提高激励机制近期目标完成水平与及时反馈的效率【外文翻译】.doc

外文翻译 原文 Enhancing Incentive Programs with Proximal Goals and Immediate Feedback Material Source: China Journal Net Author: David T. Goomas Monetary rewards, in the form of incentive pay, have been shown to maintain higher task performance rates than hourly pay because they deliver monetary rein forcers contingent on performance (Abernathy, Duffy, O’Brien, 1982; Bateman Ludwig, 2003; Honeywell-Johnson Dickinson, 1999; Honeywell-Johnson, McGee, Culig, Dickinson, 2002; Gaetani, Hoxeng, Austin, 1985). Furthermore, group incentives are often more practical than individual incentives in production or manufacturing settings because they are easier to administer to a group than to each member (Keeney, 1994). In the present study, individual monetary rewards of either $200 or $300 per month per group member were made available to employees contingent on their groups’ attaining their monthly group performance goals. However, employees and their groups were rarely reaching their monthly performance goals and earning their incentives delivered contingent on goal accomplishment. The incentive system needed to be improved because the monetary rewards were not functioning as rein forcers within the system.Incentive programs indirectly provide employees with feedback based on an area of performance important to their organization. Typically, employees are informed of their performance levels when they receive their incentive pay. When a rein forcer, in the form of incentive pay, is attained contingent upon high performance, the feedback delivered with the pay may also become a conditioned rein forcer (Sulzer-Azaroff Mayer, 1991), if it is not already functioning in that capacity. However, feedback delivered in this manner cannot also function as a discriminative stimulus for an ongoing task performance. This is because it is rarely, if ever, delivered while the employees are performing the task or set of tasks upon which their incentive pay depends (although feedba