HRM和报酬系统(49)(1)ppt课件

1、HRM and Remuneration SystemsRewards & methods of rewardThe wage-work bargain. Central to employment relationship & regulationOffer Acceptance - Consideration (incentive package)unilateral or bargained? Buyer-seller power?Tailored or standardised? Individual or collective?The Cash NexusEnid Mumfords

2、contractsRewards systems vs. Payroll admin.Pay-offs in the Employer-Employee Relationship Knowledge & skill Er wants know-how, competence, experience. Ee wants to be put to good use & be developedEfficiency/rewards Er wants performance & quality output. Ee wants equity, felt-fair rewards & opportuni

3、tyEthical - values & commitments in right/wrong behaviourPsychologicalMgt & co-workers want committed, loyal, motivated people. Individual wants satisfactionTask structure - work within policy, procedure & technical constraints. Jobs, work arrangements(Mumford 1972)Keep-TIssues in pay policy, packag

4、e & administrationIntegrate Ee. performance with competitive advantage?Smooth, reliable, low risk, transactions. Handing over the cash: personal or separated?Traditional methods prevail. Where are the innovations?Pay policy - closet management?HRM policy-maker, practitioner & academic interests?Rewa

5、rds central to HRM models? Theory & practice. Partial? Coherent? robust?Thin, incomplete picture and treatment? Tixylix Prescription (read the label)Proposition:Reward system X will benefit organisational efficiency & effectivenessEmployerOur policy should properly reward & motivate staff to contrib

6、ute effort, expertise & commitment in line with organisational objectives. Our reward system must be right for the firm (pay bill & administration) & employees (attracting, motivating, retaining the right staff).Employee (felt-fair, equity, expectancy theory)“the reward system should reflect my work

7、 & its demands on me, my value (for my kind of work) within labour market (internal/xternal). It should satisfy me when comparing my rewards with what others get for the same kind of work. Context and Pressures Porter - product innovation + cost leadershiplow labour costs vs. recruitment, retention

8、& motivationRate for the job job class & work technologyLocation in low wage economiescommitment & flexibilityConvergence: white/blue, office/factory competenciesTeam-working, flexibility, harmonisationRegional market forces (the City, Leeds, Delhi). Labour mobility (between occupations + Europe)Sal

9、ary leagues (MNCs & Euro/global manager)Examining Reward System Concepts and PracticesPatterns and trends in policy & practice?Propositions and Assumptions? Tests for the propositions/hypotheses?Competing concepts and perceptions?Veracity of the imperatives? Determinism, Rhetoric and VerificationDeb

10、ate:determinism: individual performance payPay individual/group performancePRP paradigm shift rhetoric vs. practice sea change or traditional ad hoceryextent of change (coverage & operation)innovation - for the few or the many?normative assumptions in the use of reward systemscentral to or marginal

11、in SHRM?Under utilised & sophisticated mechanisms or crude, problematic tools to drive performance? Evidence forreward system developments reinforcing organisational transformationsSome new, distinctive features in policy & practice.Do the “claims - deliver?Are our concepts of appropriate or viable

12、pay rigorous enough?What are these perceptions and what hold do they have? Payment Systems 1945 2000Distinctive features?How have systems changed over the years?Current trends?A Holy Grail quest for a perfect pay system?Fads, fashions & cycles.Since 1945Traditional systems have evolved slowlySome in

13、novative and marginal changesNew solutions associated with STEEPLE.Design Features of Pay systemsMonetarynot related to performance - timeperformance-linkedOutput, %, PRP, merit pay, commission, skill-basedcollective-output schemes Corporate performance related bonuses + profit participationMonetary

14、-equivalentCar, phone, holidays, loans, accommodation, fees, vouchersDeferred (promotion, pension)Non-monetary - status, recognition, plaques, empowermentIntrinsic benefitsNegatives pressure, penalties, harassment side-lining, dismissal Sam Eilon on Reward SchemesEilon, S, 1992, Management practice

15、& mispractice, Routledge. sol.brunel.ac.uk/jarvis/bola/rewards/rewards.htmlintegral to managerial planning and control processes.should not be considered in isolation. Rules guide, but note the contradictions & dilemmas .Rigid implementation may have awkward consequences.There is more to a simple ca

16、rrot & stick, effort-reward relationship. Eilons Rules of Thumb Incentives - not confined to monetary - see non-monetary. Attainments rewards: levels & rewards should be clear. The actual effort/responsibility link?Individual goals/attainment & dept/orgn. GoalsIndividual attainment vs. what others m

17、ust achieve?Rewards for helping others - support staff.Re-structuring: jeopardise reward possibilities?Products & working practices change? Future pay prospects should not undermine what Ee has already achieved.Benefit in penalising undesirable results or behaviour? Periodic Reviews - scheme objecti

18、ves must remain valid. Components in pay by time schemessimple to administerdefined time F/T, P/T, mixed-time, casual . No time, no pay? Hourly, weekly, annualPremiums 1.5T, 2T, nights, “door knob syndromeControl mechanisms & tools clocks, supervision, time sheets?Job evaluation - evaluate the job n

19、ot the person doing itFlexi-time schemesSupervision & performance“When the cats away?Assume trust, confidence, competence & diligenceOff-site working. Is actual presence necessary? Work for Er in Er time versus .in your time?Assume fidelity, care, good-will, cooperationLife sentence?Pay for performa

20、nce systems employee share ownershipmerit pay skill-based payinputmeasured time workteam bonusprofit sharinggain sharingpieceworkmeasured time workcommissionindividual target PRPoutputGroupIndividualPerformance measures(tangible & quantifiable) Job definition, MbO, method & work study.Information an

21、d control. PRP, merit pay, skill-based schemesInformation requirementsManager appraisal and judgementMeasurable, targeted PRP (narrowly defined). Pay linked toconcrete individual or group targets. Individual merit (behavioural) traits: e.g. flexibility, cooperation, punctuality. Staff appraisal rati

22、ng criteria.Skill, physical & mental capabilities. Automatic on qualification? Performance-related? Annual increments?Collective-output schemeswork group, plant or company performance - bonus (fixed or % of standard pay)automatic for achievement of targeted output, profit, sales or added valueGenera

23、lly do not require employee appraisal or managerial discretion (? . not to pay .?). Scheme formula: complexity, visibility of targets achieved.Employee share ownership schemesSenior manager-ownersExtension of ownership & participation pay?Social engineering assumptionsRewards from capital gains & di

24、vidends long termThe small print share prices can go up or down! Dependent upon capital being available - to buy shares for employees. Lupton & Gowler: Selecting a payment system (1969)Analytical framework for “selecting a payment systemcontingency approach (normative & rational framework)Propositio

25、n: choices can & should be based upon recognition of managerial goals manager appreciation of internal & external circumstances.BUT radical choice or do P-systems merely evolve?Traditional schemes . vs.what alternatives?Managerial & employee preferences? Prevailing expectations.What trends are disce

26、rnable? Pay scheme development - contingency and choice Proposition: design the P-system to fit the goal/circumstances. True? How? Evidence?managerial response to internal & external demands.Why these designs? Reactive or proactive? How & how frequently? Who is influential in design? Institutional p

27、romotion & reform of pay determination.(informed) prescriptions & recommendationsNBPI, CIR, ACAS, CBI, IoD, IPD, TUs, DfEE. ACAS on appropriateness a payment system has a better chance of success if it is carefully selected & shaped to meet the specific needs of the organization & work group in whic

28、h it is to apply.Pay developmentspiecework schemes 1945-1960 stimulated by labour & product market pressures.well suited to high-volume, low-cost productionwhat were the problemsItemisation & local bargaining?Gold-bricking?productivity bargaining 1960s to mid-1980s search for control & societal just

29、ification (incomes policy)Manning, demarcation & craft flexibility. Job enlargement & work restructuring.Participation in EquityPerformance-related pay 1980s - to date Governmental interventionIncomes policies national and public sector controlsPrivatisation & deregulation of labour marketEmployee s

30、hare ownershipNational minimum wage & 48-hour rulingEqual pay & equal opportunitiesTaxationCastigation of high executive pay but no regulation.HRM models?Proposition: Reward . a key policy-making lever to achieveCommitmentFlexibilityQualityStrategic integration.Links between rewards & such goals are

31、 not new.But now .competitive advantage & the argument for strategic integration. Is there evidence?Tight and Loose ViewsLooserresponses are more ad hoc, reactive & opportunistic. Tightcoherent, managerial rationale exists - reward system selection sensitive to business circumstances & needsrewards

32、underpin broader business plansdiversification & product life cycle strategies company re-structuring, flexibility & culture changesupport other HRM interventions. ButAre the efforts so tightly articulated? Theory + consistency in application & outcome.Have organisations changed their approach to pa

33、y?individual performance-related or merit-based pay schemesindividualisation of pay - public & private - filters down the hierarchy.ACAS (1985-88)40% modify P-systems closer pay-performance link. By end 19924,000 approved profit-related pay schemes (1 million employees)2000 employee share ownership

34、(3 million)WIRS 1990merit pay more prevalent at senior manager levelevidence in admin. (33%) + skilled manual (25%)Are these deep, structural, qualitative, strategic changes? Pay and HRM goals: commitment, flexibility & quality.features and contexts?potential tensions in the linkages ?the dynamics f

35、or change? Reward & commitmentlong history, on-going management concernmotivation & performance, incentives to strengthen identification & loyalty Taylor, McGregor & Herzbergweaken competing (often collective) interestsHalt the dilution of managerial prerogatives.PEST conditions help managerial reco

36、veryNew participation e.g. share ownership & profit-sharingstatutory support But are the schemes effective?Research into participation & staff attitudes returns ambiguous results. Some positive impact . with doubtsProblem: Isolating the participation variable & corporate performance. Other involveme

37、nt techniques in the change programmes. Blinder (USA study)the way workers are treated may boost productivity more than the way they are paid. Visible, meaningful ways to lock-in the individual.Dialogue & bonding.Performance appraisal “forces direct communicationStrengthen line manager employee rela

38、tionshipIndividualise the effort-reward bargainNo external 3rd party. Undermine collective bargaining?Profit & share initiatives reduce TU orientation. PRP schemes - less in evidence where TUs are strong.De-recognition? Reports onBritish Rail & TSSA - 10,000 middle & junior managersPRP & individual

39、senior manager contracts - a hint of TU de-recognition (Thames Water, Amersham & BT).NUT & PRP-related teacher appraisal Some TU say in PRP operation.agree performance criterianegotiate size of kitty vs. its distributionrepresenting appeals against appraisal & pay judgementsdisclosure of information

40、 via Central Arbitration Committee & monitor system fairnessA few unfair discrimination cases (sex/race & merit-pay)PRP vs. Commitment - compatibility in practiceIndividual PRP rewards narrow & short-term achievement?undermine group cooperation & longer-term goals?Corporate financial constraints + e

41、videnceweak results may limit profit-sharing pay-outs & bonusesDisappointment - disaffectionProcedural injustice subjectivity & inconsistency disaffectionindividual PRP: more in tune with hard HRM. employee appraisal - a judgmental processpenalties from failure to meet standards.management control o

42、ver the pay bill?Individual deals across-the-board, cost-of-living increases.Compare with soft developmental HRM Reward & employee flexibility in tasks/dutiesperennial managerial goal. Manager prerogative to distribute work “rationally & flexibility?Countervailing employee pressure to structure the

43、use of labourReasonableness under contract (not in my job description)the Unioncustom & practice, (worker culture)Job-evaluated grading structures facilitate flexibility in the performance of tasks. True or false?Job-evaluated grading structuresLarge mechanistic, bureaucracies. Principlesestablish a

44、 internally consistent set of job ratesevaluate the job not the person doing it. ensure relativities: internal equity. Systematically compare & measure different jobs within the same organizationIf individual performance merits it - PROMOTE.JE grading structures lack sensitivity to external market p

45、ressures. STEEPLE pressuresflexibility imperatives intensifyReward structure ossificationCivil Service & local authorities - pay supplements for shortage jobs (response to labour market).Can unwieldy grading structures & demarcations cope with job redesign, technological change & new production meth

46、ods?team or cellular working & flexibility across skills & tasks?changing organizations - lean, flexible structuresdynamic circumstances - stress adaptive performance beyond rigid, ossified job descriptions & evaluated grades.Grow, develop, perform! Out-grow job & be promoted!Job evaluation not aban

47、doned. WIRS 1980-90 - workplaces with J.Eval schemes rise from 21 - 26%Countervailing pressure - equal pay legislation (evaluated structures)Incompatibility of job-evaluation with PRP?Modify the structures. How?Base grades on generic job descriptions & broad bands (flexibility of task performance).

48、Move from grades & fixed increments, to min-max ranges & give scope for individual performance. Growth structures - formal career paths & fessional and technical job familiesachievement of qualifications & competence standards (cf. promotion only when vacancies arise).harmonise manual &

49、white-collar terms & conditionsmulti-skillingPromotion route for the good technician, nurse, scientist or engineer not because you are a manager.The nursing consultantThe technical consultant (programmer)A surfeit of richeshigher Ee expectations not all can be fulfilled. pay for unwanted skills? Fle

50、xibility we dont need.extended grades, growth & skills acquisition structures. Managers over-estimate & dont use.Pirelli AberdareLow staff turnover & local unemploymentSuspend the skill acquisition schemePRP may inhibit encourage flexibility.personalized targets can encourage a rigid, narrow focus o

51、n short-term objectives. Less attention to daily tasks than target sheetsEe as a labour contractor, performance judged on contract measures vs. wider performance criteria (future & potential). if targets are uncertain, fixed pay contracts restrict the scope for flexibility & discretion. Reward & qua

52、lityquality cost or volume todays imperativeleaner production - combine speed + quality maintenanceTQM initiatives raise questions about the structure & administration of reward systems. Schonberger (1992)Once reward & recognition were reducible to little more than two monetary numbers, wages & bene

53、fits. Since TQM is a continuous push for improvement, the management system must itself continuously shift, prod, encourage, praise & reward (p.21). Implications for the range of rewards availablefrequency of application the need to reward continuallymanagement skills.Rewarding continuously? New man

54、agement skills.Establishing valid & viable performance criteriaJudging if targets have been met - assessing the relationship between assessed performance & rewardsInterpersonal skills: coaching, counselling & interviewing.PieceworkSimple, direct , mechanistic pay-output link. Controls motivation & p

55、roductivity. Criticism of piecework schemes but was there a positive link between piecework & productivity?Premature rejection of economic man?A performance management backlashProposition: Managers can ensure high performance by assessing an employee for pay purposes once a year, versusProposition:

56、A closer, ongoing management-employee relationship is more capable of “motivating performance.A shift from M-by control to M-by leadership. Leaders mustensure that the broad picture is known, understoodrelate this to measurable personal & team objectivesaid job satisfaction through feedback - perfor

57、mance & objectives. discriminate in the reward given standard vs. exceptionalunderstand their accountability for people.send out clear quality & performance messages.Based on Storeys report of NatWest Warningwithout requisite skills, P-system may become discredited. HRM guidance to line managers on

58、scheme operationtight definitions of performance objectivesassessed performance levelsthe distribution of markingsstimulates resentment over personnel intrusionPay and the pursuit of qualitywe take quality seriously by setting quality-related targets and creating a pay-quality linkSymbolism and credibility. US Car company case: Employees unconvinced of company commitment to quality. Dept. managers set targets (with bonuses) for Q-related group activities.Rank Xerox: European executive performance partly linked to customer