【正文】 ntegration of techniques into a total package of wage and salary administration must reflect the management style employed in the pany, as well as recognize the many constraints put on managerial control. Many panies are now facing up to situations where management styles are altering and technological and other influences are changing fast. The pany pay strategy has to mirror these changes if it is to remain effective. Ideally the internal payment structure should reflect the organization structure (and hence 齊齊哈爾大學(xué)畢業(yè)論文 9 the structure of responsibility carried across job hierarchy). However there is no single ideal structure of organization and consequently there can be no single ideal structure of pay. Each firm has a range of needs which are met or partially met by the measures taken by management. We can begin the argument by examining the management styles associated with the needs of the employee/ manager relationships the socalled 39。主管可以期望其表現(xiàn)評價越來越接近 MBO 系統(tǒng)類型（盡管細(xì)節(jié)可能與目前的MBO 的模式有所不同）。經(jīng)常有一些機(jī)械的問題與 MBO 的申請有關(guān)，但是他的前瞻性基礎(chǔ)相關(guān)的一些機(jī)械問肯定是正確的。事實(shí)上，它呼吁真正的參與。在正統(tǒng)的激勵機(jī)制在很大程度上取決于管理控制秒表的時間標(biāo)準(zhǔn)。但是必須指出的是，在本身，決定帶的做法是不可能被廣泛認(rèn)為是行業(yè)工會的工作范圍內(nèi)的家庭工作評估技術(shù)的應(yīng)用。帕特森認(rèn)為，這種指數(shù)的關(guān)系是內(nèi)部股權(quán)支付的必要性。由于評價標(biāo)準(zhǔn)（時間跨度）和工資分配是如此明確界定和規(guī)定，是非常困難的員工可以看到如何參與其實(shí)施。最近兩個相當(dāng)理想的想法符合規(guī)范。顯然這個職務(wù)設(shè)計(jì)和組織思考型極大地影響公司的工作和報(bào)酬理念。 在協(xié)商和參與的策略，那么，鼓勵員工看作是一個單一制的組織。管理者的職能，如在專制的戰(zhàn)略，計(jì)劃，組織，激勵和控制，但在這種情況下，過程是這樣的出路，為員工最大的自主權(quán)，不危及該組織的目標(biāo)允許的。有幾個知名的 大型機(jī)構(gòu)（通常在各自社區(qū)的主要雇主），它采用一個 39。因此，例如，一些大型，精密工業(yè)組織通常認(rèn)為自己有 39。已經(jīng)有好幾次的分類和組織的各種型號的男人 ,一個著名的例子是類型學(xué)研制開發(fā)的。指出 “理性經(jīng)濟(jì)人” 討女人喜歡的男人的假設(shè)暗示人懶惰的動機(jī)是主要是由自然和財(cái)務(wù)方面的好處。在這里舉行的觀點(diǎn)是 ,這不是好的 ,有十分之九的公司的需要得到滿足和其他十忽略。他們被期望那些由 goalsetters(管理團(tuán)隊(duì) )所設(shè)定的事情 ,其它的一切免談。 許多公司正在面臨管理風(fēng)格的迅速改變以及其他影響因素的巨變?，F(xiàn)在，大部分的公司都在思考如何解決這些雷同卻重要的問題。 關(guān)鍵字： 管理風(fēng)格 ； 績效評價 ； 工資結(jié)構(gòu) 齊齊哈爾大學(xué)畢業(yè)論文 2 管理風(fēng)格和公正的薪資制度 英國企業(yè)內(nèi)部的工資 制度 長久以來一直是相關(guān)管理人員和大量學(xué)生興趣的所在。有時我們會采用一些簡單的員工和管理人員的關(guān)系模式來鑒定四種大概的管理風(fēng)格。一個不同于以往的向員工和參與運(yùn)作產(chǎn)業(yè)的雙方咨詢的移動產(chǎn)業(yè)正在建立。因?yàn)?，大量令?惋惜的解決方案與問題不符合的案例已經(jīng)存在。我們的可以從通過檢查檢查管理方式與雇員和管理人員的 需要的關(guān)系，即所謂的“心理契約”來開始我們的討論。這一目標(biāo)。這是可能的在這個地區(qū)也建立極端 ,極地的概念。 人見過的模型 ,是與從反應(yīng)體系中 ,人是麥格雷戈的 X理論 Y理論的方法。該組織是 沿規(guī)劃管理的普遍原則，組織，激勵和控制，結(jié)構(gòu)與金字塔線管理局的高度重視。家長式的組織是一個金字塔式的結(jié)構(gòu)也和一個重點(diǎn)線為代表的權(quán)威。在一個專制事務(wù)所在較低的工作職系的薪酬水平可能會預(yù)計(jì)將略高于的家長式公司（對于同樣的經(jīng)濟(jì)和技術(shù)條件）。管理者的職能是作為一個系統(tǒng)需要監(jiān)測和創(chuàng)造，使他們能夠得到滿足的條件。至少有一個大的英齊齊哈爾大學(xué)畢業(yè)論文 5 國公司已開發(fā)的軟件設(shè)計(jì)方案，這消除了對傳 統(tǒng) 觀念的理解 。 如果真的是一對在英國的工業(yè)咨詢和參與的管理風(fēng)格是什么在影響未來支付技術(shù)的強(qiáng)大移動？管理者通常采用兩種類型的技術(shù) – 第一，工作評價，提供了基本工資或薪金和。因此，他可以分析的時間跨度機(jī)制方面在公司所有工作和生產(chǎn)結(jié)構(gòu)，涉及支付，在一 個圖中，勞動者報(bào)酬和打字員 GTO的復(fù)制，對于銷售經(jīng)理兼董事總經(jīng)理。越高責(zé)任越大，隱含和更高級別的獎勵決定（政策作為反常規(guī)，程序性決定的做出）。知識 39。與傳統(tǒng)的和混合的障礙是，他們計(jì)劃為獨(dú)立工作的家庭提供不同的支付結(jié)構(gòu)。 他們咨詢了改進(jìn)方法和生產(chǎn)計(jì)劃的看法。 管理者的表現(xiàn)評價最近被認(rèn)為評價管理系統(tǒng)最有效的辦法。 齊齊哈爾大學(xué)畢業(yè)論文 7 如果對協(xié)商和參與的趨勢也聚集力量，我們可以期望看到的，在其實(shí)現(xiàn)的最大的混合型員工參與評價的可能性。然而，對于未來的趨勢，我們往往很難預(yù)見。goal oriented39。 approach and is a model which is apparent in the management philosophy of our larger and more progressive industrial panies. Between these two polar models of organization there is obviously scope for many other concepts. A pluralistic model, for example would allow for different constituent parts of the organization to have their own separate goals. The models that managers hold of men as distinct from the goals of the pany are described in a massive literature of organizational psychology. It is possible in this area also to establish extreme, polar concepts. One extreme would be the assumption that man is a 39。moral39。cradle to grave39。s job description and consequent pay grade. Obviously this type of job design and organizational thinking greatly affects a pany39。knows best39。 noted earlier in the goal oriented philosophy. In moving from an individual incentive system to measured daywork the workers are seen to be less reactive and more selfactive. 26 Personnel Review Vol 4 Number 4 Autumn 1975 They are consulted with a view to improving methods and production planning. In the plantwide bonus schemes (such as the Scanlon or the Rucker Plans) the employees are seen to have a 39。s employees and, in turn, be reflected in the determination of an equitable payment structure. It is obviously wrong to apply techniques, however sophisticated, which will call for a management style which does not exist in the pany. Equally it is just as wrong to persevere with techniques which were right for the management style and the mood of the employees ten years ago but inappropriate today. If the trend towards consultation and participation does gather force we can expect to see job evaluation in terms of the hybrid type with maximum employee participation in its implementation. We can also expect a move towards a single panywide payment structure using a system such as Paterson39。 with the pany39。s sole criterion of job value is the hierarchical level of decisionmaking required by 齊齊哈爾大學(xué)畢業(yè)論文 13 the job. The higher the decision level (policymaking as against routine, procedural decisions) the greater the responsibility implied and the higher the reward. The decision band method is applied to all jobs in the pany and provides a specific shape of payroll distribution. (When wages and salaries for the jobs are plotted on a log scale against their decision levels a straight line should be achieved. Paterson argues that this exponential relationship is a necessity for internal payment equity.) Again, as in Jaques39。 39。s functions are, as in the authoritarian strategy, to plan, organize, motivate and control but in this case the process is carried out in such a way that maximum autonomy for employees is allowed without endangering the goal of the organization. The strategy implies a pyramidal structure with only a limited recognition of the nonmanagers39。s assumptions about men and organization seems appropriate. The model takes the form of the matrix shown in Figure 1 below: Items Reactive Man SelfActive Man Goal Organization Authoritarian Management Consultative Management System Organization Pa