管理学8复习

Bloomingdale's
Bloomingdale's is at the forefront of a quiet revolution sweeping department store retailing. Thousands of hourly sales employees are being converted to commission pay. Bloomingdale's hopes to use commissions to motivate employees to work harder, to attract better salespeople, and to enable them to earn more money. For example, under the old plan, a Bloomingdale's salesclerk in women's wear would earn about $16,000 a year, based on $7 per hour and 0.5 percent commission on $500,000 sales. Under the new plan, the annual pay would be $25,000 based on 5 percent commission on $500,000 sales.
John Palmerio, who works in the men's shoe salon, is enthusiastic about the changeover. His pay has increased an average of $175 per week. But in women's lingerie, employees are less enthusiastic. A target of $1,600 in sales per week is difficult to achieve but is necessary for sales people to earn their previous salary and even to keep their jobs. In previous years, the practice of commission pay was limited to big-ticket items such as furniture, appliances, and men's suits, where extra sales skill pays off. The move into small-item purchases may not work as well, but Bloomingdale's and other stores are trying anyway.
One question is whether Bloomingdale's can create more customer-oriented salespeople when they work on commission. They may be reluctant to handle complaints, make returns, and clean shelves, preferring instead to chase customers. Moreover, it cost Bloomingdale's about $1 million per store to install the commission system because of training programs, computer changes, and increased pay in many departments. If the overall impact on service is negative, the increased efficiency may not seem worthwhile.
Bloomingdale’s目前正处在百货零售业的革命前沿。

数以千计的计时工资售货员要转变为收取佣金的职员了。

该公司想以这种方式来激励它的员工，让他们能更加努力地工作，吸纳更加出色的员工，并让他们赚更多的钱。

比如说，在原来的计划中，女装部的售货员每年可以赚16000美元，其中每小时7美元、每卖500000美元的货物收取0.5%的佣金。

但在新的计划中，该员工将会赚取25000美元，每卖500000美元将会收取5%的佣金。

在男鞋部工作的John Palmerio对新的计划满怀热情。

他的薪水每周可以增加175美元。

对于一个售货员来说，每周赚1600美元可不是一件轻松的事，但对于他们来说，赚取他们最初的薪水甚至保住自己的饭碗是很必要的。

在前一年，这种佣金式工资还局限在大件商品部，例如家具、家电以及男装部，在那里谁有高超的销售技巧谁就可以得到高的回报。

这个办法可能对小件商品部来说不会那么有效，但Bloomingdale’s公司和其他商店一样，很想实施这个办法。

在Bloomingdale’s开始实施佣金制的之前，首先面临这样一个问题，它能创造出那么多的顾客导向型的销售员吗？他们可能没那么多的耐心听顾客的抱怨，对已售出商品退货，为柜台打扫卫生，等客上门而不是主动寻找潜在的顾客。

另外，各种相关培训项目、计算机的更新以及在许多部门增加的工资开支还使得Bloomingdale’s为每个店花100万美元安装佣金系统。

如果这些努力对服务的影响是负面的话，那么所增加的效率看上去就没有那么大的价值了。

根据以上案例材料，回答以下问题：
1．从工资制转变成佣金制运用了哪种激励理论？（5分）
2．Bloomingdale’s公司应该实施佣金制吗？为什么？（10分）
1、采用的激励理论：双因素理论
2、不应该实施佣金制。

因为按照双因素理论，工资性收入属于保健因素，只要原先员工没
有不满意，那么没有必要投入大量成本；即使有不满意，高佣金也只能消除不满意感，不可能产生激励效果。

而且从实际经营来看，小件商品靠销售员主动促销，成本大收益小。

案例分析要点：1零售公司，变革前沿
2以前按小时—佣金制（希望激励员工及吸引更多员工参与
3该公司准备：大，小额购买“佣金制”顾客导向，只顾销售额
4改革可见成本100万，激励系数=变动收入/固定收入。