Mimo że powszechnie znane, uznałem że zamieszcze podstawowe strategie budowania płacy zasadniczej, gdyż wydają się one być wiedzą niezbędną. A. Pocztowski w swojej książce wyróżnia trzy strategie wynagradzania, które mogą posłużyć do budowy płacy zasadniczej: wynagradzanie zależne od rodzaju wykonywanej pracy, według kompetencji oraz według efektów work.
regard to the first, ie reward depends on the type of work , one can say that this is a question approach, not taking into account the individual characteristics of the employee. It is based on rigid rules on company structure and pay particular positions. To determine the amount of remuneration is used such criteria as mental demands, physical demands, responsibility and working conditions. The only method to increase the income of the employee is or change to a higher position in the hierarchy, or periodic increase. Accomplishments, creativity and experience of the employee are subject to a subjective opinion in order to assess the difficulties of work. It is associated with that too little flexibility in conjunction with the productivity of the basic salary of the employee. Faster execution, or delays in the implementation of the tasks have little effect on the amount of benefits [Pocztowski, 2003, pages 364-365].
second approach - rewarding by competence, seems to be more personal approach. Unlike from the previous method, it focuses on specific units. In this case, the employer shall take into account the individual skills and knowledge of individual employees, which is directly linked in a cause and effect with respect to future results of operation. This approach seems to be more rewarding for the productivity of the worker, but it is not without drawbacks. The training of workers, and also learn new skills and knowledge, it is difficult to control and requires constant upgrading of remuneration. In addition, a situation complicated by rapidly changing The requirements for the work, as exemplified by the Internet and newer technologies used to build web pages. In this case, the skills that employers appreciate today, may become over time powszednimi or unusable. This approach seems to be particularly important in view of the organization and strive to improve and update the pay systems. The main aspects that should be met in order to implement this system of remuneration to the organization are: a small number of key competencies that affect the outcome of the work, the relative ease of their determination and high flexibility of employees and the need to continuously improve their skills [Pocztowski, 2003, pages 367-368].
last approach, which is rewarding by the effects of work, is linked to the financial effects of the achieved effects of individual, group and general effects of the organization. In this case, the contribution of labor to a large extent, it becomes negligible, while the remuneration is determined on the basis of the results. The essence of this way of thinking, is to motivate employees through direct their involvement in the affairs of the company and focused on achieving the desired objectives. Due to the direct connection with the effects of employee remuneration of his work, this should lead to greater incentives and lead to increased motivation to work. However, empirical research has shown many problems with this strategy pay. The most important of these include: insufficient impact on motivation and the difficulties associated with design, the current administration and the rising costs of salaries of such systems [Pocztowski, 2003, pages 365-367].
These three basic strategies based on key principles that influence the shaping of the organization wages, they are: the nature and effects of work done and the necessary competencies to achieve results. Due to the fact that all seem to be needed to achieve the desired result of wages, was a strategy that connects all of these features. This strategy is to pay according to the contribution to the organization. The basic of its features are: wide variety, flexibility and the ability to salary adjustment to achieve the goals of the organization, team and individual goals. It takes into account not only results but also the ways leading to the attainment of these objectives. This approach also relies on the breakdown of salary for each of its elements, thus leading to the treatment of basic salary as the main but not the only component of a wide range of components of remuneration. This approach is a result of improvement of other reward strategies [Pocztowski, 2003, p. 369].
As you can see, each of these approaches has its advantages and disadvantages, none are perfect. According to Myrna Hellerman and James Kochanski fits all "approach, " one-size-fits-all " gives great benefits in terms of salary administration within the company, but also transmit a negative message," Individual values \u200b\u200bhere do not count, at least not for the count us enough to put the effort in the individual rewards for success having an impact on the overall condition of the organization "[ed Lance A. Berger, 2008, p. 85]. For this reason, it is worth to be thought through basic salary and adapted to the worker.
[ Pocztowski, A. (2003). Managing Human Zaswobami. Warsaw: Polish Economic Publishing ]
[ Lance A. Berger, DR (2008). The Compensation Handbook. USA: McGraw-Hill Companies ]
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