dissabte, 21 de gener de 2012

New Chaperr: Motivation others

Motivation is key element that it is necessary which it works in an organization, to manage people´s will, they get a goal, it is necessary motivation. In addition, motivations depend on different features related with workers environment and personal skills, education, qualifications... This is way it is important the following sequence:

Motivation - performance - outcomes - satisfaction

Motivation could be external and internal. The internal could be found on the skill performance´s workers, their knowledge or things they do better, ever so, motivation could be fueled by things that they liked to do. 

On the other hand, motivation could be foster as resolt of different management actions: discipline, when it is necessary to correct behaviors, and others tools reinforces and awards, when it is necessary to modify and move the subordinates behavior to a excellent performance. 

You could see more details here

dijous, 12 de gener de 2012

Rewards as Reinforcers a sample to apply in the new Spanish labor rules

A sampling of the creative methods firms are using to establish closer connections between individual performance and pay includes sales commissions that include follow-up customer satisfaction ratings; pay increases liked to the acquisition of new knowledge, skills, and/or demonstrated competencies; compensating managers based on their ability to mentor new group members and resolve difficult intergroups realtionships; and linking the pay of key employees to the accomplishment of new organizational goals or strategic initiatives.

In an attempt to examine the impact of one of these innovative compesation programs, a study was conducted in chich the productivity, quality, and labor costs of companies using skill-based pay were compared with comparable firms. The results indicated that firms using this type of pay plan benefited from 58% greater productivity, 16% lower labor costs per part produced, and an 82% better level of quality.

Per tant, del que es desprèn d'aquest estudis, si es vol millorar la productivitat d'una país, s'ha d'implantar dins la negociació col·lectiva incentius que forcin als empresaris a estimular una part variable del salari vinculada a l'adquisició de noves habilitats, coneixements, competències, les quals redunden en una major productivitat, disminució de costos, i millora de la qualitat i la innovació; alhora els treballadors s'han de veure motivats per aquestes incentius aconseguint majors avantatges socials i econòmiques.

Algú es pot preguntar, que s'establirà un sistema que generarà desigualtat entre els mateix treballadors, resultat en una font de conflictes; doncs, tal com es planteja en el text, el treball en grup i equip incentivant als treballadors clau, ha de significar un avenç del grup, mitjançant el learning by doing; és a dir, que els coneixements, habilitats i competències demostrats pels treballadors clau o els líders de grup, s'han de transmetre en un major repartiment dels beneficis tant pels treballadors individuals, com en col·lectiu, com per l'empresa.

En definitiva inexorablement s'ha de vincular retribució variable a productivitat en la negociació col·lectiva.