引导团队的激励机制外文翻译Word文档下载推荐.docx

引导团队的激励机制外文翻译Word文档下载推荐.docx

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P23-32外文作者JodyR.HoffmanandStevenG.Rogelberg

原文:

Aguidetoteamincentivesystems

作者:

JodyR.Hoffman

AndStevenG.Rogelberg

Summary:

Theargumentsofcompensationexpertsregardingteamincentivesystemsareclear:

teamincentivesystems,insomeform,aregenerallynecessarytofacilitateoptimalteamperformance.Unless“teamwork”isrecognizedbytheorganizationwithrewards,teammemberswillnotperceivetheirworkwithinteamstobevaluedbytheorganization.Manyorganizationswhichuseteamshavenotacceptedthisargument,however,believingthatteamincentivesystemsareineffectiveorunnecessary.theintroductionofteamincentivesystemsintheworkplacehaslaggedbehindtheintroductionofteams,withsurveysfindingonly20to35%oforganizationswhichuseteamshavesomeformofteamincentivesystem.

Althoughmanyquestionsconcerningteamincentivesneedanswering,thispaperhopestoprovideastartingpointforresearchersandpractitionersalikewhoareinterestedinimplementingteamincentivesystemsorinvestigatingwaysinwhichtheireffectivenessmaybeimproved.Whenexaminingthe“guidelines”regardingtheeffectivenessofeachoftheseventypesofteamincentivesystemspresentedinthispaper,thereadermayhavebecomeawareofsomeemergingthemes.Todate,itappearsthattwobasicfactorsneedtobeconsideredwhenchoosingateamincentivesystem,namelyteaminterdependenceconcernsandteamtype.Forexample,organizationswithhighinterdependencewithinfull-timeteamsshouldconsiderimplementationofteamgoal-basedorteamskillincentivesystemswithequalrewarddistributionsamongteammembers.Thosewithlowinterdependenceamongfull-timeteamsmightconsiderateamdiscretionarybonussystemwithequitabledistributionamongteammembers.Thesearejustafewexamplesofsystemswhichwouldbeeffectiveindifferentsituations.Usingthispaperasaguide,organizationscanmoreeffectivelyidentifyandchooseateamincentivesystemthatencourageshighperformanceResearcherscanalsousethepresentpaperasaguideforfutureinvestigations.Forexample,boundaryconditionsfortheeffectivenessofdifferentteamincentivesystems,otherthanteaminterdependenceandteamtypefactors,mustbeidentifiedandexamined.Additionalfactorswhichmayaffecttheusefulnessofdifferentteamincentivesystemsinclude:

thecompositionofteams;

organizationalcontextfactors;

andteampressures,tonameafew.Researchersmayalsocontinuetogatherevidencefortheeffectivenessofteamincentivesystems,bydemonstratingthepositiveeffectsofsuchsystemsonteamperformanceandorganizationalproductivity.Astheuseofteamsgrows,suchevidencewillbecomeincreasinglyimportanttoensureselectionofanincentivesystemwhichensuresimalteamperformance.

SystemI:

teamgainsharing/profit-sharing

whenprofitorgainsharingsystemsareinstituted,itisarguedthatpayoutsshouldbefrequent,sothattherelationshipbetweenteamperformanceandtherewardisclear.

Anadditionalconsiderationwhenimplementingaprofitorgainsharingsystemconcernstherewarddistributionbetweenteams.Profit-sharingandgainsharingsystemswithequalpayoutsacrossteamsarethoughttoworkwellinhighlyinterdependentorganizations,whereinter-teamcooperationisimportant.Fieldresearchhasfoundsuchsystemsinstituteperceptionsthatdifferentteamssharecommongoals,thusimprovingcooperationamongteams.However,whenteaminterdependenceisnotafactorinorganizationalsuccess,gainsharingorprofit-sharingsystemswithequalrewarddistributionamongteamsmaybelessappropriate.Insuchcases,morecompetitivestructuresmayactuallyimproveteamproductivity.However,whenintroducingcompetitiveteamgainsharingorprofitsharingstructures,itisimportantthatteamsperceivesuchstructurestobeequitable;

otherwise,feelingsofunfairnesswillresult.

Thenextissuetheorganizationmustconsiderconcernshowtodistributeincentivesamongteammemberswhoseteamsqualifyforcashrewards.Ifteammembersperformsimilarfunctions,oriftheirtasksarehighlyinterdependent,equalityofrewarddistributionhasbeenarguedtobemostlikelytoensureoptimalteamperformance.Astheneedforcooperationamongteammembersincreases,theneedforequalityofrewardsalsoincreases,althoughsomerecentlaboratoryworksuggeststhatthebeneficialeffectofsuchteamrewardsonperformancedoesnotcomefromanincreaseincooperativebehavior.Organizationsmaybeconcerned,however,thatdistributingrewardsequallyamongteammemberswillencourageslacking.Researchevidencedoesnotsupportthiscontention.If,however,teammemberinterdependenceisnotessentialforsuccess,orifsomemembersoftheteamclearlymakemoreimportantcontributionsthanothers,theteamincentivesystemrewarddistributionshouldreflectthisbybeingequitable.Indeed,equalityofrewarddistributioninexperimentalresearchhasbeenfoundtonegligiblyornegativelyimpactgroupperformancewhenteammembertaskswerenothighlyinterdependent,whileequitablerewardsresultedinhigherperformancelevels.Wheninstitutingadifferentialrewarddistributionsystem,however,theorganizationmustensurethatitispossibletoeffectivelymeasuretherelativecontributionsofteammemberstoteamoutcomesSystemII:

teamgoal-basedincentivesystems

Teamgoal-basedsystemeffectivenessisthoughttobedependentuponthe

typeofteamthesystemtargets.Thatis,thissystemisthoughttobemostappropriateforfull-timeteams,astheseteamsarethoughttobenefitmostfromclear,predeterminedperformancetargets,particularlybecausetheactivitiesoffull-timeteamsshouldbeclearlyspecifiedinadvance.Oneexceptionoccurswhensuchteamsfaceambiguoustasksinwhichpre-determinedgoalscanquicklybecomeobsolete.Additionally,thesesystemsmaybelessappropriateforpart-timeteamswhenmoretimeisspentonindividualtasks,asopposedtoteamtasks,assuchsystemsmaysendthemessagethattheteam’sworkishighlyvaluedandshouldbeemphasizedoverteammember’sindividualtasks.Finally,whendistributingrewardsamongteammembers,thesameconsiderationspresentedintheprevioussectionapplytothesesystemsaswell.

SystemIII:

teamdiscretionarybonussystems

Liketeamgoal-basedincentivesystems,itmaybethecasethatdiscretionaryteambonussystemsarebestforfull-timeteams,especiallywhenahighdegreeofcooperationisnotrequiredbetweenteamsinanorganization.However,wheninter-teamcooperationisnecessary,suchincentivesmaycreateconflictandresentment,decreasingateam’smotivationtoperformwell.Specifically,whenteamsmustcooperate,yetonlycertainteamsreceiverewards,thoseteamswhichdonotreceivesuchrewardsmaybecomelesscooperativeinthefuture.

Inthecaseofpart-timeteams,itisimportantthatateamrewardsystemnotbesoenticingthatitleadsteamdutiestoconflictwiththeteammember’sprimaryresponsibility,namelytheirindividualjob.Therefore,nomonetaryrewardsshouldbeofferedtopart-timeteamsunderthissystem.Finally,whendecidingwhethertodistributerewardsequallyorequitablyamongteammembers,onemustkeepinmindthesameguidelinesdescribedearlier,namelythedegreeofcooperationrequiredamongteammembers.

SystemsIVandV:

teamandteammemberskillincentivesystems

Theskilldevelopmentencouragedbyteamandteammemberskillincentive

systemscantakeanenormousamountofeffortandtime.Thus,ithasbeenarguedthatencouragingskillimprovementisreallyonlyappropriatewhenteammemberswillbespendingsubstantialamountsoftimewithinteams.Inhighlyinterdependentteams,suchsystemsencouragememberstolearneachother’stasks,thusfacilitatinghighperformance.Skillincentivesystems,aremostusefulforfull-time,permanentteams.Whenteammembersspendlittletimeinteamroles,focusinguponskilldevelopmentislikelytobeunnecessaryandundesirable.Thatis,encouragingemployeestodevelopteamskillswhichtheywillrarelyuseislikelytobeawasteofresources.Additionally,placingafocusonteamskilldevelopmentwilltakeatleastpartoftheteammember’sfocusfromotheraspectsoftheirjob,suchasachievingnon-teamrelatedskills.

SystemsVIandVII:

teammembergoal-basedandmeritincentive

Systems

Incentivesinteammembergoal-basedincentivesystemsmaybemonetary

ornonmonetary.Inthecaseofmonetaryrewards,variablepayandbonusesaremostcommon.Inthecaseofnonmonetaryincentives,achievementawardsaremostcommon.ateammembermeritsystemexists,wherehighperformingteammembersearnspecialrecognitiondinnerswhentheycontributeinanexemplarymannertoateam.TeammembermeritsystemsarealsofoundatBoeing’sCorinthplant.Unliketeammembergoalbasedsystems,nodefinitivelevelofperformanceexistswhichensuresthatateammemberwillreceiveanincentive.Instead,inteammembermeritincentivesystems,whenateammemberisdeemedbypeerorsupervisorevaluationtohavemadeanoutstandingcontributiontohisorherteam’sperformance,theteammemberisrecognizedwithmonetaryornonmonetaryrewards.Theserewardscantaketheformofsalaryincreases,bonuses,andnonmonetaryrewards.

TeamPerformanceManagement.Volume51,19984:

P23-32译文:

引导团队的激励机制

乔迪R.霍夫曼

斯蒂文G.罗格伯格

摘要:

专家门就团队激励机制补偿的争论是很清楚的:

在某种形式下,团队激励机制一般都是有必要的,它便于创造最佳团队绩效。

除非“团队精神”精神机构被公认为回报,团队中的成员将不知道他们的工作是被其他组织引导着。

许多组织中的团队并不接受这种观点,那么,对这种团队来说奖励制度就是没有效率的或者说是没有必要的。

因此,引进团队在工作场所中的奖励制度就要落后于队伍,据调查发现仅有20?

35%的组织,它们使用团