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Wybrane zagadnienia projektowania systemu motywacyjnego w przedsiębiorstwie produkcyjnym

100%

Baron-Puda M.

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tom Vol. 10, nr 2

14-21

EN

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.

2

Financial and non-financial aspects of motivating employees through job re-design

100%

Baron-Puda M.

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2014

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tom Vol. 17, nr 1

14--19

EN

In many enterprises the re-designed work organization is common in use. Job enlargement, job rotation and job enrichment are examples of non-financial ways of motivating people towards better performance. Motivating is here based on modifying or changing the content of the job in order to give employees more satisfaction with their work. Particularly, job enrichment increases the depth of a job and al-lows job-holders to have more autonomy and more control over their work. In consequence, it gives workers the opportunity to satisfy some of the higher needs as identified by Maslow’s and Herzberg’s theories. Re-designed jobs need higher competencies that is why employees with additional tasks and functions expect higher level of salary. It is important from the viewpoint of maintaining the proper and close relationship between payment and job’s requirements. Impact of changes in job con-tent on job’s position in job grade structure resulting from job evaluation, and subsequently, on payment level is presented in this paper.

PL

W wielu przedsiębiorstwach funkcjonują takie formy organizacji pracy jak rozszerzanie, rotacja czy wzbogacanie pracy. Właściwie zaprojektowane i wdrożone mogą przyczynić się nie tylko do minimalizowania negatywnych skutków monotonii pracy, ale przede wszystkim być .źródłem wewnętrznej motywacji pracowników, zwłaszcza dotyczy to wzbogacania pracy, które pozwala na zaspokojenie potrzeb usytuowanych na wyższych poziomach w hierarchii potrzeb Maslow’a oraz w teorii Herzberg’a. Choć wynagrodzenie, w świetle teorii Herzberg’a, nie stanowi czynnika motywacyjnego, należy jednak do czynników higieny. Zatem należy stwierdzić, iż racjonalne i obiektywne różnicowanie stawek płac to podstawa budowy systemów motywacyjnych, gdyż bez właściwie zaprojektowanego systemu różnicowania wynagrodzeń inne formy motywowania pozafinansowego mogą nie spełnić swojej roli, gdyż wciąż będzie istniało niezadowolenie pracowników. W niniejszym artykule zasygnalizowano wpływ zmian w treści pracy na wynik wartościowania pracy i pozycję stanowiska w taryfikatorze zaszeregowania stanowisk, który jest w dalszej kolejności podstawą różnicowania stawek płac zasadniczych.

3

Simulation of human resources allocation in scheduling processes

63%

Baron-Puda M. , Mleczko J.

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tom Vol. 4, no 2

1--16

EN

In the manufacturing planning process one of the main question is how many and what kind of employees we need to complete successfully orders and jobs. The best use of human resources at the shop floor level is one of the key issues. The problem is complex especially in unit and small batch production systems, where the changes in production program and production profile are much more frequent than in large batch and mass production ones, so it needs the computer support. This paper is focused on human resources planning at operational level, which deals with day-to-day work. The paper shows how different methods of scheduling influence human resource requirements.