生产率改进方案.ppt

1、第十讲生产率改进方案Chapter 10Implementing Productivity Improvement Programs,Chapter online,10.1以绩效定薪酬方案 Pay-for-performance programs 以绩效定薪酬方案的原理Rationale for Pay-for-Performance Programs 有效的绩效定薪酬方案的标准Standards for Effective Pay-for-Performance Programs 功绩薪酬计划Merit Pay Plans 计件工资制Piece rate plans 盈利共享Gainshar

2、ing plans 利润共享Profit-sharing plans 10.2 雇员授权方案Employee empowerment programs 非正式参与决策方案Informal participative decision-making programs 工作丰富化Job enrichment,Desirable Employee Behaviors,Attend work regularly Come to work on time Work well with others Work “smart” Work “hard”,回报的类型Types of Rewards,回报Rewa

3、rds,外滋Extrinsic,内滋Intrinsic,Given by someone else,Come from within,Types of Productivity Improvement Programs,生产率改进方案 Productivity Improvement Programs,以绩效定薪金方案 Pay-for-Performance Programs,雇员授权方案 Employee Empowerment Programs,Extrinsic Rewards,Intrinsic Rewards,10.1以绩效定薪金方案的机理Rationale for Pay-for-

4、Performance Programs,Pay Linked to Performance,Top Performers Rewarded,Low Performers Not Rewarded,High Levels of Performance Maintained,Increase Performance to Receive Future Rewards,Leave the Organization,期望理论Expectancy Theory Model,努力 Effort,达到绩效 Successful Performance,有价值的外 滋激励 Valued Extrinsic

5、Reward,有价值的内滋激励 Valued Intrinsic Reward,达到组织目标 Achievement of Organizational Goals,可能性 Perceived Probability,可能性 Perceived Probability,有效的以绩效定薪金方案的标准Standards for Effective Pay-for-Performance Programs,努力与绩效的联系Effort-performance links 绩效与回报的联系Performance-reward links 回报的价值Value of rewards 回报的及时性Time

6、liness of rewards 绩效与组织目标的联系Performance-organizational mission links 成本效率Cost efficiency,功劳薪金计划Merit Pay,年度工资增长Annual pay raises 根据工资绩效水平Based on levels of performance,Performance,Pay Raises,High,Low,功劳薪金计划Merit Pay Plans,功劳薪金指南表Merit pay guidecharts 主管决定Supervisory discretion,Merit Pay Guidecharts,

7、Performance Rating (%) Current AboveBelow Pay QuartileSuperiorAverageAverage Average 4th6400 3rd8640 2nd10860 1st121080,为何功劳薪金计划常常失败Why Merit Pay Plans Often Fail,不完善的绩效评估体系Poor performance appraisal system 绩效和回报的联系不清晰Unclear performance-reward link 回报不被雇员看重Rewards arent valued by employees 不能区分雇员的表

8、现Failure to distinguish among employees 行为和回报的时间间隔太长Time lag between behavior and reward 成本效率不高Not cost efficient 有可能鼓励竞争而不是合作行为Reward the wrong behaviors,有效功劳薪金计划的六步骤Six Steps to an Effective Merit Pay Plan,加大奖励力度Give rewards large enough to make a difference. 工资增长公开Make pay increases public. 使用红利替

9、代工资增长Use bonuses, not salary increases. 及时奖励Make rewards timely. 开发有效的绩效评估系统Develop an effective performance appraisal system.(easy to measure) 让雇员参与开发系统Involve employees in plan design.,计件工资计划Piece Rate Plans,工资以生产达到产品数量为基础Wages based on number of “pieces” or units produced 适用于：Work best 制造业manufac

10、turing 工作简单，高度结构化jobs simple and highly structured 雇员能控制产出employees control their own output,计件工资计划Piece Rate Plans,Strengths 清晰的期望绩效Clear performance expectations 客观的绩效标准Objective performance standards 回报与绩效紧密联系Rewards tied directly to performance 成本效率Cost efficient,Weaknesses 工作压力大May create high

11、job stress 并不是所有的被鼓励的行为都对组织有May encourage undesired and discourage desired behaviors that contribute to performance-organizational link,盈利分享计划Gainsharing Plans,为达到或超出目标的雇员提供现金奖励，基础是雇员团队的合作绩效 Cash award to employees for meeting or exceeding goals based on collaborative performance of a team of employ

12、ees,Increase Production or Reduce Costs,Profit-Sharing Plans,Deferred,Combination,Distribution,Profit-Sharing vs. Gainsharing Plans,Profit-Sharing,Gainsharing,Reward group performance,Reward group performance,Payout is profit,Payout is gains from increased productivity/ decreased costs,10.2 Employee

13、 Empowerment Programs,Decision Making,Issues,give suggestions,make decisions,job- related,company policy,veto decisions,working conditions,How Employee Empowerment Programs Improve Productivity,Employee Empowerment Programs,Provide opportunity for employees to obtain intrinsic rewards,Improve organi

14、zational decision making,Improve Productivity,非正式的参与决策方案Informal Participative Decision-Making,经理与下属在日常工作中进行联合决策Managers and subordinates make joint decisions on a day-to-day basis.,情形（1）,你是一家大电子厂的制造经理。该公司的管理部门最近安装了一些新机器，实行了一种简化的工作系统，使每一个人包括你自己在内感到惊讶的是，提高生产率的期望并未实现。实际上，生产开始下降，质量降低，离职的雇员数目增加。 你认为机器没有

15、任何故障。你有使用这种机器的其他公司的报告，这些报告坚定了你的想法。你也曾要求制造这种机器的公司的一些代表对机器进行仔细检查，他们报告说，机器运转正处于最高效率。你怀疑，问题可能出在新的工作系统上。但是，你的直接下属并非都持有这种看法，他们是四个基层主管人，每人负责一个科组，还有一个是你的物资供应经理。他们对生产率下降的原因看法不同，分别认为是操作工训练差，缺乏适当的经济刺激体制和士气低落。显然，这种问题说明各人各有想法，你的下属中存在着潜在的分歧 这天早晨，你接到分部经理的一个电话。他刚刚得到你近六个月的生产数字，打电话表示他的关切。他指示说，你应以你认为的最好方式解决这一问题，他很想在一周

16、内知道你计划采取什么步骤。你和部门经理同样关心生产率的下降，并且你知道，你的下属也同样关心。问题在于采取什么步骤扭转这种情况。,情形（2 ）,你正在监督12名工程师的工作。他们受过同样的正规训练，工作经验也很类似，你可以在工程项目上相互交换他们的岗位。经理在昨天通知你，国外的分支机构要求4名工程师出国工作6至8个月。由于某种原因，他提出通过群体方式考虑这一要求，你也表示同意。 不管是从现在的工程项目，还是从未来的工程项目来看，你管理的所有工程师都有能力完成这些任务，没有任何理由可说明某个人比其他人更强。一般认为，此次出国的任务是不受人欢迎的，这种实际情况使问题变得多少有点复杂。,何时实施雇员参

17、与决策的制定When to engage in employee participative decision making,所有的解决方案都同等有效When all possible solutions are equally effective. 经理不拥有足够的信息和能力独自作出高质量的决策时。When managers do not possess sufficient information or expertise to make a quality decision on their own. 经理不了解所需的信息和其来源时。When managers do not know e

18、xactly what information is needed and /or where it is located. 当团队的接受或承诺对决策的有效执行很重要时When the groups acceptance or commitment to effective implementation is crucial and the group is unlikely to accept a managers unilateral decision. 当雇员的目标与经理一致时When employeesgoals are aligned with those of management. 当雇员之间可能达成一致时。When employees are likely to agree among themselves about preferred s