Salary is moving to increase the motivation of employees to the organization able to achieve appropriate goals. Along with pay at the core of essential material remuneration.
To enable the best communication value it brings, the objectives of the organization should be open to public accessible, properly formulated, in an understandable manner for all that they may become targets of individual workers. It is important that the employee was aware of how he achieved individual goals are translated into the organization's objectives and what is the relationship between achieved goals and accorded due consideration to the mobile.
It is essential that clear and frequent communication principles of remuneration, it is necessary to understand the employee, as its action affects the achievement of the objectives for which they are paid allowances. If the employee does not understand the allowance system, it is not able to link their work with the profits that it can generate for him, thereby losing the motivation to perform the task. Another aspect of understanding the task is to identify the objectives of the employer's own objectives [ed Lance A. Berger, 2008, pages 213-214].
Here it is worth mentioning the difference between profit sharing and reward for individual achievement. They differ from each other, and their operation should be used in appropriate cases. With the sharing of profits, the employer shall take into account the achievements of the whole team or even an organization. Rewarded in this way to cooperate and operate effectively within a group of people. In this case, teamwork is enhanced because the rewards for the final product, in which contribution was the construction of a large number of people. Individual award is to appreciate the merits of the unit where the employee sees a direct impact on their work done by the task. The team of employees in an organization can be likened to an orchestra, where several soloists' playing first fiddle ", earning the biggest ovation, but the final result is influenced by the orchestra, its merits can not be underestimated. Skillful manipulation between these additives is very important [Tropman, 2001, p. 102].
In E. Lawler 'a system of incentives in the form of prizes, may have a greater impact on motivation than the value that results from the additive itself, with the employee. This can be explained by the fact that the system add-ons based on goals achieved, the employee has direct control over the received additions. What's more it is appreciated as an individual, showing him the recognition that people have an employer [Lawler, Pay and Organization Development, 1981, p. 24].
is also worth remembering that moving salary is only an addition, therefore, not should become the basis for remuneration. Roughly speaking, the average employee in the company structure is as follows:
- about 20% percent is the best workers, which employers should be most dependent
- 60% of average workers who would have been worth at
- bottom 20% are workers, which should not be so dependent employer.
In high share of wages in the overall mobile pay, the best 20% of workers receive the most add-ons, distancing themselves from the rest of the earnings. That they get the best deals, they have the greatest potential. Such action may act destructively for the rest of the crew and lead to increased employee turnover in your organization. Therefore, consideration should be moving bonus, over which can be managed by introducing order into the system of remuneration [Tropman, 2001, pages 108-110] .
For the recent suggestions of moving salary, you should maintain the greatest possible simplicity of their administration, by minimizing the number of processes related to the remuneration zawiadywaniem. This facilitates the work of the employer, because of the simplicity of rules and enforcement of the tasks performed and the employee who will know exactly for what, when and how much he deserves. In adapting the awards is useful experience, observation and periodic testing of employees who can answer your questions about the adequacy of awards for his work [Tropman, 2001, pages 106-107].
[ Lance A. Berger, D. R. (2008). The Compensation Handbook. USA: McGraw-Hill Companies ]
[ Tropman, J. E. (2001). The Compensation Solution. Lexington: University of Michigan Business School Management Series]
[ Lawler, E. (1981). Pay and Organization Development. Massachusetts: Prentice Hall]
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