Function this is the influence on the subordinate staff. He consists in the approach the management of the firm to the worker, penetration in his the system of needs and of the conditions of the work and the choice of The best way of the control, the done by him work thanks to what can happen the basis of the realization of the aims of the firm, and the same of his needs. The low level of the justification or her lack, appearing at the worker the fall of the interest for the done work cause negligence, lack of honesty, and the lack of the concentration, what he is reflects on the shape of the whole firm in the consequence.

Controlling in the range of motivating workers represents the opinion, that introduction of all workers with cells, mission and the strategy of the firm and plans by them is The best way of motivating workers realized (that is operating plans) so they would by entirely to be turned on in the realization of plans and enough they felt their active creators.

This also relates to the creations of the pay justification to the rational (effective) working. The introduction Controlling, and in his frames of The so-called centre of the responsibility, also called the economic centre, he requires addition of many and changes in the management the enterprise, and every he also goes the system of motivating the pay for this.

The whose centre of the responsibility already funk, they show that creating the motivational system was holding stages. Stage first related to the changes of principles / the systems of rewarding at all. One need these changes she resulted from the fact that these systems had not answering on new challenges because they lost effectiveness as the tool of motivating. This was for the matter of the large number of the components of rewarding, the regulation bonuses of the due meringues of the regard on achieved results, unsuitable reports. The reconstruction of these systems went in the direction of enlarging their and efficiency. The pays make up the element of the worker income and they are also under ¬ the pond component of the costs of the work. Therefore you should care about the „turn” of these costs through got effects creating pay solutions. Turn this would by to be guaranteed, should give the centre on rewards, what marks, that „every one zloty spent on pays is to turn
in the figure of effects in the larger height than gold l”, and this is possible then when the pay is the reward for the work, and not for the existence in the work. However restore to pay solutions, you should have specified the relationship of the pay with the work.

In the details of the change of the systems of rewarding the tail ¬ gały among others on:

• The change of the internal structure of the reward, through the elimination of the components of the reward which do not have the relationship with the done work. They make up however connected with the work, due without regard on the kind of the realized work and results achieved in the work; they belong to them among others: apprentice addition, coal allowance,
• The change of the principles of formation of some components of the reward and the vetch them tools, such as valuing the work and the system of the opinions of the results of the work,
  • The liquidation of the piece-work form of pays – applying this form of pays guaranteed achieving the definite size, often about comparatively low quality
    and the irrational waste of materials, materials, tools and the same enlarged costs. Simultaneously applying this for ¬ we The tracer the atom distortion of the report caused the. This was for the matter of the lack of technically well-founded norms mainly. Form this in she was replaced the majority of firms task daily pay.

  The change of the principles of rewarding caused, that in sys ¬ pay temie stepped out only the components which have the relationship with the done work tj. principal pay and bonus or prize and components guaranteed the code of the work. The level of principal pays was established on the basis of the pricing of the (valuing) of the work what assured suitable pay reports between individual of the work.

  After the change of principles / the next stage of the works in which was focused on the the systems of rewarding followed ¬ rze of The most suitable system of the justification the on the needs of The created centre of the responsibility. The experiences of enterprises show that these systems differed and one can group them as follows:

  • systems of motivating of the pay leanings on considerably diverse rates of the principal reward in dependence from results achieved by the individual centre,
  • systems of motivating of the pay leanings on the connection the reward (bonus) of from you to the movable part mainly of the centre,
  • the systems of motivating of the pay leanings.

  The form of motivating of the pay which begins and which he is applied in the reference to the managers of The centre of the responsibility mainly, there is the form kon ¬ the tracks. One need enlargement of justification and part of the individual managers of institutions (departments) and suitable services, potencjal ¬ the nych of The centre of costs or profit – he requires the introductions of internal manager contracts. The inclusion of kon ¬ he the track marks the peer will come into being bilateral obligations ¬ tnerów – the striker of the order gets the considerable tillages ¬ nienia, he receives closely definite duties and takes on oneself the responsibility.

  He can be different, very wide or limited through definite duties in the contract in dependence from the kind of enterprise and the concrete aims of his activity of the manager. The improvement of the financial shape of the enterprise is The main aim of the contracted form of the management through effective utilization possessed by material and human supplies, leading to the long-wave development.

  He can contract or be qualified on the period 2-3 years. The manager give dispositions he is appeared in the road of the competition. Approaching to the competition he acts enlargement of the range liberty and enlargement of the financial justification, through the growth of rewards and bonus.

  The inclusion of the contract marks he will come into being partners bilateral obligations. He the striker of the order gets considerable authorizations, receives closely definite duties and takes on oneself the responsibility. Because of the enlarged responsibility, he can not receive the detailed list of duties too, and in the peculiarity of tasks, this would result automatically. To also make the manager for the charged him property (durable centre)containing the manager contract to responsible. He is the task Controlling both checking the principles themselves of establishing the reward how and the size of this element.

  The inclusion of the manager contract reduces the range of information designed for the superior management what can sail the activity Controlling. He from here necessary is very thorough analysis of the principles of defining tasks and the manager reward, the control of the real realization of tasks and the calculation of the reward.

  The happened more often solution in the system of motivating pay there is the bond of the bonus with results achieved through given mobile phone. Near what the principle was applied that the part of solid and movable part (bonus) in the manager total reward had carrying out as a rule 50% : 50%. These reports could the change undergo in the situation, when mobile phone reached very good results (the growth of the profit, the lowering of the level of costs), what it caused the growth of the manager bonus automatically.

  Introduced solutions do not exhaust all possibilities in the range of creating the pay justification surely first experiences which make up however in the future they will be verified and refined with the certainty.