经济管理
經濟管理
경제관리
Economic Management Journal(EMJ)
2012年
8期
89~96
,共null页
团队薪酬计划 团队计件工资制 团队预算制薪酬计划 团队竞争线性奖励计划
糰隊薪酬計劃 糰隊計件工資製 糰隊預算製薪酬計劃 糰隊競爭線性獎勵計劃
단대신수계화 단대계건공자제 단대예산제신수계화 단대경쟁선성장려계화
team compensation scheme; group piece-rate contract; team budget-based contract; teamcompetitive-linear contract
团队薪酬计划是发挥团队功效的重要制度保障,但是,关于其设计要素和模式的理论研究还很薄弱。任务互依性是团队工作的基本属性,决定了团队的薪酬互依性,并形成了团队内一次分配和二次分配两个层次。团队薪酬计划的设计包括绩效测量、绩效目标、绩效薪酬敏感性等要素。本文总结归纳了常见的分配模式,一次分配包括基于绝对绩效标准的预算制薪酬计划和基于相对绩效标准的竞赛制薪酬计划两种方式,而二次分配包括平均分配法、绝对贡献分配法和相对贡献分配法三种方式。两个层次不同分配方式的结合,会形成多样的团队薪酬计划模式,每种薪酬计划都有其适用的不同情境。
糰隊薪酬計劃是髮揮糰隊功效的重要製度保障,但是,關于其設計要素和模式的理論研究還很薄弱。任務互依性是糰隊工作的基本屬性,決定瞭糰隊的薪酬互依性,併形成瞭糰隊內一次分配和二次分配兩箇層次。糰隊薪酬計劃的設計包括績效測量、績效目標、績效薪酬敏感性等要素。本文總結歸納瞭常見的分配模式,一次分配包括基于絕對績效標準的預算製薪酬計劃和基于相對績效標準的競賽製薪酬計劃兩種方式,而二次分配包括平均分配法、絕對貢獻分配法和相對貢獻分配法三種方式。兩箇層次不同分配方式的結閤,會形成多樣的糰隊薪酬計劃模式,每種薪酬計劃都有其適用的不同情境。
단대신수계화시발휘단대공효적중요제도보장,단시,관우기설계요소화모식적이론연구환흔박약。임무호의성시단대공작적기본속성,결정료단대적신수호의성,병형성료단대내일차분배화이차분배량개층차。단대신수계화적설계포괄적효측량、적효목표、적효신수민감성등요소。본문총결귀납료상견적분배모식,일차분배포괄기우절대적효표준적예산제신수계화화기우상대적효표준적경새제신수계화량충방식,이이차분배포괄평균분배법、절대공헌분배법화상대공헌분배법삼충방식。량개층차불동분배방식적결합,회형성다양적단대신수계화모식,매충신수계화도유기괄용적불동정경。
Almost all organizations employ workgroups or teams. With the increasing emphasis on team-based work, team compensation scheme is an important institutional guarantee for the smooth operation of the team. Researchers have documented a growing interest in group-based compensation, or "pay systems in which group members pay is at least partially contingent on measurable group performance". Substantial field evidence exists for the relationship between group incentives andgroup performance. Empirical evidence at the individual level shows that incentives may influence performance, in part, through their influence on goal setting. Additionally, research has shown how organizational contextual variables such as monetary incentives and self-set goal level instructions influence goal valences. Others have studied processes that mediate the relationship between group goals and group performance. However, there is little theoretical study on the design factors and modes of team compensation scheme so far. Based on the pastcompensation theories and practices, this paper considers that the design factors and modes are theoretical premises of the empirical study on the effects of different team compensation schemes. Task interdependence, as a basic characteristic of team work, determines the team compensation inter dependence, and forms two layers of distribution-primary distribution and secondary distribution within the team. The primary distribution is a process in which evaluate the whole performance of team, identify the team contribution and offer rewards to teams. The secondary distribution is to identify the contribution of individuals to team performance and distribute the bonus within the team members. The primary distribution can improve the team recognition and cohesiveness, while the secondary distribution affects directly on the work attitude of team members. The design of team compensation scheme contains several factors such as the performance measurement, performance goal and performance-compensation sensitivity. The different combination of these factors would result in different types of team compensation schemes. This paper discusses some classical models of team compensation scheme. The prinlary distribution plans include Absolute-Performance-Budget-Based Distribution Plan and Relative-Performance-Target-Based /Competitive Distribution Plan. Specifically, Absolute-Performance-Budget-Base Distribution Plan includes group piece-rate contract, group budget-fixed contract and group budget-linear contract. A group budget-fixed contract provides no re- muneration for performance below the budget and a fixed bonus for performance meeting or exceeding the budget. A group budget-linear contract provides no remuneration for performancebelow the budget, a fixed bonus once the budget is attained, plus a piece rate for production in excess of the budget. However, the Competitive Distribution Plan based on Tournament Theory is an incentive plan which is determined by relative performance. It includes 'winner-take-all' plan, competitive ranking plan and team competitive-linear contract. The secondary distribution plans includes Equal-Based, Absolute- Contribution-Based and Relative-Contribution-Based distribution plan. The first plan is often called the Equality distribution plan, while the last two are often called Equity distribution plan. The secondary distribution is to balance the relation between competition and cooperation. That is to say, it should not only assure the equality among employees, but also motivate employee to work hard. Equality distribution plan improves team cooperation, but creates ' free-riding' effect. However, Equity distribution plan promote competition within the team but at the same time hinders the cooperation among team members. The integration of these two layers of distribution plans creates variance kinds of team compensation schemes which are applicable to different situation. At the end, this paper recommends that more theoretical and empirical study on the incentive effect andspecial context of different team compensation schemes should be carried out to help improving the efficiency of compensation decisions in firms.