薪酬战略和实践.pptVIP

Human Resource Management Compensation Strategies and Pactices 薪酬战略和实践 怀丽 Nature of Compensation 薪酬的本质 Compensation Program 薪酬计划 Direct Compensation 直接薪酬 Compensation System 薪酬体系 Decisions About Compensation Levels 薪酬水平的确定 Individual vs. Team Rewards 个人报酬与团队报酬 Using Team-Based Reward Systems 1.Use skill-based pay for the base. 基本薪酬以技能为基准 2.Make system simple and understandable. 体系应简单易懂 3.Use variable pay based on business entity performance 可变薪酬以业绩表现为基准 4.Distribute variable rewards at the team level 在团队层面提供可变薪酬 5.Maintain a high degree of employee involvement 确保员工的高度参与 Perceptions of Pay Fairness 报酬公平性感知 Equity 公平性 The perceived fairness between what a person does(input) and what the person receives(outcomes). 一个人工作（投入）和所得（结果）的对等。 Perceptions of Pay Fairness 报酬公平性感知 Compensation Administration Process 基本薪酬体系的形成 Job Evaluation 工作评估 Job Evaluation 工作评估 The systematic determination of the relative worth of jobs within an organization. 为组织中所有工作的相对价值的比较提供了系统化依据。 Benchmark Job 基准性工作 A job found in many organizations and performed by several individuals who have similar duties that are relatively stable and require similar KSAs. 那些在许多其他公司里也有的工作，一般需要多名员工，拥有相同的职责。这些职责行啊对稳定，而且需要相同的知识、技能和能力。 例如，办公室环境下的基准性工作有出纳员，打字员和接待员 Job Evaluation 工作评估的方法 Pay Structures 薪酬结构 Pay Grades 薪酬级别 A grouping of individual jobs having approximately the same job worth. 把具有相同工作价值的工作进行归类。 Broadbanding 宽带薪酬 The practice of using fewer pay grades having broader pay ranges that in traditional systems. 拓宽薪酬范围是指采用比传统的薪酬体系更少的薪酬级别和更大的级宽。 Broadbanding 宽带薪酬 Benefits 优点 1.Encourages horizontal movement of employees 鼓励员工水平调动 2.Is consistent with trend towards flatter organizations 更适应组织扁平化趋势 3.Creates a more flexible organization 形成更加灵活的组织结构 4.Encourages competency development 鼓励能力提升 5.Emphasizes career development 强调职业发展 Pay Rate Issues 薪酬等级问题 1.Rates Out of Range 超出范围的比例 Red-Circled Employees 红圈员工 An incumbent (current jobholder) who is paid above the range set for the jo