績效工資公平的重要性【外文翻譯】_第1頁
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1、原文：原文：PerfmanceRelatedPay:TheImptanceofFairnessJ.E.IsaacPerfmancerelatedpay(PRP)hasbeenrevivedasa‘newidea’inrecentyearsinconnectionwithwkplacerefmenterprisebargaining.Yetithasbeentriedmanytimesinthepastwithoutachievingth

2、eincreasesinefficiencypromisedbyitsadvocates.ThechallengefPRPistoestablishapatternofpaywhichisseenasfairbyemployeeswhichusesreasonablyobjectivemeasuresofperfmancewhichcanstthestrainofchangewhichsustainstheobjectofthesyst

3、emisnottoolargeaptionofthepaypacketisnottoocostlratefthejob.ytoadminister.Ifa‘conventional’viewoffairnessismaintainedinrelationtoPRPthereturnsmaynotbesufficientfthemajityofemployees.Muchdependsonwhetheranewconceptoffairn

4、essisemergingwhichacceptsdifferentialincreasesbasedonperfmanceratherthantheratefthejob.Therehasbeensubstantialgrowthintheuseofperfmancepaysystemsoverthepast15years.Whiletheiginalperfmancerelatedpaysystemswereconcentrated

5、intheprivatesectanincreasingnumberofpublicsectemployershaveintroducedschemesrecentlyareconsideringdoingso.WhatisitPerfmancepayschemeslinkpaytoameasureofindividualgroupganisationperfmance.Thereisawidevarietyofmethodsusedb

6、utallschemesassumethatthepromiseofincreasedpaywillprovideanincentivetogreaterperfmance.ThemostcommontypesofperfmancepayTherearemanydifferentfmsofperfmancerelatedpaywhichmaybeusedontheirownsidebyside.Employersmaymovefromo

7、netoanother.Mostcommonare:_Piecewk:apriceispaidfeachunitofoutputthisistheoldestfmofperfmancepay._tomotivateemployeesbylinkingpaytoachievementoftargetsnotlengthofservice_torewardachievementidentifyunderperfmancefosterteam

8、wkfairness._tocontributetooverallimprovementsinproductivity_tointroducemeflexiblepaysystemsdealwithrecruitmentretentionproblems_inthecaseofsomeemployerstogivegreaterpowertomanagersweakentradeunioninfluenceinbargainingrep

9、resentationofstaff.DoesitwkTheeffectivenessofanypaysystemdependsmanyfacts.Howevertherearesomeproblemsinherentinallperfmancerelatedpayschemes:_Staffmotivationmal–Awiderangeofresearchhasfoundschemeslesseffectivethanexpecte

10、d.Inthepublicsectthisisfrequentlyduetocashlimitsmakingrewardsfhighperfmanceratingstoosmalltomotivatestaff.Problemsofpotrainingfmanagersinadequatecommunicationwithstaffhavehadanegativeimpactonstaffmale.StudiesofNHSmanager

11、sin19971998showedthatperfmancerelatedpaydidnotcontributetoimproveperfmancebutdidcausejealousiesbetweenstaffunderminemal.(DowlingRidson1997MarsdenFrench1998)._FairnessBecauseperfmancerelatedpaysystemsarebasedonappraisalof

12、theindividualwkeroftenbytheirlinemanagerbiaspersonalfavouritismcaninfluencetheresultofpayreviews.Insteadofmotivatingwkersperfmancepaycan“undermineperfmanceofboththeindividualtheganisationbyunderminingteamwkencouragingash

13、ttermfocusleadingpeopletobelievethatpayisnotrelatedtoperfmancebuttohavingthe‘right’relationshipsaningratiatingpersonality”.(JeffreyPfefferHarvardBusinessReviewMayJune1998)_Discrimination–Recentresearchfoundthatperfmanceb

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