Additional benefits are the special privileges enjoyed by employees of the organization or employees in certain positions. Richard Henderson in his book defines fringe benefits as "salary components, which provide access to a higher standard of living while minimizing the costs incurred by the employee" [Henderson, 1997, p. 529] .
As is apparent from the examples above, the benefits Additional information: do not apply to an employee's basic needs, are not used to perform the task, nor are they necessary in private life. They only represent an attractive additional factor that increases the status or make life easier for the employee. Literature describes this element of pay as little problematic [Tropman, 2001, p. 148] .
James L. Hayes says that "good fringe benefits make sense. However, if the benefits are not consistent with the mission of the organization or individual productivity, a good manager should challenge These additional benefits. Often, additional benefits are as immaterial, and therefore attempt to measure or to assign specific values \u200b\u200bto them is meaningless, " [Hayes, 1978, p. 3] . It is clear that the additional benefits should be reflected in the performance of the employee. With inadequate management of additional services, may become the duty of the employer, rather than value added. Then they cease to function as salaries and incentives, what more can lead to conflicts if they are received by the employee was wrong bądź przyznane tylko określonym jednostkom w organizacji [Hayes, 1978, str. 3] .
Inną formą świadczeń dodatkowych są opusty na produkty firmowe. Takie praktyki mają za zadanie lepsze zrozumienie oraz polubienie przez pracownika produktu, w którego produkcji bierze udział. Według Tropmana, takie działanie ma wpływ na zwiększenie produktywności pracownika. Wydaje się to być sytuacją, gdzie obie strony odnoszą korzyści, pracownik ma możliwość kupienia taniej produktów firmowych, a pracodawca zwiększa produktywność pracowników bez ponoszenia additional costs. However, not every organization produces a good fit for sale to employees, an example may be the entire military industry, where the employer does not want any respect to such weapons got into the wrong hands. This is obviously a very extreme example but it illustrates well the situation in which an organization may find itself [Tropman, 2001, p. 148] .
[ Henderson, R. (1997). Compensation Management, 7th ed. New Jersey: Prentice Hall]
[Tropman, J. E. (2001). The Compensation Solution. Lexington: University of Michigan Business School Management Series]
[ Hayes, J. L. (1978, Listopad Vol.67 Issue 11). Perks, fringes, and hard work. Management Review , strony 2-3]
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