Verimlilik ve ücretler
Waging through productivity
- Tez No: 46378
- Danışmanlar: DOÇ.DR. NURHAN YENTÜRK
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1995
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 181
Özet
ÖZET Son yıllarda verimliliğin önemi açıkça ortaya çıkmış, emeğin verimli çalışmasının yanısıra işletmenin elindeki üretim kaynaklarını en etken biçimde üretme çabalarına işçilerin katılmasının ve bu yöndeki girişimi desteklemelerinin verimlilik artışında ne denli gerekli olduğu anlaşılmıştır. Sistem olarak kabul edebileceğimiz bir işletmede output(çıktı) olarak tanımlanan çıkış büyüklüklerinin, input olarak tanımlanan giriş büyüklüklerine oranı olarak tanımlanan prodüktivite de, input(girdi) içerisinde de çok önemli bir yer tutan emek faktörünün verimliliğini nasıl arttırmak gerektiği üzerine birçok çalışma yapılmıştır. Günümüzde ücret sistemlerini verimliliği arttırmada yararlanılan araçlardan biri olarak görmek gerekir. Üretimin en önemli unsurlarından biri olana emeği daha verimli çalışmaya, işletmede verimliliği arttırma konusunda yürütülmesi gerekli olan ortak ve koordineli bir gayrette bulunmaya yöneltmede uygulanan ücret sisteminin rolü büyüktür. Hemen çoğu ücret sisteminin işgücünü verimli ve başarılı çalışmaya yönlendiren faktörleri içinde bulundurması ve bunların etkenliğini koruması beklenir. Verime dayalı ücret sistemlerinde işçi, belli bir çalışma süresi ve normal bir çalışma hızı ile ortaya koyması gereken iş miktarının üzerinde fazla çıkardığı iş için fazla gelir sağlar. İşçinin verimi arttığı için dolayısıyla verimlilik de artar. Bu sistem dar bir anlayış içerisinde yer alıp sadece işgücü üzerine yönelmektedir. Verimliliğe dayalı ücret sistemlerinde ise bakış açısı daha geniştir ve üretime katılan her faktör ele alınır ve verimlilik artışında bu üretim faktörlerine verimlilik artışına uygun pay dağıtılır. Emeğin payı ise bilindiği gibi ücrettir. Ücretlerdeki artışın verimlilikteki artıştan daha fazla olması halinde veya sürekli verimlilik artışında ücret artışına gitmek enflasyona kadar varan kötü sonuçlar doğurur. Ancak verimliliğe dayalı iyi bir ücret sistemi ile bu kötü etkiler önlendiği gibi, kontrol altına da alınabilir.
Özet (Çeviri)
SUMMARY:WAGING THROUGH PRODUCTIVITY In recent years, the importance of productivity as a concept has been understood better than ever. Necessity of not only the effective work of the labourer but also the labourers' participation in effective use of resources by the industries is accepted for the improvement of productivity. There are numbers of researches about the ways of improving productivity of labour that is really important in economic life of the enterprises which we can call as“systems”. Productivity can be formulized by the ratio of output which we call product or service to input which we call production factors. Today waging systems are considered as tools being used for improving productivity and social welfare. Waging systems play a great role in motivating labour for acting more effectively and participating in all programmes related to productivity improvement. Productivity is basically factor optimisation. It signifies combination of efficiency and effectiveness both of the system and its potential resources and more importantly productivity of resources such as capital, materials, energy etc. While productivity is linked with Gross National Product, the GNP is no longer considered as the sole measure of growth and development. It is development of people, their potential of innovative and creative capabilities that makes the system reliant. It is not to make the poor“wealthy”but to make the poor productive to increase man's innovative capabilities as resourcefullness, to enable him to be more concerned with developing problem solving capabilities alongside the efficient use of resources. In the final analysis, productivity is not merely the output per man, but more importantly, the quality of life that comes out of distributive justice. Linking pay to performance implies a system under which a part of employees earnings vary directly with measured changes in performance in accordance with predetermined rules. The main features by which this system could be distinguished are : the performance of the unit measured and rewarded in relation to individual employee- IXsmall teams or groups of employees, enterprises departments, plants or industry ; the nature of the results being measured and compensated ; the period over which results are measured; the proportion of expected earnings that are available ; the relation between variations in performance pay. All economic thinkers have emphasized the need for increased productivity, alongside increase in wages and remuneration characterized as“satisfaction of needs”. They also recognise that wage mechanism is one determinant of the relationship between labour productivity reflected in over all unit cost of production. With rising wages and improved working environment, higher wages have become concomitant with higher productivity and better“needs satisfaction”. It is in this context that the concept of“sharing gains”of productivity has become an area of concern both from the point of view of productivity and economic development. A national approach to this problem has to be flexible, equitable and simple to understand. Sharing the gains of productivity should be regarded more as a philosophy of industrial relations rather than a statistical technique or a mathematical formula of distributing the gains. The task of increasing productivity is primarily a responsibility of management. Managements have the responsibility of motivating labour and seeking their cooperation in this task. Comparatively few enterprises have adequate incentive schemes. Therefore, wherever possible, enterprises should be encouraged to introduce effective incentive schemes for increasing productivity and providing for its measurement. Production norms and other related standards for purposes of such schemes need not to be promulgated through legislation only, but should be arrived at the enterprise level on the basis of scientific productivity techniques. Shortly, determining wages in the terms of productivity level will bring social justice and higher levels of productivity. In developing countries like Turkey high rates of inflation is the main feature of the economy which effects all aspects of life. Waging systems independent from productivity generally causes higher and higher rates of inflation in such countries and it goes on. Running in this circle debts of these developing countries grow and this causes political problems in international relations. Developing countries not only lose their development but also their independency against the giants as well. This point is the final point where the low productivity causes. Productivity generally sounds like an abstract concept that is hard to see in practice. Today, it is known that job evaluation and job study technics helps us tomeasure productivity. Paying for productivity, requires datas and measurement of productivity. Industial engineering technics enables paying for productivity. To measure productivity, these datas can be used; - Statistics on yields, through -put, volume efficiency, etc. - Inventory turnover. - Value of production - Statistics on labor output. - Overhead trends(improved overhead may result in lower overhead) - Ratio of products costs to revenue. - Cost reports of various kinds. - Downtime. - Schedule compliance. - On-time delivery. After measuring productivity, in order to distribute the gains to all levels of company job study and evaluation is needed. It is needed to determine who played which role in productivity improvement. Therefore, all works and flows existing in production and service levels must be determined, examined and evaluated. In accordance with the characteristics of the works, employers can be waged then. Job evaluation is a formalized system for determining the relative money value of jobs within an organization. It involves the analysis of jobs for the purpose of writing job descriptions and specifications, rating of these jobs through use of a job evaluation plan, the conversion of relative job values to definite wage rates. Certain basic principles must be followed when evaluating jobs. First, it must be noted that those who are doing the evaluation must rate the job, not the employee. In deciding how much money a particular job is worth, there is always a temptation to be influenced in one's judgement by the qualifications and caliber of the individual who is presently performing the work. But he may be either over or under the requirements of the job he has. In these circumstances, as demotivation exists, it is harder to measure the work apart from the doer. Tolerances are used to prevent from deviations but still there is no guarantee for the perfect result. Job evaluater must be well educated and wared about what he is doing. In developing countries, such specialists are very hardly found. Workers generally have the feeling that they are being controlled when the interviews and observations to be used in job evaluation system begins. It is important to be understood well by the entire company for the success of the job evaluation system. Every job can be measured and evaluated. Any job that cannot be evaluated and measured is probably not worth doing and should be eliminated. For using job study and evaluation, experienced and knowing staff is a must. Management must believe in the advantages of productivity measurement in the first XIstep. Then the whole organization must accept these technics believing that they will help them in their work and will increase their wages. The most important way of increasing the labour productivity is increasing the wages. Because labourers prefers to rise their standard of living more than anything. And then comes the job satisfaction. Another way is work simplifications by finding out the bottlenecks in operation flows and eliminating delayer works. Today re-engineering is a branch of management science with a further step of retructuring. To compete effectively, simplifying the jobs and positions is a must, but sometimes not enough. Re-engineering is offering to“eliminate”the jobs instead of“developing”them. We believe that effectiveness exists when organized human activity is directed toward meeting genuine individual and social needs, whether inside or outside the organization, and that effectiveness embraces and presumes the concepts of quality, as determined by the satisfied acceptance of the product or service. When human activity becomes steadily more effective efficient and more fully occupied, mankind will benefit by a higher standard of living, greater freedom to develop and create, and expanded opportunities to adress and correct the problems that confront the world. Productivity improvement is the single most important strategy for dealing with the most pressing priorities of any entity, whether this is a city or village, a country or a state, a nation or a region. Depending on resources which any economy can generate interms of various inputs and their conversion into surplus value, the residual factor comes out to be productivity. In this process the objective has to be not merely to produce more but more and more for more for people. 21st Century will be called“Productivity Century”as the human existance and the comfort of daily life depend largely on the principles of productivity and strategies in a world faced to depreciation of natural resources and with an increase of population to nearly to billions. Our vountry is far than being productive for now. Motivation and education of employees and workers shall lead to productive outputs, but also the employers must be educated about productivity as well. Managers must have the concept of productivity increasing technics and be able to practice business administrative and managerial skills. We must accept that productivity is not a short trip. It is like a boat voyage that will maybe last forever. Every step of productivity measurement takes long time and a great effort. In order to be compative in the long term, firm must face this cost. XllSocial justice and income distribution is possible with productivity based waging. Sometimes society opposes productivity improvement thinking productivity takes away jobs,increases job stress and load etc. For making people believe that productivity is the only way of living better, we have the show them clear examples. Examining the enterprises with high and low productivity and comparing their management style can give us a lot of clue what must be and must not be done. Unions and governments need to be working for productivity together. Productivity Centres which will help enterprises for reaching high productivity must be spread all over the world supplying every kind of data about productivity. Social justice is a result of distributive justice of income. It seems utopic to think that disributive justice shall come when all employees are paid as much as they produce effectively. To survive, employers are forced to be openminded. Profitability is not a sign of success if it is not pronounced together with productivity and efficiency. TQM is a way of implementing productivity based waging systems. Total Quality will be a apart of our life in the new century. One of the aspects, and maybe the most important one, of Total Quality Management is productivity. Every member is involved in every field of their enterprise, aiming to get the most satisfaction from their work while giving the best service to customers in and out of the enterprise. Waging levels are higher than the others in companies applying TQM. As much as employees increases the profits and market share of the company, they got their share from gains. Employer believes in the importance of“team work”and knows he takes back whatever he“invest”in his employees, and balances personel payments and profits. TQM is a“Japan”origined way of thinking and it goes beyond the business life and spreading over social life quality in developed countries. Except some exceptions, business environment is not ready for“Kaizen”in Turkey today while a great number of people are working without social insurance and the ones with social insurance are having second illegal jobs because of low wage levels. If we come to summarize this study in chapters; In the second chapter, terms and theories of productivity are explained including different views. Importance of productivity is especially pointed out in this chapter. Third chapter is about wages, waging theories and waging levels in Turkey. Statistical datas are used as a proof for development need of waging system in Turkey. X1UFourth chapter gives the relationship between wages and productivity determined in the previous chapters. Final and fifth chapter is the practical part of the study. Productivity based waging system and essential preparements for this system are practiced in a private bank. The summarized idea of this work is; - Productivity is not preferable. It is a must and must be accomplished. - Wages in our country is far from being enough and waging systems are out of date. These systems are to be replaced and social justice must be realized. - The best waging system is to pay people as much they produce. Waging through productivity is a method with engineering technics far from being subjective. Job evaluation is a part of it. - First steps of job study and evaluation are being implemented in our sample firm, a well-known bank. Profits of these studies are gained from now before the project ended. XIV
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