第三章职位薪积酬体系.ppt

此后，公司里关于薪酬收入的小道消息满天飞，员工c、d、e通过一些非正式的渠道也都彼此知道了各自工资和年终奖的数额。在 L公司开始赢利后的第一年（公司成立后第三年），公司员工针对薪酬待遇的抱怨之声四起，积极性开始下降，不时有人跳槽，迟到早退现象也不断增加，生产率随之大幅下跌。与此同时，竞争对手向市场推出了同类型的竞争性产品，已极大地威胁到 L 公司的市场地位。 ;思考: 平均主义不公平 ？ 市场比较不公平 ？ 差距不合理不公平 ？ 模糊工资不公平 ？ 谈判工资不公平 ？ 如何体现公平？;职位薪酬体系的特点与操作流程 ;薪酬管理及其决策THE PAY MODEL ; 确保薪酬水平对外特别是与竞争对手相比具有竞争力 确保对内相对公平;基于职位（Position）;职位薪酬体系的特点与操作流程; 职位薪酬体系，是分析职位的付酬因素，比较职位的相对价值，确定职位的高低顺序，根据职位条件确定合适任职人选，根据职位价值确定任职人员的薪酬的程序和方法体系。薪随岗定，岗动薪变。。; 职位薪酬体系的优点： 实现同工同酬，实行职位序列管理，可操作性强，基本薪酬有保障，促进员工职位进取和竞争。 缺点： 职位晋升才有薪酬变化，薪酬相对固定化，对外界变化不够敏感，限制员工的积极性，容易产生懈怠情绪和主动离职。;实施职位薪酬体系的前提条件： 职位内容明确化、规范化和标准化 职位内容的相对稳定性 严格任职资格和任职程序 职位级别层次较多，能够逐步提升 薪酬水平比较高，能够保证在职人员的基本薪酬待遇;基于职位的薪酬体系设计：;职位薪酬体系的特点与操作流程 ;工作分析和职位说明书的编写;;Potential uses for job analysis exist for every major human resource function An internal structure provides a work-related rationale for pay differences Uses of job analysis in compensation Establishes similarities and differencesin work content of jobs Helps establish an internallyfair and aligned job structure;;Analysis begins with a review of information already collected Types of information collected Related to job Related to employee ; Data Related to Job Job Identification Job Content Data Related to Employee Employee Characteristics Internal Relationships External Relationships; Job Identification Title Department in which job is located Number of people who hold job;Employee Characteristics Professional/technical knowledge Manual skills Verbal skills Written skills Quantitative skills Mechanical skills Conceptual skills Managerial skills Leadership skills Interpersonal skills;Essential elements and Americans with Disabilities Act (ADA) Requires that essential elementsof a job must be specified Level of analysis Broad vs. narrow Affected by several factors Time and expense of collecting data Need for flexibility in designing jobs Need to provide promotional opportunities;Conventional Methods Quantitative Methods;Who collects the information? Who pro