企业管理和工资制度外文翻译文献.docx

企业管理和工资制度外文翻译文献.docx

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企业管理和工资制度外文翻译文献

企业管理和工资制度外文翻译文献

（文档含中英文对照即英文原文和中文翻译）

原文：

ManagementStyleandFairPayment

TomHusband

Thisarticlediscussestherelationshipbetweenmanagementstylewithinafirmandtheproceduresusedtodetermineinternalwageandsalarydifferentials.Atatimewhenmanagementstylesareapparentlybecominglessauthoritarianandpaternalisticinfavourofgreaterworkerparticipationthereisobviouslyadangeroffirmsusingpaymenttechniqueswhichareinappropriatetothecurrentmanagement/workerrelationship.Somesimplemodelsofworkersandorganizationareusedtoidentifyfourbroadstylesofmanagement.ThesestylesarethenrelatedtothejobevaluationandperformanceratingtechniquesincommonuseinBritishindustrytoday.Somegeneralconclusionsaredrawnconcerningfuturetrendsinpaymenttosuitmanagementstyle.

Introduction

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'rational-economic'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

Management

System

Organization

Paternalistic

Management

Participative

Management

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'systems'ofneeds,thenon-managersandevenjuniormanagementareseenasreactivewhiletheseniormanagementteamisoftenassumedtoconsistofself-activemen.Heretheseniormanagersassumethattheyhavetomeettheirsubordinates'needsforthem;saybyprovidingpreferentialpensionschemesandwelfarebenefitsandcheapcanteens,sometimeswithlittleconsultationwiththeemployeesinvolved.Apaternalisticorganizationisalsotypifiedbyapyramidalstructureandanemphasisonlineauthority.Paternalismisimprovedovertheauthoritarianstrategyinthatemployeesareoftenallowedtopresentalternativesforactioninnon-taskactivities.ManyBritishconcernsarerunonclearlypaternalisticlines.Thereareseveralwell-known,largeorganizations（typicallythemajoremployersintheirrespectivecommunities）whichadopta'cradletograve',protectiveattitudetotheiremployees.Inthepastsuchfirmstende