�ݺ�ߣ

Editor's Notes

• #5: How using different salary initiatives influencing worker performance and costs. When strategy is to control labour costs by forcing down pay rates. We can a imagine an initial period in which costs were drifting slowly upwards for some reason. This motivated a wish to make intervention in order to contain costs; as indicated in the figure, cutting pay rates has a rapid and direct controlling effect on labour costs. This initiative has balanced total costs. However, longer term effects are also seen to arise. For example, low pay can increase staff turnover as workers are increasingly motivated to look for - and take - other employment opportunities. This reduces the stock of knowledge that the workforce has to draw on to achieve its tasks and therefore also has the potential to reduce productivity (loop R1). Similarly, low pay rates can reduce the quality of staff that a company can attract and recruit. This reduces the quality of the work done, increases the need to re-work poorly executed tasks and so increases labour costs (Loop R2). Finally, undiscovered poor quality work can increase costs, either because customers return poor quality goods for reimbursement or because there are health and safety consequences resulting in financial compensation (to take a high profile example of the latter, the use of cheaper labour may well be complicit in the safety questions being asked about the UK rail infrastructure). The result of all of these effects is that cutting pay rates can backfire, producing a response that is qualitatively the opposite of that expected as one or more of the reinforcing loops dominates the system behaviour.
• #15: This can be done in telephone mode and paper This can be done on whiteboard with your client and collegues
• #29: Представлю себя Расскажу про программу DB с которой работаю на текущий момент