Incentive pay strategies in a comprehensive strategy for knowledge workers incentive
comprehensive incentive compensation strategy
Summary: knowledge workers from the definition and characteristics of
Mahantanmu servant Study models were compared that to the knowledge workers of
incentives should be built to meet their needs based on a higher level. Then explain
the concept of a comprehensive compensation strategy and content, and suitable for
the reason to motivate employees, and made the staff involved in profit-sharing,
personal growth and encouragement, specific incentive strategy, hoping to encourage
the existing internal controls has Inspiration.
Keywords: knowledge workers; comprehensive compensation strategy; incentive
1 knowledge workers
1.1 The concept of knowledge workers
"knowledge-based employees "was first used by American management theorists 彼
得 德 鲁 克 提 out, he thought the so-called knowledge workers is" those who
understand and use symbols and concepts, use of knowledge or information work. " In
fact, he was referring to a manager or executive manager. The Swiss Francis Hz is
defined as knowledge is the staff: "those who create wealth, people with brain more
than their hands, who, through their creativity, analysis, and judge, is designed for
added value products."
comprehensive analysis of this paper, based on the results of previous studies,
combined with the actual situation at present, that knowledge type staff should be the
people of this: They said orientation and career, mainly engaged in mental Er Bu Shi
material production; Tamen a certain depth of thinking and creativity; they can not
help but want to write your own opinion articles or speak out publicly.
1.2 Characteristics of Knowledge Workers
the definition of knowledge workers from starting, we found that knowledge workers
relative to the ordinary member of the following features.
(1) knowledge. They are knowledge-owners, and owners of capital as a matter of
"surplus value" obtained from the right, which changed the knowledge workers and
the traditional relationship between enterprises.
(2) independence. In general, knowledge workers tend to independence, emphasizing
self-directed work, which features performances in the workplace, working time
flexibility in the organization requirements and relaxed atmosphere.
(3) innovative. Innovation is the knowledge workers of the most important features.
(4) achievement of. Compared with the general staff, knowledge workers are more
concerned with achieving their own values, and strongly hope that social recognition
and respect, not content to passively complete general affairs. But the result of a quest
for perfection. Therefore, this staff is more interested in challenging work, to
overcome difficulties as a pleasure, an expression of self-worth approach.
knowledge of the nature and characteristics, determined that we can not use the
traditional incentive measures, the nature and characteristics of these incentives is the
premise of our research and starting point.
2 knowledge workers incentives research
factor model in the study before, we first review the concept of motivation. The
so-called incentive, that is, the organizers of the system planned to take measures to
set up some external environment, the members of the system to impose the enhanced
positive reinforcement or negative feedback (by means of certain information carrier),
causing their internal psychological and ideological change, thus producing the
expected behavior of the organizers of the response, correct, efficient and sustainable
manner intended to achieve organizational goals.
In recent years, many domestic and foreign scholars on knowledge-based incentive
to staff conducted an extensive investigation and research, knowledge management
experts, mainly the United States Mahantanmu servant and Anderson Consulting
firm's "knowledge workers incentives factor "model represented.
2.1 Mahantanmu servant model
knowledge management experts Mahantanmu servants after a large number of
empirical studies that: motivate employees in the first four factors were individual
growth, work autonomy, business success and money wealth (model shown in Figure
Mahantanmu servant's study found that compared with other types of employees,
knowledge workers pay more attention to promote their continued development,
challenging work, their knowledge, individuals and cause of the growth has continued
the pursuit; they ask for independence, to enable it to own that effectively proceed to
do Bing Wanchengqiye mandate entrusted to them; and growth Zi Zhu, and Cheng Jiu
compared to the editorial value of Yi Jing Jin Qian relegated to a relatively minor role.
2.2 Andersen Consulting's knowledge workers incentives research
after three years of collaborative research, Anson management consulting company
with the Australian Institute of Australia, the United States and Japan over trade 858
staff (including 160 knowledge workers) are listed in the following incentives for
knowledge workers. Incentives among the top five were; remuneration, the nature of
work, promotion, relationship with colleagues, to influence policy.
2.3 Army and Jian-Feng Peng, who looked Research
Chinese scholars looked military and Peng Jianfeng obtained through investigation
and research, Chinese companies incentives for knowledge workers in the following
order: wages and incentive compensation, personal growth and development,
challenging work, the company's future, secure and stable jobs (see Table 3.1).
sum up, foreign experts and scholars on knowledge workers incentives research
results showed that the emphasis on knowledge workers to promote their professional
development, challenging work, their individual and business growth has continued to
pursue, they ask to give autonomy to enable it to carry out their work the way that the
effective and complete business tasks entrusted to them, get a reward commensurate
with their contribution, and allows that they can share their wealth. Therefore,
knowledge workers in addition to financial incentives than the incentive, but also to
its development, achievements and growth oriented.
3 overall compensation strategy
3.1 overall compensation strategy, the concept of
"comprehensive compensation strategy", is based organizations to develop business
strategies and organizational culture, the full range of compensation strategy, focus on
the salary that may affect all aspects of business performance, maximize the
compensation effect for the support of organizational strategy. "Full compensation
strategy," the key is to design the right combination of rewards programs, the
traditional and new rewards programs combine to maximize the compensation effect
for the support of organizational strategy.
shown in Table 2, total compensation will be paid to the employees pay into
"outside", and "internal" in two categories. "External remuneration" refers primarily
to staff the monetary value can be quantified. For example, basic salary, bonus and
other short-term incentive remuneration, stock options, stock awards and other long
term incentive compensation, pension, medical insurance and other monetary benefits,
and paid the other monetary expenses, such as housing allowance, club membership
cards, company cars and so on. "Internal rate" refers to those provided to employees
can not quantify the monetary value of the performance of various awards. For
example, job satisfaction, for the completion of various facilities provided tools (such
as computers, vehicles), provides learning, training opportunities, additional,
attractive corporate culture, good relationships, mutual coordination of the work
environment and the company's personal recognition, appreciation and so become an
important means of intrinsic motivation.
full pay, including external and internal pay salaries two categories, as follows in the
3.2 with a comprehensive strategy for encouraging knowledge workers pay the
According to Maslow's hierarchy of needs that combine the characteristics of
knowledge workers, we found that the needs of knowledge workers is complex,
focused on respect and a high level of self-realization. Therefore, knowledge workers
should adopt flexible incentive system, adhere to the internal motivation and external
incentives combined at the same time should focus more on intrinsic motivation.
lot of human resource management experts also believe that money is undoubtedly
an important factor in motivation, but it is not that as long as generous paid Zhishi
Worker salary incentives to achieve the objective. On the contrary, salary is a hygiene
factor to maintain the status quo, there is not motivating, but without it or can not
ensure fair, appropriate payment will lead to decreased employee satisfaction. This is
because, on the one hand, being highly valued in today's era of knowledge assets,
knowledge workers of the money income itself has a relatively high level of physical
demand has been met. On the other hand, knowledge workers in human capital,
invested heavily to master a more advanced knowledge and skills, have a strong
desire and impulse, we should have learned, skills transfer or real productive forces,
to achieve their own social value, that is a stronger need for self-realization. So, pay
attention to the level of the same time, it should be emphasized that intrinsic
comprehensive compensation strategy including external and internal pay the
salaries of its paper from [worry document] www.5udoc.com collection and sorting,
to thank the original author. They each have different motivation functions. They are
interrelated and complement each other to form a complete pay system.
4 with a comprehensive strategy to motivate employees pay the incentive strategy
4.1 allow employees to participate in profit sharing
for knowledge workers to share the profits of enterprises, some employees change as
collaborators. Practical work, human resources management must be integrated with
China's realities, recognizing that I pay in foreign countries is still very effective
incentives. More than the current system of payment of remuneration for the skills
wage system, the value of the distribution system is a system of employee
shareholding and stock options, which are from the material point of view provided
the conditions for the cooperation.
4.2 personal growth and career incentives
knowledge workers focus more on individual growth rather than organizational goals.
For this reason, employees should first focus on human capital investment, improve
the personnel training system, a knowledge-based staff education and continuous
learning opportunities to improve their own skills, knowledge workers so that the
added value of human capital value, which has a life-long employment capacity.
Second, we must fully understand the staff's personal needs and career development
will provide challenging opportunities for personal development, to create promotions
tailored to their requirements of the road, so that knowledge workers with business
growth and access to job promotion or a new career opportunity . Through personal
growth and career incentives, on the one hand knowledge workers can lead the
improvement of professional skills to enhance the organization's human resources,
level; the other hand, can target the same direction with the staff organization stand
out, to cultivate high-level business, management or technical staff personnel reserve.
Only when the employees personal needs and organizational needs of the organic
unity of the staff can clearly see their future in the development of the organization,
he devoted only motivation for enterprises to contribute their efforts. Form a
long-term cooperation with the Organization, and woe partnership.
4.3 with a flat organization structure design
knowledge-based economy era, the right organizational structure has presented a
new trend, the performance of the ground from the organizational form of the
traditional pyramid-type structure towards the flat type of organizational structure to
promote. Pyramid structure is a standard hierarchical organizational structure, its strict
hierarchy of different levels of management through the transmission of information
in order to work. Hierarchical structure of the seriousness of the features, limiting
knowledge workers involved in the management of the initiative to play, on the
knowledge workers of the knowledge innovation, an organizational barriers.
Knowledge, creative knowledge workers to actively play and to demand the
relationship between members within the organization will be an equal partnership
type of relationship. Under the conditions of knowledge economy,
knowledge-centered organization is constantly seeking innovative, knowledge-based
relationship between employees and organizations will also reveal a new form. Flat
organizational structure of the hierarchical organizational structure of enterprises as
flat, in a knowledge-based employees left the organization to maximize the free play
room, from the organizational structure to encourage innovation and knowledge
workers the knowledge initiative.
4.4 to encourage staff participation in the management
modern human resources management research and practice experience has shown
that knowledge workers are involved in the management, ownership requirements and
aspirations, so the opportunity to create and provide all the staff is to mobilize them to
actively participate in the management of an effective way. Through participation,
employees of the enterprise can create a sense of belonging, identity, and achievement,
can further meet the needs of self-esteem and self-realization. Encourage participation
by corporate employees to listen to and in the manner suggested, the more staff
involved, the more obvious effects of inspiration. You can also participate by rotation,
that is giving them a choice to work on their favorite positions, can play to their
strengths, but also mobilize their enthusiasm and creativity into their own through
unfamiliar areas, increased feelings of stress and challenge.
knowledge-based workers are many levels of involvement, employee participation in
satisfaction is a multidimensional structure. Enterprise development and success can
not do without staff involvement in all aspects, corporate decision-making, business
strategy to obtain a staff also needs the support of staff participation.
harmonious work environment to provide knowledge workers engaged in major
activities of thinking, needs refreshing, quiet, relaxed office environment to work, but
also have easy access to knowledge and information, timely delivery, necessary
facilities for handling all kinds of information. To meet these needs of their enterprise
knowledge workers should continue to improve the working environment, they are
configured for the modern office facilities necessary to ensure the office of the quiet,
clean, bright, comfortable and so on.
In addition, companies should be shared values to sustain a knowledge-based
employees of this group, often organized group activities, to enhance interpersonal
communication. In particular, managers should pay attention to human touch and
emotional investment in family-style comfort for employees, but also often equal
dialogue with them, listen to their views and suggestions of enterprises. The only way
to make knowledge workers feel the warmth of the family-like and enhance the
cohesion and sense of belonging among employees. This article from [worry
document] www.5udoc.com collection and sorting, to thank the original author. /