【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(fēng)的迅速改革。 我們來看當(dāng)時(shí)的觀點(diǎn)，作為企業(yè)轉(zhuǎn)變經(jīng)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(zhì)。 因此，正統(tǒng)的計(jì)件工資系統(tǒng)往往趨向于適應(yīng)一個(gè)最好的專制的管理風(fēng)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(jié)構(gòu)及評價(jià)框架，可作為談判和協(xié)商的情況下使用提供寶貴的指導(dǎo)。）此外，如雅克的建議，似乎有太多預(yù)先確定，以便在實(shí)施該計(jì)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(xiàng)目開發(fā)時(shí)間跨度決定表明，在公司內(nèi)部各層次的工作進(jìn)行評估，并可以在一個(gè)單一的標(biāo)準(zhǔn)計(jì)算獎(jiǎng)勵(lì)。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(shí)的權(quán)威更大的重視。正因?yàn)槿绱?，人們?huì)期望找到低職位的薪酬水平進(jìn)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(quán)利，承認(rèn)有限金字塔結(jié)構(gòu)被聽到。從搖籃到墳?zāi)?39。系統(tǒng) 39。為目的的 ,然而 ,現(xiàn)在的這個(gè)討論的簡單模型 ,構(gòu)造了 Limerick3類型的管理風(fēng)格 暗示了管理的假設(shè)似乎關(guān)于男人和組織 圖 1：利默里克管理風(fēng)格矩陣 矩陣建議，如果持有 X 理論管理（反應(yīng)的人）的假設(shè)，并認(rèn)為是一個(gè)目標(biāo)導(dǎo)向的組織，是獨(dú)裁的風(fēng)格暗示。該員工需要指導(dǎo)和控制看到這樣 ,他會(huì)努力向該組織的目標(biāo)。這是一個(gè) “ 系統(tǒng) ” 的做法 ,是一個(gè)模型 ,該模型是很明顯的市場經(jīng)營理念 ,我們更大的、更進(jìn)步的實(shí)業(yè)公司。經(jīng)理通過履行合同支付足夠的工資或薪水去激勵(lì)員工而達(dá)到所定的目標(biāo)。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(shí)上，關(guān)于這個(gè)問題，一直存在這大量的混亂甚至是紛爭。近年來，設(shè)置公平合理的內(nèi)部工資管理制度被賦予了極大的意義。有時(shí)，當(dāng)管理制度明顯非專制化，且更傾向于員工參與時(shí)，公司目前使用的 對日常管理 (人員 )的 不恰當(dāng)?shù)闹Ц蛾P(guān)系將帶給公司極大的 危機(jī)。個(gè)體企業(yè)內(nèi)部管理人員和員工卻在質(zhì)疑傳統(tǒng)的工作結(jié)構(gòu)構(gòu)建和工資制度。當(dāng)然，管理人員應(yīng)當(dāng)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(gè)公司都有一個(gè)滿足了或是在管理措施內(nèi)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(gè)簡單的目標(biāo) (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(biāo)是在大量的文獻(xiàn)的描述組織心理學(xué)。該員工 ,簡而言之 ,看到他的環(huán)境做出反應(yīng)。由威權(quán)管理是典型的古典管理理論學(xué)家的建議（如法約爾， Uric，古利克）。通過提供優(yōu)惠的退休金計(jì)劃和福利和廉價(jià)食堂，有時(shí)與所涉及的雇員很少協(xié)商。 在家長式的公司人會(huì)想到為車間和文書人員的薪酬水平是相對較低，雇員補(bǔ)償，以精良的福利和工作保障更加普遍。 參與式管理的假設(shè)，自我積極的人 會(huì)做出負(fù)責(zé)任的貢獻(xiàn)，對系統(tǒng)的需求成就。 調(diào)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(fēng)。然而，這并不奇怪。此外賈奎斯發(fā)現(xiàn)，當(dāng)時(shí)間跨度值對相應(yīng)的策劃，認(rèn)為公平的工資或工資分配一個(gè)特定的存在。 Paterson的工作價(jià)值的唯一標(biāo)準(zhǔn)是決策階層的工作要求的水平。該方法可能會(huì)被用來在今后相當(dāng)以來，盡管決策層框架是不靈活，對工作分析強(qiáng)調(diào)的 39。通過讓盡可能多的雇員參與是可行的，在排名和等級(jí)的工作，管理可以開發(fā)一個(gè)真正的職業(yè)價(jià)值觀可以接受的輪廓。在移動(dòng)從個(gè)人激勵(lì)制度，測量計(jì)日工工人被看作是減少被動(dòng)反應(yīng)，更多的自我主動(dòng) 。哪里適合的家長式管理的公司？他們通常采用評級(jí)系統(tǒng)，評估價(jià)值（通過主管的評價(jià)）從公司規(guī) 范，一般的質(zhì)量和工作主動(dòng)性，團(tuán)隊(duì)合作精神和計(jì)時(shí)數(shù)量來測試員工到底與公司有多適應(yīng)。同樣，機(jī)械性的堅(jiān)持所謂正確的管理風(fēng)格也是不正確的，因?yàn)槭昵暗膯T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(chǎn)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(biāo)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(xué)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