工资制度中英文对照外文翻译文献Word文档格式.docx

工资制度中英文对照外文翻译文献Word文档格式.docx

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ProblemsofinternalpaystructuringhavealwaysbeenofkeeninteresttobothmanagersandstudentsofBritishindustry.Inrecentyearshoweverthesettingofrationalandfairpaydifferentialshastakenonaparticularsignificance.Oursocialandmanagerialattitudestocriteriaforrewardarechangingfast.Thewholequestionofpayrelativitiesisnowseentobecentraltotheestablishmentofajustindustrialsociety.Withinindividualfirmsmanagersandemployeesarequestioningthetraditionalapproachestoworkstructuringandwagepayment.Thereisadistinctmovefrombothsidesofindustrytowardsagreaterdegreeofemployeeconsultationandparticipationintherunningofthefirm.Thistrendhasbroughtwithitfreshapproachestotheanalysisofworkandthedeterminationofequitablewageandsalarydifferentials.

AgreatmanyBritishcompanieshavealreadyappliedthemselvestosolvingthedynamicproblemsofworkanalysisandreward.Themajorityareprobablyonlynowdecidinghowbesttoapproachthesesameproblems.Itisfairtosaythatagreatdealofconfusionandevencontroversysurroundstheissuesinvolved.Inthelastdecademanagershavebeendelugedwithnewtechniquesofpayadministration.

Allofthesetechniquesarevalidwhenappliedunderappropriateconditions.Thedilemmawhichhasfacedmanagersistoknowwhichofthetechniquesisrelevanttothesolutionoftheirparticularproblems.Therehavebeenmanysadcasesofmismatchbetweentechniqueandsituation.

Managersneedanoverallcompanystrategyforworkanalysisandpay.Theintegrationoftechniquesintoatotalpackageofwageandsalaryadministrationmustreflectthemanagementstyleemployedinthecompany,aswellasrecognizethemanyconstraintsputonmanagerialcontrol.

Manycompaniesarenowfacinguptosituationswheremanagementstylesarealteringandtechnologicalandotherinfluencesarechangingfast.Thecompanypaystrategyhastomirrorthesechangesifitistoremaineffective.

Ideallytheinternalpaymentstructureshouldreflecttheorganizationstructure（andhencethestructureofresponsibilitycarriedacrossjobhierarchy）.Howeverthereisnosingleidealstructureoforganizationandconsequentlytherecanbenosingleidealstructureofpay.Eachfirmhasarangeofneedswhicharemetorpartiallymetbythemeasurestakenbymanagement.Wecanbegintheargumentbyexaminingthemanagementstylesassociatedwiththeneedsoftheemployee/managerrelationships-theso-called'

psychologicalcontract'

.

ManagementStylesandthePsychologicalContract

Obviouslythemanagementstyleusedinfulfillingthepsychologicalcontractreflectsthewayinwhichmanagersinthecompanyexpectemployeestobehave.Somemanagerialteamsexpecttheiremployeestosimplyhavewhatisknownasa'

calculative'

involvementwiththecompany.Theyareexpectedtodowhatisrequiredbythegoal-setters（themanagementteam）andnomore.Thecontractisfulfilledbypayingsufficientwagesorsalariestomotivatetheemployeestomeetthegoalssetbythemanagers.Manysmallfamilyfirmsoperatethismanagementstyleandtherearepossiblyagreatmanylargecompaniestoo.Itisconvenienttolabelthistypeofmanagementviewoftheorganizationas'

goaloriented'

.Intheextremesuchmanagersmightperceiveonlyasinglegoal（profitratio,marketshare,etc）withoutrequiringtheemployeestohaveanyidentificationor'

moralinvolvement'

withthatgoal.Atotallydifferentconceptualmodeloftheorganizationallowsfortheachievementofawholerangeofneeds

24PersonnelReviewVol4Number4Autumn1975

bytheorganization.Managerswhoconceiveoftheircompaniesinthisfashionseetheneedforbalancingthe'

system'

ofneeds.Employees（andespeciallyother,juniormanagers）areperceivedaspeoplewhoseactionsshouldinfluencetheentireorganizationnotjusttheirowndepartmentorsubsystemof,forexample,productioncontrolorpurchasingormarketing,etc.Theviewheldhereisthatitisnogoodtohaveninetenthsofthecompany'

sneedsbeingmetandtheothertenthignored.Itisa'

systems'

approachandisamodelwhichisapparentinthemanagementphilosophyofourlargerandmoreprogressiveindustrialcompanies.

Betweenthesetwopolarmodelsoforganizationthereisobviouslyscopeformanyotherconcepts.Apluralisticmodel,forexamplewouldallowfordifferentconstituentpartsoftheorganizationtohavetheirownseparategoals.

Themodelsthatmanagersholdofmenasdistinctfromthegoalsofthecompanyaredescribedinamassiveliteratureoforganizationalpsychology.Itispossibleinthisareaalsotoestablishextreme,polarconcepts.Oneextremewouldbetheassumptionthatmanisa'

rational-economic'

animal.BecauseofthisamanagerholdingsuchaviewmightuseMcGregor'

swell-knownTheoryXapproachtohissubordinate.McGregor1pointsoutthat'

manassumptionsimplythatmanislazybynatureandismotivatedprimarilybyfinancialincentives.Theemployeeisseentoneeddirectionandcontrolsothathewillworktowardstheorganization'

sgoals.Heisseentobeunambitiousandreluctanttotakeresponsibility.TheassumptionsassociatedwithTheoryXare,ofcourse,builtintothefoundationsoftheClassicalorganizationtheories.Theemployee,inshort,isseentoreacttohisenvironment.

Themodelofmanseentobeattheoppositefromthereactive,TheoryXmanisMcGregor'

sTheoryYapproach.AssumptionsonwhichTheoryYarebasedincludethefactthatmostmendonotdislikework,theyseekachallengefromtheworkenvironmentandinfactwelcometheopportunitytoachievea'

moral'

involvementwiththeorganization.Underappropriateconditionstheemployee,saysTheoryY,willseekoutresponsibilityandiscapableofimagination,ingenuityandcreativity.

Therehavebeenseveralattemptstoclassifythevariousmodelsofmanandorganization,anotableexamplebeingthetypologydevelopedbyEtzioni2.Forthepurposeofthispresentdiscussion,however,thesimplemodelconstructedbyLimerick3toshowthetypeofmanagementstyleimpliedbymanagement'

sassumptionsaboutmenandorganizationseemsappropriate.ThemodeltakestheformofthematrixshowninFigure1below:

ReactiveMan

Self-ActiveMan

Goal

Organization

Authoritarian

Management

Consultative

System

Paternalistic

Participative

Figure1TheLimerickMatrixofManagementStyles

ThematrixsuggeststhatifmanagementholdsTheoryX（reactiveman）assumptionsandseestheorganizationasbeingsinglegoalorientated,thestyleimpliedisauthoritarian.Attheotherextreme,shouldtheassumptionsbeofTheoryYnatureandtheorganizationbeseenassystemsorientated,themodelimpliesthatthestrategyisparticipative.Itmustbeborneinmind,ofcourse,thatthisclassificationrepresentspuretypesoforganizationwhichprobablydonotexistassuchinpractice.Itismeanttobearelativemodelwhichshowsonlytheextremeassumptionsandimpliedstrategies.Itis,however,veryimportanttobeabletoputtheproblemof

differingstylesintosomeperspective.

EquitablePayment

Thefourstylesofmanagementproposedinthemodelcanbeconsideredwithspecialreferencetoproblemsofequitablepayment.AuthoritarianmanagementistypifiedbytheproposalsoftheClassicalmanagementtheorists（egFayol,Urwick,Gulick）.Theorganizationismanagedalongtheuniversalprinciplesofplanning,organizing,motivatingandcontrollingandthestructureispyramidalwithgreatemphasisonlineauthority.Thereisrigidspecializationanddepartmentalization.Participationbynon-managementinmeetingtheorganization'

sgoalisseverelyrestricted.

Inpaternalisticmanagementthesystemsneedsoftheorganizationmustbemetbythoseemployeeswhoarenotseentobereactive.Thus,forexample,somelarge,sophisticatedindustrialorganizationstypicallyperceivethemselvestohave'

ofneeds,thenon-managersandevenjuniormanagementareseenasreactivewhiletheseniormanagementteamisoftenassumedtoconsistofself-activemen.Heretheseniormanagersassumethattheyhavetomeettheirsubordinates'

needsforthem;

saybyprovidingpreferentialpensionschemesandwelfarebenefitsandcheapcanteens,sometimeswithlittleconsultationwiththeemployeesinvolved.Apaternalisticorganizationisalsotypifiedbyapyramidalstructureandanemphasisonlineauthority.Paternalismisimprovedovertheauthoritarianstrategyinthatemployeesareoftenallowedtopresentalternativesforactioninnon-taskactivities.ManyBritishconcernsarerunonclearlypaternalisticlines.Thereareseveralwell-known,largeorganizations（typicallythemajoremployersintheirrespectivecommunities）whichadopta'

cradletograve'

protectiveattitudetotheiremployees.Inthepastsuchfirmstendedtodiscoura