IncentivePlans激励计划幻灯片课件.ppt

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1、Incentive PlansIncentive PlansPay influences employees throughPay influences employees throughuReinforcement theoryReinforcement theoryuExpectancy theoryExpectancy theoryReinforcement TheoryReinforcement TheoryuBehavior that is rewarded will be Behavior that is rewarded will be repeated.repeated.Exp

2、ectancy TheoryExpectancy TheoryExpectancyExpectancyIf I attempt this level of If I attempt this level of performance,am I likely toperformance,am I likely tosucceed?succeed?InstrumentalityInstrumentalityIf I achieve this level of If I achieve this level of performance,am I likely to beperformance,am

3、 I likely to berewarded?rewarded?ValenceValenceWhat value do I place on the What value do I place on the rewards available to me?rewards available to me?Motivational Force=Motivational Force=E*I*VE*I*VIncentive ProgramsIncentive ProgramsuDiffer byDiffer byupayment methodpayment methodufrequency of p

4、ayoutfrequency of payoutuways of measuring performanceways of measuring performanceuchoice of which employees are coveredchoice of which employees are covereduFitting program to situation depends onFitting program to situation depends onuorganizational structureorganizational structureumanagement st

5、ylemanagement styleutype of worktype of workTypes of PlansTypes of PlansuMerit PayMerit PayuIndividual IncentivesIndividual IncentivesuProfit SharingProfit SharinguOwnershipOwnershipuGainsharingGainsharinguGroup IncentivesGroup IncentivesuAlternative Reward SystemsAlternative Reward SystemsMerit Pay

6、 ProgramsMerit Pay Programsulink performance appraisal ratings to link performance appraisal ratings to annual pay increasesannual pay increasesufocus:identifying individual differences in focus:identifying individual differences in performanceperformanceubetter performance results in higher better

7、performance results in higher reward,contingent on position in the range reward,contingent on position in the range(compra-ratio)(compra-ratio)Criticisms of Merit PayCriticisms of Merit Payumerit pay systems focusing on individual merit pay systems focusing on individual performance discourage teamw

8、orkperformance discourage teamworkuif performance is not measured fairly and accurately,if performance is not measured fairly and accurately,the whole process will be contaminatedthe whole process will be contaminateduapparent differences between people arise almost apparent differences between peop

9、le arise almost entirely from the system that they work in,not the entirely from the system that they work in,not the people themselvespeople themselvesucoworkers,job materials,customers,management,coworkers,job materials,customers,management,supervisionsupervisionIndividual IncentivesIndividual Inc

10、entivesureward individual performancereward individual performanceupayments are NOT rolled into base payments are NOT rolled into base paypayuperformance is usually measured as a performance is usually measured as a physical output rather than subjective physical output rather than subjective rating

11、sratingsIndividual Incentives are rare Individual Incentives are rare becausebecauseumost jobs have no physical output measuremost jobs have no physical output measureuadministrative problems of setting and maintaining administrative problems of setting and maintaining acceptable standardsacceptable

12、 standardsuplans may be inconsistent with other goals(e.g.plans may be inconsistent with other goals(e.g.acquiring multiple skills,proactive problem solving)acquiring multiple skills,proactive problem solving)upeople may focus on what they get paid for and people may focus on what they get paid for

13、and nothing elsenothing elseuplans may reward output at the expense of qualityplans may reward output at the expense of qualityProfit SharingProfit Sharingupayments are based on a measure of payments are based on a measure of organizational performance(profits)organizational performance(profits)upay

14、ments do NOT become a part of base paypayments do NOT become a part of base payuAdvantage:may encourage workers to think more Advantage:may encourage workers to think more like ownerslike ownersuDrawbacks:Drawbacks:uworkers may perceive their performance has little workers may perceive their perform

15、ance has little to do with profitto do with profitudeferred nature of payoutsdeferred nature of payoutsOwnershipOwnershipuencourages employees to focus on the success encourages employees to focus on the success of the organization as a whole but may not of the organization as a whole but may not re

16、sult in motivation for high individual result in motivation for high individual performanceperformanceugains not realized until stock sold(employees gains not realized until stock sold(employees leaving company?)leaving company?)uMethods:Methods:ustock optionsstock optionsuESOPs(employee stock owner

17、ship plans)ESOPs(employee stock ownership plans)GainsharingGainsharingusharing productivity gains with employeessharing productivity gains with employeesudiffers from profit sharing in that instead of using differs from profit sharing in that instead of using an organization-level performance measur

18、e an organization-level performance measure(profits)plans measure group or plant performance(profits)plans measure group or plant performanceubetter for motivationbetter for motivationuExamples:Examples:uScanlon plan,Rucker plan,ImproshareScanlon plan,Rucker plan,Improshareugoes beyond money-partici

19、pation in problem goes beyond money-participation in problem solving=keysolving=keyConditions for effective GainsharingConditions for effective Gainsharingumanagement commitmentmanagement commitmentuneed to change or a process of continuous improvementneed to change or a process of continuous improv

20、ementumanagement acceptance&encouragement of employee inputmanagement acceptance&encouragement of employee inputuhigh levels of cooperation and interactionhigh levels of cooperation and interactionuemployment securityemployment securityuinformation sharing on all productivity and costsinformation sh

21、aring on all productivity and costsugoal settinggoal settingucommitment of all involved parties to change and improvementcommitment of all involved parties to change and improvementuagreement on a performance standardagreement on a performance standarducalculation that is understandable,perceived as

22、 fair,closely related to calculation that is understandable,perceived as fair,closely related to managerial objectivesmanagerial objectivesGroup IncentivesGroup IncentivesuFocus=smaller work groupsFocus=smaller work groupsuWhile gainsharing typically measures physical While gainsharing typically mea

23、sures physical output,group incentives tend to measure output,group incentives tend to measure performance in terms of a broader array such performance in terms of a broader array such asasucost savingscost savingsusuccessful completion of product designsuccessful completion of product designumeetin

24、g deadlinesmeeting deadlinesuDrawback:competition among teamsDrawback:competition among teamsAlternative Reward SystemsAlternative Reward Systemsualternatives to cash-alternatives to cash-utraveltravelumerchandisemerchandiseuearned time offearned time offusymbolic awardssymbolic awardsuplaques,coffe

25、e cups,bananasplaques,coffee cups,bananasIncentive PlansIncentive PlansConditions for Effective Conditions for Effective Incentive PlansIncentive PlansuPlan is clearly communicated.Plan is clearly communicated.uPlan is understood by employees and management.Plan is understood by employees and manage

26、ment.uBonuses are easy to calculate.Bonuses are easy to calculate.uEmployees participate in administrating the plan.Employees participate in administrating the plan.uEmployees believe they are being treated fairly.Employees believe they are being treated fairly.uEmployees believe they can trust the

27、company and that they Employees believe they can trust the company and that they have security.have security.uBonuses are awarded as soon as possible after the desired Bonuses are awarded as soon as possible after the desired performance.performance.Pay for Performance Pay for Performance PlansPlans

28、Conditions for Effective Conditions for Effective Performance-Based Pay SystemsPerformance-Based Pay SystemsuPay-performance linkage must be perceived by employeesPay-performance linkage must be perceived by employeesuPay is valued by employeesPay is valued by employeesuEmployees must perceive that

29、effort and ability lead to rewarded Employees must perceive that effort and ability lead to rewarded behaviorbehavioruPerformance measurement must be fairPerformance measurement must be fairuEmployees must trust the organizationEmployees must trust the organizationuPay program must be understoodPay

30、program must be understooduEmployees must be able to control their performanceEmployees must be able to control their performanceuPerformance appraisal system cannot be biasedPerformance appraisal system cannot be biaseduThere must be enough money to fund incentivesThere must be enough money to fund incentivesuA valid job evaluation must have been conductedA valid job evaluation must have been conducted