- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Text 16 Paying for Performance
How much and how employees are compensated for their performance obviously has some influence on their motivation and effort, but the issue of how much pay motivates may cause problems for managers seeking ways to enhance motivation. Maslow and Herzberg show that pay (money) enables an employee to satisfy his or her basic needs. While Herzberg sees money as maintenance factor that does not necessarily motivate an employee to perform at higher levels, his theory indicates that low or inadequate pay may result in dissatisfied, unmotivated employees. Equity theory suggests that employees must be paid at least fairly, that they need to perceive that they are earning what their efforts are worth.
With this in mind, managers can create pay plans that motivate if they (1) show employees that good performance leads to high levels of pay, (2) minimize any negative consequences of good performance, and (3) create conditions that provide desired rewards other than pay for good performance. So-called merit pay, which rewards employees according to their performance contributions, is a natural product of expectancy and reinforcement theories because it links pay increases to work performance. IBM has developed a program whereby 60 percent of employees' compensation relates to the profitability of an order and 40 percent is based on customer satisfaction determined by customer surveys. IBM is tying pay to performance and customer satisfaction - two of its goals.
Companies today are increasingly striving to relate pay to performance. For example, a Quaker Oats plant in Lawrence, Kansas, has developed a compensation plan that ties employees' pay rises to the plant's performance. The company determines the extent to which the plant has achieved its objectives and it groups company performance goals such as financial, safety, quality, sanitation, and division performance so employees can see the impact of their efforts. The plan promotes greater communication and participation among employees as well as the perception of equity between pay and organizational performance.
"Competition cannot continue to rely on traditional job-based pay, job evaluation systems, and individual performance criteria," says Dick Dauphinais, founder of Strategic Compensation Partners. Non-cash incentives include merchandise, travel, recognition, and status. Such incentives endure longer for employees through the creation of a memory or ongoing benefit (a Hawaiian vacation or wide-screen TV, for example). Non-cash rewards can be related to the goal; for example, if an employee is the top salesperson in a region, a new luxury car would reinforce the sales contribution to the organization.
Which of these statements expresses the main idea of the text?
How much and how employees are compensated for their performance has some influence on their motivation and effort.
So-called merit pay, which rewards employees according to their performance contributions, is a natural product of expectancy and reinforcement theories.
Companies today are increasingly striving to relate pay to performance.
In addition to traditional job-based pay and job evaluation systems, competition also depends on non-cash rewards related to the organizational goal.
2. Find in the text English equivalents of these words and phrases.
1. виконання, робота |
20. окрім |
39. санітарія |
|
21. плата згідно із заслугами |
40. відділ |
|
22. відповідно |
41. вплив |
|
23. внесок у виконання |
42. сприяти, допомагати |
|
24. очікування |
43. відчуття справедливості |
|
25. підкріплення |
44. конкуренція |
|
26. з'єднувати, зв'язувати (2) |
45. покладатися на |
|
27. за допомогою чого |
46. негрошові стимули |
|
28. відноситися, мати відношення |
47. товари |
10.мати наслідком |
29..вигідність замовлення |
48. визнання |
11.справедливість |
30..задоволення замовника |
49. тривати; продовжуватися |
12.справедливо |
31. намагатися |
50. спогад |
13.відчувати; почувати |
32. установлювати зв'язок (чогось із чимось) |
51. тривалий зиск; користь |
14.заробляти |
33..збільшення зарплати |
52. відпустка на Гавайях |
15.пам’ятаючи про це |
34. ступінь, рівень |
53. головний продавець |
16.створювати, розробляти |
35. цілі (2) |
54..розкішний автомобіль |
17. приводити до |
36. групувати |
55. посилювати; підкріплювати |
18. негативний наслідок |
37. безпека |
56. роль продажу |
19..надавати винагороду |
38. якість |
|
Are these statements true or false? Correct the false ones.
Herzberg’s theory shows that insufficient pay may lead to employees’ disappointment and apathy.
According to equity theory, employees need to perceive that their efforts are paid adequately.
Managers should ignore any negative effects of good performance.
Customer satisfaction cannot be a factor that influences employees' compensation.
Employees' pay rises are by no means connected with organizational performance.
As a rule, non-cash motivation has a short effect on employees.
4. Answer the questions.
What pay-related issue may cause problems for managers seeking ways to enhance employees’ motivation?
How does money influence an employee’s motivation according to Maslow and Herzberg?
Does Herzberg’s theory suggest that money unquestionably motivates an employee to perform at higher levels?
In what way did IBM tie employees’ compensation to its goals?
In what ways does the Quaker Oats plant in Lawrence, Kansas, accomplish its compensation plan?
Can you give any examples of non-cash incentives?
5. Write a summary of the text.