激勵(lì)方案在質(zhì)量化[文獻(xiàn)翻譯]

1、外文題目Incentiveschemesinqualityculture外文出處WkStudy.Volume411993(42):P25.外文作者HelgaDrummond原文：原文：Incentiveschemesinqualityculture作者：作者：HelgaDrummondArguesthatincentivescanfacilitatethemanagementprocess.Showsthattraditionalpro

2、ductivitybasedincentiveschemesareincompatiblewithnewmanufacturingtechniquesthatemphasisespeedflexibilityresponsivenesstofluctuationsincustomerdem.Claimsthatrewardingoutcomesisunlikelytoproducecommitment.Suggeststhatfurth

3、erresearchidentifyincentiveschemes.Incentiveschemeshavealonghisty.Theyarepartofthecultureofmanufacturingindustryindeedmanyserviceganizations.Theirfuturehoweverseemsuncertaininthesocalled“industrialrevolution“iginatingint

4、otalqualitymanagement(TQM)philosophynewmanufacturingtechniques.DemingoneofTQMsmostinfluentialproponentsurgesganizationstoabonpiecewkotherproductivitybasedincentiveschemesongroundsthattheyaredetrimentaltogoodwkmanship.Pie

5、cewksaysDemingisanincentivetoproducescrap[l].EmpiricalevidencedoesnotsupptDemingsview.Thevalueofproductivitybasedincentivesisthattheylendmeaningtowkbygivingemployeesasenseofcertaintycontrol[2].Anemployeewhocompletestheda

6、ysquotafexampleknowsthatwkis“finished“.Wkhasaclearbeginningaclearend.ContrastthiswithsaytheVDUoperatenteringendlessdata.Howeverfastslowtheoperativewksthereisalwaysme.Theoperativeneverhasthesecurityofknowingthathehas“done

7、enough“.Theabilitytodetermineonesearningsalbeitwithinlimitsprovidestheindividualwithameasureofcontroloverhisenvironment.Controlmitigatesalienationbecauseitmakestheindividualfeelinvolvedineventswhereasalienatedemployeesar

8、eeitherhostileapathetic[34].Hostilityapathy2becomingvariablepay.Iftheteammeetsitstarget(s)teammembersearntheirvariablepaybackiftheteamexceedsitstargetsvariablepaycandoubletriple.Althoughvariablepaypercentagesarethesamefa

9、llteammembersthisdoesnotensurethateachmemberreceivesthesameamountofvariablepay.Thatissometeammembersmayhavehigherbasesalariesthusearningmereward.Similarlyinthecaseofteambonusesteammembersdonotnecessarilyreceiveequalrewar

10、ds.Incentivesinteamskillsystemscanbemoarynonmoary.Teammemberskillincentivesystemsaresimilartotheirteamskillincentivecounterpart.Howevertheteammember’sskillscompetenciesnottheteam’sarethefocusofevaluation.Thatisteammember

11、sarerewardedfacquiringteamrelatedskillsasindicatedbyevaluationsprovidedbyotherteammembers.Someexamplesofsuchskillsareadaptabilityalcommunicationpersonalgrowthproblemsolvingcommitmentinitiationofideasleadership.Suchsystem

12、sareeffectiveinimprovingteamperfmanceastheytargetthewaysinwhichindividualteammemberscontributetoeffectiveteamprocesses.Acommonmoaryrewardinthissystemisasfollows:teammembersarepaid50%oftheirbasesalaryuntiltheyaredeemedtoh

13、avelearnedtheskillsnecessarytobeaneffectiveteammember.Whencompetencyisdemonstratedbasepayincreases.Alternativelydemonstratedskillscompetenciesmayberewardedwithonetimemoarynonmoaryrewards.Teammembergoalbasedmeritincentive

14、systemsarethoughttobeeffectivefbothfulltimeparttimeteams.Withregardtoparttimeteamssuchasystemallowstheganizationtoreinfceitsemphasisonteammemberperfmance.Withregardtofulltimeteamssuchsystemsallowtheganizationtorewarddiff

15、erentialmembercontributionsaverycommonscenariowhenteammembers’tasksaresomewhatindependent.Howeversuchteammemberincentivesystemsmaybeinappropriateffulltimeteamswheresubstantialcooperationamongteammembersisdesirable.Oneoft

16、heprimaryobjectivesofanybusinessistoearnprofits.Thefinishedproductfromamanufacturingganisationisfinallysoldtotheendusersconsumers.Intheprocessofproducingthefinishedgoodstheganisationincurscertaincosts.Intheprocessofselli