生产率改进方案课件.pptx

1、LEARNING OBJECTIVES Explain what productivity improvement programs are and how they contribute to competitive advantage. Define the standards for effective productivity programs developed within the framework of expectancy theory. Understand the rationale behind pay-for-performance programs. Describ

2、e the different types of pay-for-performance programs.Opening Case: Gaining Competitive Advantage at Lincoln Electric Problem: Figuring out how to motivate employees Solution: Implementing an employee incentive systemPaying by the pieceProviding year-end bonusesProviding stock options How it enhance

3、d competitive advantageLow turnover rate Productivity rate two to three times greater than any of its competitors Maintained a stable price structure despite high salaries2. Linking Productivity Improvement Programs to Competitive Advantage Productivity improvement programs have various way but shar

4、e the common goal of trying to improve productivity by increasing employee motivation.Extrinsic rewardsRewards given to employees by someone else (e.g., the employer)Examplespay raises and bonusesIntrinsic rewardsRewards that come from withinExamplesa good feeling one gets from successfully completi

5、ng an assignment(1) Improving worker productivity Productivity improvement programs motivate employees to engage in appropriate job behaviors to improve quantity, quality, and efficiency. Successful Productivity improvement programs are able to establish a clear connection between employee efforts a

6、nd valued rewards. Make employees believe that they can gain valued rewards by working hard.Expectancy theory States that workers make conscious decisions about how hard they are going to work to achieve organizational goals. Employees will be highly motivated when they perceive:Their efforts will l

7、ead to successful job performance.Their successful job performance will lead to outcomes or rewards they value.(2) Enhancing recruitment efforts and retention rates most people do prefer to work in settings that allow them to earn rewards from their work. usually attract more and better job applican

8、ts produce higher retention rates. 2. HRM Issues and Practices Productivity improvement programs that link financial rewards to successful job performance Provide extrinsic rewards2.1 Pay-for-performance programs(1) Rationale Linking rewards directly to performance is intuitively appealing, because

9、most Americans believe that:Employees should be rewarded for good performance.Exceptional performers should earn greater rewards According to expectancy theory, workers have little incentive for performing well if their efforts are unrewarded. On the other hand, when pay is linked to performance, ov

10、erall performance should improve. If the overall job performance improvement yields financial returns that exceed the cost of the rewards, a companys competitive advantage will improve.（2） Potential problems May create legal problemsWhen administered unfairly, a pay-for-performance system could viol

11、ate Title VII of the Civil Rights Act. They also fail if they violate the standards for effective pay-for-performance programs.(3) standards for effective pay-for- performance programs Effort-performance links Performance-reward links Value of reward Timeliness of rewards Performance-organizational

12、mission links Cost efficiency(4) Merit pay plans A pay-for-performance program that grants employees annual pay raises based on their levels of job performance. Job performance is usually measured on an appraisal instrument completed by the supervisor. The size of the pay raise is directly linked to

13、 performance and is specified in advance in a merit pay guidechart.An example of a merit pay planPerformance Rating Merit Increase (Percent of Salary)5810%457%324%2No increase1No increaseMerit pay plans: strengths and weaknesses Establish effort-performance link Establish performance-reward link whe

14、n publicizedPerformance appraisal system may impede the effort-performance linkSometimes fail to establish a clear performance-reward linkFail when employees do not value the rewardsPerformance-reward link is hindered when supervisors fail to distinguish between employeesTime lag between behavior an

15、d rewardNot very cost-effectiveCan hinder productivity if wrong behaviors are rewardedstrengthsweaknessesRecommendations for starting a merit pay plan Think big Make pay increases public Dont deliver rewards as a salary increase; use bonuses Deliver rewards as soon as possible Make sure individual p

16、erformance can be measured accurately Get employees input in developing the system（5）Piece rate plans Pay-for-performance programs that base an individuals wages on the number of “pieces” or product units he or she produces. Used mainly in production settingsJobs are simple and highly structuredAchi

17、evement of performance goals is within employee controlPiece rate plans: strengths and weaknesses Cost efficient Employees know what to do to earn reward Performance standards are objective and cannot be influenced by supervisors Rewards are tied directly to performancehigher outputs result in highe

18、r pay. Pressure placed on employees to produce employees feel uncomfortable. May have negative side effects for the organization. Especially performance-organizational mission link.StrengthsWeaknesses(6) Gainsharing plans Pay-for-performance plans that offer employees a cash award for meeting or exc

19、eeding team-based goals. Most gainsharing plans feature the following:Organization has productivity goals that can be achieved through effective teamwork.Employees receive cash bonuses if those goals are met.Productivity is measured by an explicit formula with objective measures.Employees are encour

20、aged to submit suggestions for cutting production costs or increasing productivity.The Scanlon plan Aims to cut production costs, relative to output Calculate the ratio of production cost/sales value of production that would be expected in a typical year Decide how production costs are to be cutForm

21、al suggestion systems elicit employee opinions Allocates bonuses in the following manner:75 percent is paid out25 percent is held in reserve for lean periods in which there are no bonusesOf the money paid out, 25% goes to the company; 75% is distributed among employees.Gainsharing plans: strengths a

22、nd weaknesses Effort-performance and performance-reward links are strong. Link performance with the organizations mission. Promote teamwork. Cost-effective.StrengthsWeaknesses Employees may perceive rewards as being unfairly distributed. Employee suggestions for improving efficiency may dwindle over

23、 time May suffer if payout formulas are inflexibleRecommendations Company culture must be one of respect, cooperation, and open communication.Management must demonstrate its willingness to:Listen to and support employee suggestionsGo out and talk with employeesCommunicate honestly with employees The

24、 plan must be designed so that the payout is dependent on factors the employee can control. Meet regularly with employees to share information and ideas and gather suggestions.Gainsharing programs are most likely to succeed under the following conditions:Profit-sharing plans Similar to gainsharing i

25、n the sense that they reward group, rather than individual, performance. The payout is based on profits rather than gains. A portion of the companys profits are contributed to individual employee accounts.Three types of profit-sharing plans:Deferred plans: An individuals profit-sharing earnings are

26、distributed at retirement.Distribution plans: The company fully distributes each periods earnings as soon as the profit-sharing pool is calculated.Combination plans: Employees receive a portion of each periods earnings immediately; the remainder awaits future distribution.Profit-sharing plans: stren

27、gths and weaknesses Improves productivity by making employees interests compatible with employers goals Employees may gain a greater sense of ownership. Only marginally address effort-performance-rewards links Not always cost efficient Rewards are not timelyStrengthsWeaknesses3. The Managers Guide E

28、mployee motivationStrengthen the effortperformance linkStrengthen the performancereward linkProvide rewards that are valued and perceived as being fair Informal participative decision-making programsThe level of participation granted should be commensurate with each employees desire for challenge, r

29、esponsibility, and opportunity to have a voice in work unit decisions.Employees must believe they have the right to share work decisions with the manager. 3.1 Productivity Improvement Programs and the Managers Job3.2 How the HRM Department Can Help Design and evaluate the productivity improvement pr

30、ograms. Must see to it that the corporate culture is compatible with productivity improvement programs. Must also train managers and employees to ensure the programs are implemented successfully.3.3 HRM Skill-Building for ManagersSteps to increase the motivational levels of subordinates:1.Determine

31、the specific behaviors in which you want your employees to engage 2.Establish a baseline measure for this behavior by measuring current performance levels3.Analyze performance consequences 4.Change the consequences. 5.Monitor and evaluate the effectiveness of the program by keeping records of the em

32、ployees behavior and comparing them with baseline figures. 6.Once performance has improved, it will not be practical to reinforce it each time the behavior occurs. (1) Using extrinsic rewards to motivate employees(2) Using intrinsic rewards to motivate employees Provide them with stimulating job ass

33、ignments According to McClellands need-achievement theory, all individuals are primarily motivated by one of three needs.1.Need for affiliation2.Need for achievement3.Need for power To motivate employees, one should try to assign work activities that help employees satisfy their most important need. 1-9章作业参考答案章作业参考答案 第第1章：章：b 、c、a、c、a、d、a、b、a 第第2章：章：c、c、a、b、c、d、d、c 第第3章：章：d、a、d、a 第第4章：章：d、c、a、d、c 第第5章：章：b、d、a、d 第第6章：章：b、c 第第7章：章：c、b、a、c、b、d 第第8章：章：b、b、d、c、b、b、b 第第9章：章：d、a、c、c、a、b、c、d、d、a