Another dose of theory will deal with one of the components of remuneration which is paid mobile . This post is aimed at systematizing knowledge and theories contained in it are not compelling, however, are the basis of knowledge of each person having contact with the remuneration of workers. For this reason I recommend it only for interested in the subject.
variable remuneration which is moving, the remuneration paid in one sum. Examples may be paid for overtime or compensation in the form of an investment fund units. Due to the fact that it is paid off, there is no assurance that such compensation occurs again, or can occur on many occasions. There are three basic forms of remuneration, mobile: related to the additional work, the sharing of profits and as a stimulus to increased productivity [Tropman, 2001, p. 82].
The first form is moving salary allowances for extra-curricular work. His job over his duties, for which he gets more than the basic salary supplement. The simplest example would be a reward for overtime. Organizations to implement different policies: some require minor sacrifices, others are forcing employees to work beyond the mandatory hours, while others are working closely observing established working hours. The advantage for employers is that employees who perform extra-curricular work, employees are internally trained and put in place on the task at hand and not temporary workers, employed only during periods of demand. [Tropman, 2001, p. 82].
second form of motion compensation is profit sharing . An employer who decide to implement such an allowance shall be guided by a simple principle: the organization has more profits, the greater will be added to the employee. The most famous of this type are added managerial options for senior staff. For a group of middle-level employees, the ability to be an interim dividend. This approach gives a sense of indirect remuneration for the development of the organization but there is no direct correlation between employee productivity, as this additive is affected by many factors. On the other hand the organization of dividing the profits with employees, may share with them the loss. In this way, in times of economic slowdown, the organization can be a very simple way of salary savings. One of the most important aspects of the sharing of profits is that employees have the opportunity to understand that the totality of the resulting product (quality, productivity) is not the result of actions of individuals, Only departments or teams playing the same team, sharing in this way between them both defeat and victory [Tropman, 2001, pages 1982-1984].
final form of motion compensation is incentive to greater productivity . This allowance is something extra, paid for the achievement or motivate a particular purpose. This involves entering into a contract between employer and employee. For example, if an employee performs a certain job or achieve a certain goal, you will be rewarded in certain ways. Such an element of motivation can have great power, since it refers to an individual. The employee has a direct effect on the performance or failure of the task, and in the straightest line tasked determines his remuneration in the future, ie, the employee is in the self-interest. This approach is one way to convince employees to maximize productivity, and hence, higher profits for the organization. As in the previously described example of Jack Welch, who had a direct impact on the growth of GE, looking for ordinary workers should also take into account how generate a profit for the organization. In analyzing the situation in the opposite way, it can be concluded that employees who reduce the effectiveness of their work and have a fixed salary, give yourself a kind of a raise, because their reduced share of the work has no impact on their pay [Tropman, 2001, pages 1984-1985].
Returning to incentives to increase motivation to work, they can be divided into two types: Short-term and long-term . Short-term aim to motivate to perform a specific job within a specified period of time, eg within a month. Because of the possibility of verifying the implementation of work, remuneration for work done should be paid to the task. Long-term incentives are designed to maintain high productivity among employees, regardless of what we have currently occupy. An example of this can be a reward for an annual or a reward for being the best employee [Tropman, 2001, pages 1986-1987].
[ Tropman, JE (2001). The Compensation Solution. Lexington: University of Michigan Business School Management Series ]
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