引导团队的激励机制外文翻译.docx

1、引导团队的激励机制外文翻译此文档为WORD版，可编辑修改引导团队的激励机制外文翻译 外文题目 A guide to team incentive systems 外文出处 Team Performance Management. Volume 51,1998 4:P23-32 外文作者 Jody R. Hoffman and Steven G. Rogelberg 原文:A guide to team incentive systems作者:Jody R. Hoffman And Steven G. RogelbergSummary:The arguments of compensation

2、experts regarding team incentive systems are clear: team incentive systems, in some form, are generally necessary to facilitate optimal team performance. Unless “teamwork” is recognized by the organization with rewards, team members will not perceive their work within teams to be valued by the organ

3、ization. Many organizations which use teams have not accepted this argument, however, believing that team incentive systems are ineffective or unnecessary. the introduction of team incentive systems in the workplace has lagged behind the introduction of teams, with surveys finding only 20 to 35% of

4、organizations which use teams have some form of team incentive system.Although many questions concerning team incentives need answering, this paper hopes to provide a starting point for researchers and practitioners alike who are interested in implementing team incentive systems or investigating way

5、s in which their effectiveness may be improved. When examining the “guidelines” regarding the effectiveness of each of the seven types of team incentive systems presented in this paper, the reader may have become aware of some emerging themes. To date, it appears that two basic factors need to be co

6、nsidered when choosing a team incentive system, namely team interdependence concerns and team type. For example, organizations with high interdependence within full-time teams should consider implementation of team goal-based or team skill incentive systems with equal reward distributions among team

7、 members. Those with low interdependence among full-time teams might consider a team discretionary bonus system with equitable distribution among team members. These are just a few examples of systems which would be effective in different situations. Using this paper as a guide, organizations can mo

8、re effectively identify and choose a team incentive system that encourages high performanceResearchers can also use the present paper as a guide for future investigations. For example, boundary conditions for the effectiveness of different team incentive systems, other than team interdependence and

9、team type factors, must be identified and examined. Additional factors which may affect the usefulness of different team incentive systems include: the composition of teams; organizational context factors; and team pressures, to name a few. Researchers may also continue to gather evidence for the ef

10、fectiveness of team incentive systems, by demonstrating the positive effects of such systems on team performance and organizational productivity. As the use of teams grows, such evidence will become increasingly important to ensure selection of an incentive system which ensures imal team performance

11、.System I: team gainsharing/profit-sharingwhen profit or gainsharing systems are instituted, it is argued that payouts should be frequent, so that the relationship between team performance and the reward is clear.An additional consideration when implementing a profit or gainsharing system concerns t

12、he reward distribution between teams. Profit-sharing and gainsharing systems with equal payouts across teams are thought to work well in highly interdependent organizations, where inter-team cooperation is important. Field research has found such systems institute perceptions that different teams sh

13、are common goals, thus improving cooperation among teams. However, when team interdependence is not a factor in organizational success, gainsharing or profit-sharing systems with equal reward distribution among teams may be less appropriate. In such cases, more competitive structures may actually im

14、prove team productivity. However, when introducing competitive team gainsharing or profitsharing structures, it is important that teams perceive such structures to be equitable; otherwise, feelings of unfairness will result.The next issue the organization must consider concerns how to distribute inc

15、entives among team members whose teams qualify for cash rewards. If team members perform similar functions, or if their tasks are highly interdependent, equality of reward distribution has been argued to be most likely to ensure optimal team performance. As the need for cooperation among team member

16、s increases, the need for equality of rewards also increases, although some recent laboratory work suggests that the beneficial effect of such team rewards on performance does not come from an increase in cooperative behavior. Organizations may be concerned, however, that distributing rewards equall

17、y among team members will encourage slacking. Research evidence does not support this contention. If, however, team member interdependence is not essential for success, or if some members of the team clearly make more important contributions than others, the team incentive system reward distribution

18、 should reflect this by being equitable. Indeed, equality of reward distribution in experimental research has been found to negligibly or negatively impact group performance when team member tasks were not highly interdependent, while equitable rewards resulted in higher performance levels. When ins

19、tituting a differential reward distribution system, however, the organization must ensure that it is possible to effectively measure the relative contributions of team members to team outcomesSystem II: team goal-based incentive systemsTeam goal-based system effectiveness is thought to be dependent

20、upon thetype of team the system targets. That is, this system is thought to be most appropriate for full-time teams, as these teams are thought to benefit most from clear, predetermined performance targets, particularly because the activities of full-time teams should be clearly specified in advance

21、. One exception occurs when such teams face ambiguous tasks in which pre-determined goals can quickly become obsolete. Additionally, these systems may be less appropriate for part-time teams when more time is spent on individual tasks, as opposed to team tasks, as such systems may send the message t

22、hat the teams work is highly valued and should be emphasized over team members individual tasks. Finally, when distributing rewards among team members, the same considerations presented in the previous section apply to these systems as well.System III: team discretionary bonus systemsLike team goal-

23、based incentive systems, it may be the case that discretionary team bonus systems are best for full-time teams, especially when a high degree of cooperation is not required between teams in an organization. However, when inter-team cooperation is necessary, such incentives may create conflict and re

24、sentment, decreasing a teams motivation to perform well. Specifically, when teams must cooperate, yet only certain teams receive rewards, those teams which do not receive such rewards may become less cooperative in the future.In the case of part-time teams, it is important that a team reward system

25、not be so enticing that it leads team duties to conflict with the team members primary responsibility, namely their individual job. Therefore, no monetary rewards should be offered to part-time teams under this system. Finally, when deciding whether to distribute rewards equally or equitably among t

26、eam members, one must keep in mind the same guidelines described earlier, namely the degree of cooperation required among team members.Systems IV and V: team and team member skill incentive systemsThe skill development encouraged by team and team member skill incentivesystems can take an enormous am

27、ount of effort and time. Thus, it has been argued that encouraging skill improvement is really only appropriate when team members will be spending substantial amounts of time within teams. In highly interdependent teams, such systems encourage members to learn each others tasks, thus facilitating hi

28、gh performance. Skill incentive systems, are most useful for full-time, permanent teams. When team members spend little time in team roles, focusing upon skill development is likely to be unnecessary and undesirable. That is, encouraging employees to develop team skills which they will rarely use is

29、 likely to be a waste of resources. Additionally, placing a focus on team skill development will take at least part of the team members focus from other aspects of their job, such as achieving non-team related skills.Systems VI and VII: team member goal-based and merit incentiveSystemsIncentives in

30、team member goal-based incentive systems may be monetaryor nonmonetary. In the case of monetary rewards, variable pay and bonuses are most common. In the case of nonmonetary incentives, achievement awards are most common. a team member merit system exists, where high performing team members earn spe

31、cial recognition dinners when they contribute in an exemplary manner to a team. Team member merit systems are also found at Boeings Corinth plant. Unlike team member goalbased systems, no definitive level of performance exists which ensures that a team member will receive an incentive. Instead, in t

32、eam member merit incentive systems, when a team member is deemed by peer or supervisor evaluation to have made an outstanding contribution to his or her teams performance, the team member is recognized with monetary or nonmonetary rewards. These rewards can take the form of salary increases, bonuses

33、, and nonmonetary rewards. Team Performance Management. Volume 51,19984:P23-32译文:引导团队的激励机制作者: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