BS 3375-4-1993 Management services - Guide to work performance control《管理服务 第4部分 履职管理指南》.pdf

1、BRITISH STANDARD BS 3375-4: 1993 Management services Part 4: Guide to work performance controlBS3375-4:1993 This British Standard, having been prepared under the directionof the Quality, Management and Statistics Standards Policy Committee, waspublished under the authorityof the Standards Boardand c

2、omes into effect on 15 December 1993 BSI 07-1999 First published December 1985 Second edition December 1993 The following BSI references relate to the work on this standard: Committee reference QMS/31 Draft for comment 93/408037 DC ISBN 0 580 22208 X Committees responsible for this British Standard

3、The preparation of this British Standard was entrusted by the Quality, Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/31, upon which the following bodies were represented: British Gas plc Civil Service College Ergonomics Society GAMBICA (BEAMA Ltd.) H M Treas

4、ury Institute of Administrative Management Institute of Management Services Institute of Quality Assurance Loughborough University of Technology Methods Time Measurement Association Ltd. Ministry of Defence Trades Union Congress Amendments issued since publication Amd. No. Date CommentsBS3375-4:1993

5、 BSI 07-1999 i Contents Page Committees responsible Insidefrontcover Foreword ii 0 Introduction 1 1 Scope 2 2 References 2 3 Definitions 2 4 Measurement of performance 2 5 Control of performance 8 6 Wage payment and reward schemes 11 7 Training 14 8 Interrelationship with other management functions

6、14 Figure 1 Explanatory diagram of terms for work performance control 6 Figure 2 Explanatory diagram of machine time 7 Table 1 Direct and indirect measurement 4 Table 2 Work categories and associated times 7 Table 3 Control information on labour and machine performance to be supplied at various leve

7、ls within the organization 10 List of references Inside back coverBS3375-4:1993 ii BSI 07-1999 Foreword This Part of BS3375 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee. It supersedes BS3375-4:1985 which is withdrawn. BS 3375 comprises a

8、series of standards published in response to a demand for information and guidance on how the various terms contained in BS3138 Glossary of terms used in management services, interrelate. This revision of BS3375 results from the publication of the fourth edition of BS3138 in1992. In recent years the

9、re has been considerable development of the techniques and broadening of the areas of application of work study and organization and methods. The revision of this standard reflects the fact that these methodologies are now used across the entire spectrum of commercial and non-commercial activity and

10、 are applied to all types of work and work situation. This sphere of activity and practice of techniques has become known as “management services” and consequently it has also been decided to retitle BS3375 as Management Services. This series of standards comprises the following Parts: Part 1: Guide

11、 to organization study; Part 2: Guide to method study; Part 3: Guide to work measurement; Part 4: Guide to work performance control. When using this Part of BS3375 it is also important to refer to the terms listed in BS3138:1992. A British Standard does not purport to include all the necessary provi

12、sions of a contract. Users of British Standards are responsible for their correct application. Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, pages i and ii, pages 1 to 14, a

13、n inside back cover and a back cover. This standard has been updated (see copyright date) and may have had amendments incorporated. This will be indicated in the amendment table on the inside front cover.BS3375-4:1993 BSI 07-1999 1 0 Introduction 0.1 Purpose of the guide The objective of this Part o

14、f this British Standard is to give guidance on the use of work performance control in the application of work measurement techniques, to the appraisal of results and payment for work. This standard should be used in conjunction with BS3138:1992. This Part of this British Standard does not only give

15、explanations of the build-up of work performance control systems derived from traditional work measurement sources; it also touches upon systems of control that are not the unique concern of work measurement practitioners. Included in this category are job evaluation, merit rating, wage payment stru

16、ctures, profit related pay schemes and flexible working hours. It also gives guidance on the use of standard times to develop systems for measuring, monitoring and controlling the performance of labour and machines; enlarging on the information contained in BS3138. In some organizations these fields

17、 may be the responsibility of specialists in personnel management, production management or accountancy. Nevertheless, the information required to support such approaches is provided by management services practitioners and thus such approaches are properly included here. 0.2 Need for performance me

18、asures In all situations where resources are used to achieve some objective, those responsible for the action should be concerned with its effectiveness. Productivity terminology is concerned with the input measures relative to the resultant output. A multitude of measures has been established for a

19、 wide range of manufacturing, processing and service situations. These measures are used to calculate the effectiveness of the resources employed. In any business organization with profit as an objective, the capital employed and the return earned on it are essential measures of performance. Their r

20、elationship as an index is regarded universally as a basis for comparison. At a much simpler level, the measures of fuel consumed and distance covered will provide one basis for comparing the performances of, say, motor vehicles. Primarily this guide is concerned with those production factors that c

21、an be measured and compared, and to which controls can therefore be applied. It should be noted however that in any organization where work is undertaken and objectives aimed for, there are certain factors that do not lend themselves to measurement. These include, for example, job satisfaction, the

22、corporate culture of the organization and employee relations. These factors are important for the long-term success of the organization and may be assessed by such devices as attitude surveys, but such assessment is outside the scope of this standard. 0.3 Control through performance measures The org

23、anization, the machine operation, the processing plant or the work task will have some targeted level of achievement based on particular measures and prescribed operating conditions. These conditions will, for example, assume qualified workers, specify certain materials and products and stipulate me

24、thods together with safety and possibly other conditions that have to be met. BS3375-2 and BS3375-3 emphasize the importance of systematic and critical examination of all these factors to ensure optimum results. The control of any work situation has three essential elements. First the setting of tar

25、gets or standards, secondly the monitoring of performance by comparing achieved results with the standard and thirdly the development of the control action by examining the causes of departure from the standard and initiating corrective action. Controls need to be developed to produce the earliest p

26、ossible anticipation of events. The need for corrective action is most often revealed by the trends in variations from the standards. 0.4 Wage payment and reward Labour as a resource has a cost represented by the wages paid. This payment is related to three factors. The first factor is the nature of

27、 the job with its prescribed duties, skills and responsibilities. The second factor is the rate relative to the time spent at the workplace (this could be an hourly or weekly rate especially for manual work or a monthly or annual salary rate for many management or office jobs). The third factor, whe

28、re it applies, depends on performance achieved. This is covered more fully in0.5.BS3375-4:1993 2 BSI 07-1999 Pay rates are usually the result of negotiation between the employee or representatives of employees and the employer or the employers representatives. The basic pay rate should be subject to

29、 increases and allowances where work is carried out beyond the normal agreed working day/week or under some abnormal circumstances or conditions. Many agreements stipulate a guaranteed minimum weekly payment irrespective of hours worked (guaranteed week). All agreements should make reference to pay

30、during holidays or absence because of illness. Not all attendance time is spent in productive work. For purposes of labour control, it is necessary to categorize certain non-productive activities and ensure that there is a means of recording the time that these occupy within the attendance time. Var

31、iations in the payment made for different jobs are being based increasingly on an evaluation of the factors that make up the demands of the job for the individual carrying it out. There are various methods of job evaluation as defined in BS3138. 0.5 Motivation and payment by results The third factor

32、 in many pay plans, referred to in0.4, can be an additional financial reward related to high performance in carrying out work. This additional incentive payment often has a proportional relationship to the basic pay rate wage or salary. There are exceptions to this arrangement for relating pay to pe

33、rformance. In some traditional industries and outworking situations, the earnings of the worker are wholly dependent on the work done at some predetermined job price and piecework rate. The time taken does not form part of the calculation. Alternatively the rate and workload may be fixed and the att

34、endance time may be variable as in a task and finish arrangement. There are also bonuses paid to groups of workers based on the level of success of the whole enterprise that can be developed into profit related pay schemes. In addition to the financial reward, there are other factors that can motiva

35、te the worker to satisfactory levels of performance. The creation of sound organization and attention to good communications and work environment are management responsibilities for which reward systems are no substitute. These aspects are covered in BS3375-2. 1 Scope This Part of BS 3375 defines th

36、e objectives and establishes procedures for work performance control. It gives guidance on the means of control by indices, based on achieved performance against standard performance; the remuneration of the individual according to the nature of the work and the performance achieved in carrying out

37、the work. 2 References 2.1 Normative references This Part of BS 3375 incorporates, by reference, provisions from specific editions of other publications. These normative references are cited at the appropriate points in the text and the publications are listed on the inside back cover. Subsequent am

38、endments to, or revisions of, any of these publications apply to this Part of BS3375 only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS3375 refers to other publications that provide information or guidance. Editions of these publications current at the t

39、ime of issue of this standard are listed on the inside back cover, but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS3375, thedefinitions given in BS3138:1992 apply. 4 Measurement of performance 4.1 General Performance measurement is concerned with

40、 the effective use of resources. The resources considered here are people, machines, or people and machines working together. Other resources that are very important to management, but which are outside the scope of this guide, include finance, raw materials and energy and have their particular meas

41、ures, usually based on costs. Performance measurement is essentially a measure of efficiency of use of defined resources in a given situation in a given period of time. Within work performance control, performance measurement covers three basic areas, as follows. a) The measurement of performance wh

42、ile working, as follows: 1) for people, this measure is operator performance during working time; 2) for machines, this measure is machine efficiency index. This measure determines how effectively these resources are being used while they are working.BS3375-4:1993 BSI 07-1999 3 b) The measurement of

43、 performance while in attendance or available for work, as follows: 1) for people, this measure is overall performance; 2) for machines, this measure is machine effective utilization index. This measure of performance indicates overall effectiveness during the period when these resources are availab

44、le for work. c) The measurement of performance against maximum available time. This is an overall measure of the total available time, as follows: 1) for people, attendance time plus absence time; 2) for machines, machine maximum time. Although this particular measure is not often used, it is still

45、a very valuable measure of performance. 4.2 Work 4.2.1 Producers Traditionally work has been undertaken by people possibly with some assistance from machines. Management services and BS3138:1992 were therefore applied primarily to people, rather than machines and more to manual workers than to other

46、s. The trend is however to increase the use of mechanization, computers and robots and thus replace people. The measurement of performance should cater increasingly for both people and machines. Work performance control should be exercised in all areas where work is performed. The areas where perfor

47、mance measurement may be applied can be considered as follows: a) people working independently of machines; b) people working with machines; c) machines working independently of people. 4.2.2 Situations Just as the producers have traditionally been people, the situations where performance measuremen

48、t has been applied have traditionally been in manufacturing industry. However, performance measurement can be used in any area of activity where work is performed. The terms “producers”, “production” and “productivity” have been synonymous with manufacturing but the scope of performance measurement

49、can include a wide variety of producers including the following: a) manufacturing; b) distribution; c) retailing; d) service, repair or maintenance; e) process industries; f) teaching; g) medicine; h) clerical or administration, etc. These areas can be part of a larger organization or stand-alone industries. Indeed, they can be anywhere that jobs, tasks or operations are carried out by people or machines or a combination of both. Within these situations, further consideration should be given to repetition of the tasks, that is whether the work is as follows: 1