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Wybrane zagadnienia projektowania systemu motywacyjnego w przedsiębiorstwie produkcyjnym

Baron-Puda M.

Zarządzanie Przedsiębiorstwem

2007

Vol. 10, nr 2

14-21

For the company's success the most important are employees - their competencies, skills, motivation and involvement. Personnel management is a key area in the company management. It is composed of many tasks leading to the most effective usage of humans' knowledge and skills in order to achieve company's objectives. In these activities the important role is played by the motivation system including the remuneration system based on clear, logic and fair rules. The meaning of remuneration is included in many motivation theories, especially in Maslow's human needs theory, Herzberg's two-factor theory and Adam's equity theory. For mostly employees, remuneration (or in other words: compensation, payment) is the most important element of their motivation for work. Remuneration may be determined both as a whole both as a sum of different components (including non-financial ones), which are related to different aspects of work. The design of remuneration systems in modern production enterprises requires the rational foundations for the process of basic pay rate differentiation. The basic pay is a major part of employee's compensation and that is why it essentially influences his (her) motivation and work results. To be motivating and objective the basic pay should be a determinant of all major aspects of the work, that means it should consider required knowledge and skills, responsibility level, effort put in work, material work environment etc. All those are taken into account in job evaluation process. The basic pay is usually supported by variable payment components such as bonuses or rewards, which should be implemented to the company's remuneration system in proper way. The properly designed bonus system should be concerned with results obtained by company as a whole, next with results obtained by particular departments or teams and finally with achievements of particular employees. For example if a team's results are not satisfied, the team shouldn't participate in the bonus fund sharing. The rules for individual bonus include definition of the proper bonus criteria. These criteria are related to employees rating process and should be adequate to the worker's situation. The bonus dependent on quantity of work may be used when a worker can influence on it and is usually related to productivity (work standards) degree. The bonus dependent on quality of work is designed to improve carefulness and accuracy of work as well as to minimize the amount of defective products. The bonus dependent on rational use of equipment is aimed at the optimal use of machines and plants, especially when they are very expensive. The crucial here is to use the machine's work-time in the most efficient way and to avoid failures and minimize shutdown time. This kind of bonuses may be suitable to support the TPM (Total Productive Maintenance) philosophy and practice in a company. The bonus dependent on rational use may concern also the production factors such as materials, tools, energy and others. The bonus dependent on safety of work may be an element of the company's health and safety policy. It is aimed at supporting proper behaviors at work oriented to wearing of personal protection means, following the safety procedures etc. Pay decisions should be based on systematic approach, that means they should result from developed and accepted within a company rules and procedures. It makes the company's policy clear and logical. Pay differentiation based on job evaluation as well as on defined bonus criteria enables to avoid some casual and incoherent decisions and actions.

System motywacyjny w procesie restrukturyzacji przedsiębiorstw ciepłowniczych

Adamska M.

Rynek Energii

2001

nr 3

12-16

Przedstawiono pojęcie systemu motywacyjnego i jego znaczenie w realizacji strategii przedsiębiorstwa. W związku ze zmianami w funkcjonowaniu przedsiębiorstw ciepłowniczych niezbędne są zmiany środków motywowania pracowników, zwłaszcza w zakresie motywacji płacowej. Funkcjonujące w spółkach ciepłowniczych systemy wynagradzania powinny być uproszczone i nastawione na nagradzanie najbardziej wydajnych pracowników.

This paper presents the meaning of motivating system and its place in an enterprise strategy. According to some changes in heating enterprises, it is necessary to change the way of motivation of the employees, especially in the area of payment. The new pay system should be simpler and the most effective employees should be paid better.