外文翻译--某企业绩效薪酬体系现状与对策研究.docVIP

本科毕业论文（设计） 外 文 翻 译 题 目 某企业绩效薪酬体系现状与对策研究 学 院 商学院 专 业 人力资源管理 班 级 人力042 学 号 200431115218 学生姓名 段颂秋 指导教师 孔 冬 完成日期 2007年12月25日 原文一： Pay for performance Not everyone sees the trend toward paying for skills and/or competencies as a good thing: It would be easy to conclude from reports in the business press that merit pay is dead and organizations need to reconstitute pay plans to pay people in some new way. Suggestions include paying employees for the knowledge, shills, abilities and behaviors they bring to the workplace. Although interesting, this call for wholesale reform overlooks fundamental tenets of economic and behavioral theories. Pay for performance is the holy grail of modern compensation administration—widely sought but hard to actually achieve .Pay for performance is the flag, motherhood, and apple pie, but it is easier said than done. One primary problem is defining performance properly, so that the organization pays for results and not for effort. Once over that hurdle, there remains the large impediment of finding enough money to make the reward for top performance meaningful. Many different approaches are used—various variable pay schemes, annual awards in lieu of permanent increase in base pay, and the traditional merit pay salary increase. The concept of pay for performance has different meanings to different people. Many either fail to recognize the pay for performance fails when the different in reward between adequate performance and outstanding performance is inconsequential or cannot solve the problem of funding adequate differentiation while dealing with essential range maintenance costs. For example, Logue reported on the introduction of performance-based pay for unionized employee