【導讀】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?shù)闹Ц蛾P(guān)系將帶給公司極大的危機。英國的工業(yè)生產(chǎn)中，這些風格常被使用于日常的職業(yè)評估和績效評價。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。酬標準，社會意識和管理層面的態(tài)度一直在迅速的改變。目前已經(jīng)轉(zhuǎn)換未建立一個公正的工業(yè)社會。個體企業(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。雙方咨詢的移動產(chǎn)業(yè)正在建立。這一趨勢也帶來了分析和判定的工作薪金和福利。英國多家公司已經(jīng)制定了解決他們呢自己動態(tài)工作問題。年里，公司管理一直致力于新的繳納行政。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。“道德參與'這一目標。因為這個經(jīng)理持有這種觀點可能會使用麥格雷戈有名的理論方。工往往是允許目前在非工作活動的行動方案。償，以精良的福利和工作保障更加普遍。

　　

【正文】 evel (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。 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。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。knowledge39。 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。calculative involvement39。 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。moral involvement39。 with the pany39。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。 measured daywork with a consultative style。 plant wide schemes with participation. Where do the paternalistic panies fit? Typically they employ merit rating systems which assess (through the supervisor39。s rating) how well the employee matches the pany norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping. The appraisal of managers39。 performances has recently been seen to be appropriately tackled by the Managementby Objectives approach. This calls for a considerable degree of participation or at least consultation in agreeing with a subordinate manager what constitutes realistic future targets for him to achieve. On the face of it this type of approach appears to have continuing promise for the future. There are some mechanical problems often associated with applying MBO but its participative forwardlooking basis is surely appropriate. We e to the view 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 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。s decision band framework to integrate the separate job family structures. The trend towards measured daywork and plantwide incentives should also gather force. Executives can expect to have their performances appraised more and more by an MBO type of system (although the details may vary from the current MBO models). We must not be too sure however that there will be a rush away from authoritarian/paternalistic styles. People in industry, as in all walks of life, are resistant to change. The managers who are most important in making