管理风格和公平的工资度(绩效与薪酬).doc

Management Style and FairPayment Tom Husband Professor of Manufacturing Organizations, Loughborough University of Technology Abstract This article discusses the relationship between management style within a firm and the procedures used to determine internal wage and salary differentials. At a time when management styles are apparently becoming less authoritarian and paternalistic in favour of greater worker participation there is obviously a danger of firms using payment techniques which are inappropriate to the current management/worker relationship. Some simple models of workers and organization are used to identify four broad styles of management. These styles are then related to the job evaluation and performance rating techniques in common use in British industry today. Some general conclusions are drawn concerning future trends in payment to suit management style. 本文主要涉及了一个公司的管理风格和确定内部工资差距使用的程序之间的关系。有时，当管理制度明显非专制化，且更倾向于员工参与时，公司目前使用的对日常管理(人员)的不恰当的支付关系将带给公司极大的危机。有时我们会采用一些简单的员工和管理人员的关系模式来鉴定四种大概的管理风格。今天，在英国的工业生产中，这些风格常被使用于日常的职业评估和绩效评价。对于未来的工资和管理风格关系的走向我得出了一些结论。 Introduction Problems of internal pay structuring have always been of keen interest to both managers and students of British industry. In recent years however the setting of rational and fair pay differentials has taken on a particular significance. Our social and managerial attitudes to criteria for reward are changing fast. The whole question of pay relativities is now seen to be central to the establishment of a just industrial society. Within individual firms managers and employees are questioning the traditional approaches to work structuring and wage payment. There is a distinct move from both sides of industry towards a greater degree of employee consultation and participation in the running of the firm. This trend has brought with it fresh approaches to the analysis of work and the determination of equitable wage and salary differentials. 英国工业企业内部的薪酬结构问题长久以来一直是相关管理人员和大量学生兴趣的所在。近年来，设置公平合理的内部薪酬差距管理制度