文档介绍：本科毕业论文(设计)
外文翻译
外文题目 Spiritual Motivation in Managent-A guide
to team incentive systems
外文出处 University of Novi Sad ,2002(101):P77-87
外文作者 Alpar Osoncz
原文:
Spiritual Motivation in Management -A guide to
team incentive systems
Alpar Osoncz
Are you confused about team incentive systems, either wondering if anization should implement of and, if so, how it should be designed? If anization uses teams, compensation experts would argue that to the extent anization desires optimal performance, some form of team incentive system is required. A team incentive system sends a message to employees that their team’s output and performance is valued by anization. If team performance is not rewarded, such performance is not likely to be optimal.
After analyzing the characteristics of team incentive practices, we have concluded that seven major categories of team incentive systems exist. The seven categories are: 1) team gainsharing/profit-sharing, 2) team goal-based incentive systems, 3) team discretionary bonus systems, 4) team skill incentive systems, 5) team member skill incentive systems, 6) team member goal incentive systems, and 7) team member merit incentive systems.
System I: team gainsharing/profit-sharing
In the case of team profit-sharing and gainsharing systems, team incentives are tied anizational es (., organizational profit, organizational
productivity, customer satisfaction, and so on). Specifically, in team profitsharing systems, anizational e evaluated is financial in nature; that is, teams are rewarded when anization makes a certain amount of profit. In these systems, cash rewards are generally shared equally among all of the various teams in anization.
Unlike profit-sharing, gainsharing systems distribute incentives as a function of non-anizational es, such as improvements in quality, productivity, and customer satisfaction. At Du Pont, for example, all teams receive bonuses when pa
ny experiences at least a 4 percent increase in produc