不奇怪。此外賈奎斯發(fā)現，當時間跨度值對相應的策劃，認為公平的工資或工資分配一個特定的存在。 Paterson的工作價值的唯一標準是決策階層的工作要求的水平。該方法可能會被用來在今后相當以來，盡管決策層框架是不靈活，對工作分析強調的 39。通過讓盡可能多的雇員參與是可行的，在排名和等級的工作，管理可以開發(fā)一個真正的職業(yè)價值觀可以接受的輪廓。在移動從個人激勵制度，測量計日工工人被看作是減少被動反應，更多的自我主動 。哪里適合的家長式管理的公司？他們通常采用評級系統(tǒng)，評估價值（通過主管的評價）從公司規(guī) 范，一般的質量和工作主動性，團隊合作精神和計時數量來測試員工到底與公司有多適應。同樣，機械性的堅持所謂正確的管理風格也是不正確的，因為十年前的員工的想法顯然是和今天的不一樣的。不幸的是，很多處于該階層的管理人員對于員工參與生產資料的占有是持疑惑或者是否定的態(tài)度，這就讓許多的戰(zhàn)略目標夭折。 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。systems39。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。 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。 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 齊齊哈爾大學畢業(yè)論文 12 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 i