Variable Compensation

For over a decade of years ago many companies have initiated and implemented national systems for quality management, either by factors such as the idiom, customer requirements or the realization that this is necessary to start a climbing in search of competitiveness. The first two factors, idioms and / or customer requirements, have led companies to simply rely on compliance with requirements specified by ISO 9001, which have not been able to experience as a whole, all the real benefits that systems management can result in the organization and its overall productivity. Check out lyft for additional information. This has come to create even a false thought that overall quality standards are a step bureaucratic and without real benefits that must be met to keep up with international requirements.

However, companies that chose to implement systems of quality management on its own awareness of the importance and contribution that they can bring the benefit of productivity and competitiveness Organizational have encountered a difficult path, where the application of administrative principles such as the subordination of the individual to the collective interest, or the application of motivational theories to ensure that company officials do their best if the benefit of the organization have not yielded the expected results and have come to delaying implementation programs, and in some cases to frustrate your staff to reach an impasse. According to Gavin Baker, who has experience with these questions. The implementation of management systems as a tool of continuous improvement, constantly seeking to increase the efficiency and productivity should be a constant organizational goal in which all staff are committed by the very fact that this represents everything (functions and clear objectives in order of operations, better working environment, better image to customers, likely better pay to better income of the company, among others).


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