[人力资源管理].Human.Resource.Management_Chapter9.pptVIP

(c) 2005 McGraw-Hill Ryerson Ltd. Total Rewards at InSystems Anything that employees take into account when considering the value of working at InSystems is part of the total rewards package. Vice-President of HR, Laurie McRae put a process in place to re-examine everything that comprised the employee value proposition to ensure compensation and rewards are managed as a portfolio. Introduction Influences Decisions on Base Pay Legal Requirements Economic Influences on Pay Product Markets Pressure to be globally competitive Increases in employees’ pay need to be linked to increases in productivity Pay Level: Deciding What to Pay May pay at, above, or below the rate set by market forces Organizations must evaluate pay as an investment that can generate returns in attracting, retaining, and motivating Pay Fairness Job Structure Job evaluation considers the relative contribution each job makes to the organization’s overall performance An administrative procedure for measuring the relative internal worth of jobs Uses compensable factors i.e. the characteristics of a job that the organization values and chooses to pay for e.g. Skill, Effort, Responsibility, Working Conditions May focus only on key jobs Pay Structure Pay structure involves putting together decisions about how much to pay (pay level) and the relative value of each job (job structure) Pay rates i.e. of key and nonkey jobs Pay grades i.e. group of job having similar worth or content Pay ranges i.e. within a particular pay grade or band Alternatives to Job-Based Pay Broadbanding may provide greater flexibility by reducing the number of levels in the organization’s job structure Creates broader groupings of jobs i.e. reduces layers Competency-based pay systems are pay structures that set pay according to the employees’ levels of skill or knowledge and what they are capable of doing Can encourage a climate of learning Effective Incentive Pay Plans Types of Incentive Pay Benefits and Services Emerging Benefit