1、Chapter 7Pay-for-Performance PlansChapter TopicsWhat Is a Pay-for-performance Plan?Short Term Pay-for-performance PlansGroup Incentive PlansLong-term IncentivesPay for performance plans signal that pay will vary with some measure of individual, team, or organizational performanceWhat Is Pay-for-Perf

2、ormance?Relative TheoriesMotivation Theories (cont)Motivation Theories (cont)Use of DifferentVariable-Pay-Plan TypesBase vs. Variable PaySpecific Pay-for-Performance Plans: Short Term Merit Pay Lump-Sum Bonuses Individual Spot Awards Individual Incentive PlansMerit Pay績效加薪將根本薪酬的增加與員工的績效評價聯系在一起。表達了對已

3、發生的工作行為或已取得的績效成果的認可和獎勵。增加的薪酬直接加到根本薪酬中，每一次加薪后根本薪酬都獲得增長。下一次加薪是在已經增加的根本薪酬的根底上進行的。具有很強的累加性。績效加薪的例子連續兩年內考核結果累計一“優一“良或以上者，以及連續三年考核結果為“良者，工資等級在本職系本職系內晉升一級。當年考核結果為“不合格或連續兩年考核結果為“根本合格的員工工資等級下調一級，對于連續兩年考核結果為“不合格的員工或連續三年考核結果為“根本合格的員工進行待崗處理 績效加薪中的幾個重點加薪的幅度：企業支付能力根本薪酬水平績效水平等級加薪的時間：時間一般與考核周期相關。通常是一年一次加薪的方式：以績效為根底

4、。以績效和薪酬水平為根底考慮時間因素Merit PayA merit pay system links increases in base pay to how highly employees are rated on a subjective performance evaluationIssuesExpensiveDoesnt achieve the desired goal: improving employee and corporate performanceManaging Merit PayImprove accuracy of performance ratingsAlloc

5、ate enough money to truly reward performanceMake sure size of merit increase differentiates across performance levels與績效考核結果聯系不改變工資基數可在一定程度上克服積累性績效加薪帶來的本錢增加問題。Lump-Sum Bonuses一次性獎金加薪幅度（%）一次性獎金績效加薪2005年度某員工基本工資額為3000元2005年底加薪4%30004%1203000+120312030004%1203000+12031202006年底基本工資300031202006年底加薪5%3000

6、5%1503000+150315031205%1563120底基本工資300032762006年底加薪6%30006%1803000+180318032766%1973276+19734732007年底基本工資30003473基本工資增幅（3000-3000）3000100%0（3473-3000）3000100%12.4%Relative Cost ComparisonsLump-Sum BonusesIncreasingly used substitute for merit payNot built into base payViewed as less of

7、an entitlement than merit payLess expensive than merit pay over the long runCustomer Service Bonus Scheme 發放依據是績效考核結果數額通常以根本薪酬為根底確定具有較大的靈活性，不易產生薪酬本錢壓力Alternatives:月度或季度獎金實例季度績效工資 = 季度標準績效工資 * 季度考核系數 其中，標準績效工資為員工崗位工資的40% 季度考核系數定義如下： 考核結果 優 良 中 基本合格 不合格 季度考核系數 13 11 1 08 04 是針對個人特別突出的業績進行的獎勵具有極強的針對性和靈

8、活性可以突破一些根本獎勵制度在支付額度、支付周期及支付對象上的局限。Individual Spot Awards(個人特別奉獻獎Individual Spot AwardsViewed as highly or moderately effectiveTypically awarded for exceptional performanceSpecial projectsExceptional performance是用來鼓勵員工為實現其績效目標而運用的一種獎金支付方式要明確績效標準的導向性，結果導向還是行為導向績效水平標準必須是員工努力后能到達的選擇適宜的方式方法Individual Inc

9、entive PlansIndividual Incentive PlansOffer a promise of pay for some objective, pre-established level of performanceCommon feature - An established standard against which employee performance is compared to determine magnitude of incentive payIndividual Incentive PlansIndividual Incentive Plans: Ty

10、pesDimension on which incentive systems vary Method of rate determinationSpecified relationship between production level and wagesA Straight Piece Rate PlanA Straight Piece Rate Plan計件工資產量標準50單位每小時工資保底額20元/小時激勵工資率2元/小時產量標準支付獎金量單位時間工資總量50單位或低于500元/小時20元/小時60單位/小時（6050）220元/小時20+2040元/小時70單位/小時（7050）2

11、40元/小時20+4060元/小時差異計件工資與多重計件工資例如計件產量標準：10單位/小時工資率層次標準產量（單位/小時）泰勒差別計件工資率（元/單位）泰勒差別計件工資（元/單位）梅里克計件工資率梅里克計件工資70.5一層3.50.5一層3.580.540.5490.54.50.6二層5.4100.550.66110.7二層7.70.7三層7.712及以上同11單位/小時標準標準小時工資以完成單位產量所消耗的時間為績效標準技術熟練的員工可以享受閑暇或繼續提高生產率以獲得更高獎勵。海爾塞50/50計件工資方案員工與雇主平均分攤本錢節約甘特計件工資方案完成工作的時間被設成需要非常努力才能到達的水

12、平。不能在高工時標準下完成工作的員工會得到預先定好的保障工資，到達或超過的，會獲得120%的工資率。Advantages ofIndividualized Incentive PlansSubstantial contribution to:Productivity raiseLower production costsWorkers earningsReduces direct supervision to maintain reasonable output levelsEnables labor costs to be estimated more accurately than und

13、er payment by timeHelps costing and budgetary controlConflicts may emerge between employees managersIntroduction of new technology may be resisted by employees Reduced willingness of employees to suggest new production methods Increased complaints of poor maintenance, hindering employee efforts to e

14、arn larger incentivesDisadvantages ofIndividualized Incentive PlansIncreased turnover among new employees discouraged by the unwillingness of experienced workers to cooperate in on-the-job trainingElevated levels of mistrust between workers and managementDisadvantages ofIndividualized Incentive Plan

15、s (cont.)是針對員工某種具體的優良行為進行獎勵的方式。一般用于鼓勵良好的出勤率或平安記錄。缺勤天數獎金0天250元1天200元2天100元3天50元4天無全年無缺勤：全勤獎1000元行為鼓勵方案Types of Group Incentive PlansTeam-based IncentivesGain-Sharing PlansProfit-Sharing PlansEarnings-at-Risk PlansGroup Incentive Plans Improve organizational performance Use organizational measures Mea

16、sured periodically適用于規模小的工作群體。每個成員只有在班組或團隊完成目標后才能獲得個人獎勵。三種分配方式：平均分配、根據組員對班組績效奉獻的大小分配、根據組員根本工資占全體成員根本工資總數的比例分配。Team Incentives(班組或小團隊獎勵方案是通過提供給員工參與企業收益分享的權力來進行團隊鼓勵的一類分配方式的總稱。分配的是由于本錢節省、生產率提高、質量提高或員工提出具有建設性的意見而帶來的收益。Gain-Sharing Plans(收益分享方案Gain-Sharing PlansEmployees earn bonuses tied to unit-wide pe

17、rformance as measured by a predetermined, gain sharing formulaGain-Sharing Plans分配的依據是群體績效，不是個人績效。分配方式是每個員工根本薪酬的一個比例或平均發放。不是分享利潤，而是分享“節約的錢或員工參與提出建設性意見而帶來的收益。與績效考核結合，支付周期短通常采用現付的方式Key Elements in Designinga Gain-Sharing PlanStrength of reinforcementProductivity standardsSharing the gainsScope of the

18、formulaPerceived fairness of the formulaEase of administrationProduction variabilityTypes of Gain-Sharing PlansScanlon PlanDesigned to lower labor costs without lowering level of a firms activityIncentives are derived as a function of ratio between labor costs and sales value of production (SVOP)SVO

19、P includes sales revenue and value of goods in inventoryExamples of a Scanlon PlanTypes of Gain-Sharing PlansRucker PlanRatio is calculated that value-added of production required for each dollar of total wage bill. Implementation of Scanlon/Rucker PlansTwo major components are vital to implementati

20、on and successProductivity normEffective worker committeesTypes of Gain-Sharing Plans (cont.)Improshare (Improved productivity through sharing)Standard is developed that identifies expected hours required to produce an acceptable level of outputAny savings arising from production of agreed-upon outp

21、ut in fewer than expected hours is shared by firm and workersThree Gain-Sharing Formulas當公司到達利潤目標時，將一局部利潤作為獎金分配給員工。一般是針對公司的全體員工。有兩種形式：現金現付制和延期支付制計算利潤分享額時有三種方式：固定比例法、比例遞增法、利潤界限法。Profit-Sharing PlansProfit-Sharing PlansPredetermined index of profitabilityEmployees may not feel their jobs directly impa

22、ct profitsThe trend in recent variable-pay design is to combine the best of gain-sharing and profit-sharing plansThe plan must be self fundingAlong with having the financial incentive, employees feel they have a measure of controlEarnings-at-Risk PlansSuccess sharing planEmployee base pay is constan

23、tVariable pay increases in successful years No reduction in base pay and no variable pay in poorly-performing yearsRisk sharing planEmployee base pay variesBase pay often reduced in poor performance yearsShifts part of risk of doing business from company to employeeBalanced Scorecard ApproachUses a

24、constellation of measuresPinpoints areas of successIndicates areas to improveCategories of measuresFinancial resultsProcess improvementsCustomer serviceInnovationA Sampling of Performance MeasuresBalanced Scorecard Approach (cont.)Forces discussions about priorities among different measuresOutcome O

25、bjectives with different weights in terms of importanceThe Choice Between Individual and Group PlansGroup Incentive Plans:Advantages and DisadvantagesExample of Group Incentive Plan - GE Information SystemsA team-based incentive with links to individual payoutsTeam and individual performance goals a

26、re setIf team hits its goals, team members earn their incentive only if they also hit their individual goalsTeam incentive is 12% to 15% of monthly base payExample of Group Incentive Plan - Corning GlassA gain-sharing program (goal sharing) where 75% of payout is based on unit objectives such as:Qua

27、lity measuresCustomer satisfaction measuresProduction targetsRemainder is based on Cornings return on equity (ROE)Example of GroupIncentive Plan - 3-MOperates with an earnings-at-risk planBase pay fixed at 80% of marketEmployees have a set of objectives to meet for pay to move to 100% of marketAddit

28、ionally, there is a modest profit sharing componentExample of GroupIncentive Plan - SaturnEarnings-at-risk plan where base pay is 93% of market levelEmployees meet individual objectives to capture at-risk componentAll team members must meet objectives for any to get at-risk moneyA profit sharing com

29、ponent is based on corporate profitsExample of GroupIncentive Plan - Du Pont FibersEarnings-at-risk where employees receive reduced pay increases over 5 years, resulting in 6% lower base payIf department meets annual profit goal, employees collect all 6 percentVariable payout ranges from 0 (reach le

30、ss than 80% of goal) to 12% (150% of goal)Group Incentive Plans: SummaryAll incentive plans can be described by common featuresThe size of the group that participates in the planThe standard against which performance is comparedThe payout schedule是指以超過一年的時間為考核、支付周期的、對既定績效目標的達成提供獎勵的方案。有利于吸引、保存和鼓勵高績效的

31、員工。主要形式有：現股方案、期股方案和期權方案Long-term Incentive PlansLong-term Incentive PlansLong-term incentives (LTIs) focus on performance beyond the one-year time line used as the cutoff for short-term incentive plansRecent explosive growth in long term plans is spurred in part by a desire to motivate longer-term v

32、alue creationTypical Long-Term Incentive PlansEmployee Stock Ownership Plans (ESOPs)Broad-Based Option Plans (BBOPs)Employee Stock Ownership Plans (ESOPs) 員工持股方案公司把一局部股票或者是可以購置同量股票的現金交給一個信托委員會其作用就是為雇員購置一定數額的企業股票，這個數額通常依據雇員個人年報酬總量的一定比例來確定，一般不超過15%。信托委員會把股票存入雇員的個人賬戶，在雇員退休或不再工作已經工作了很長時間，積累了足夠多的股票時再發給他們

33、。Broad-Based Option Plans (BBOPs)股票分享方案指公司在特定時間內直接給員工授予公司的股票，對員工進行鼓勵。股票授予的覆蓋范圍不同：星巴克和微軟針對所有員工；柯達只有非管理類員工的業績很突出者才能得到。股票套現時間安排不同，有長期、短期和立即套現。鼓勵方式Stock股票：代表公司財產價值的憑證Stock Shares(股份：把股本劃分成的價值相等的份額Stock Options股權：員工按一定價格購置公司股票的權利主要模式持股方案限制性股票延期支付股票增值權虛擬股票股票期權持股方案指讓鼓勵對象持有一定數量的本公司的股票，這些股票是公司無償贈與鼓勵對象的、或者是公司

34、補貼鼓勵對象購置的、或者是鼓勵對象自行出資購置的。鼓勵對象在股票升值時可以受益。在股票貶值時鼓勵對象受到損失，如果是鼓勵對象自行出資購置股票，那么損失表現為自有資金損失，如果是公司無償贈與或補貼購置股票，那么損失表現為既得利益下降。持股方案的鼓勵效果也受資本市場有效性的影響。 限制性股票(Restrict Stock)公司為了實現某一個特定目標，無償將一定數量的限制性股票贈與或以較低價格售與鼓勵對象，股票的拋售受到限制，只有當鼓勵對象完成預定目標后例如股價到達某一水平，鼓勵對象才可拋售限制性股票并從中獲益。在預定目標沒有實現的情況下，公司有權將免費贈與的限制性股票收回或以鼓勵對象購置時的價格回購限制性股票。 延期支付指公司為鼓勵對象設計一攬子薪酬收入方案，一攬子薪酬收入中有一局部屬于股權鼓勵收入，股權鼓勵收入不在當年發放，而是按公司股票公平市價折算成股票數量，在一定期限后或鼓勵對象退休時，以公司股票形式或根據屆時股票市值以現金方式支付給鼓勵對象。為了使既得的股權鼓勵收入進