The strategy Compensation managementWord格式.docx
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课程商务英语 2010-2011学年第1学期
成绩 评阅人
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ThestrategyCompensationmanagementinHRM
Abstract:
ThepassagemainlyanalysestheimportanceandfunctionsofCompensationmanagementinthehumanbeingrecoursemanagement.Italsointroducestheorganizationalrewardsystemthatmustbeknown.Atthemeanwhile,Compensationmanagementplaysasignificantroleinanenterprise,whichdeterminesthereasonableallocationandtherationaluseofhumanresources,anddirectlyinfluencestheefficiencyofthelabor.Infact,itisdirectlyrelatedtothesocialstabilityinourcountry.Sointhemodemsociety,Compensationmanagementoughttobeimprovingdaybydayinordertodevelopeffectivemechanismstopaymanagement.Thecompensationmanagementwillcometrueifpeopleconsideratemoreandachievetheobjectives.itwillplayitsduerole,andovercometheproblems
Keywords:
Compensationmanagement,therewardsystem,theobjectivesofCompensationmanagement
1Compensationmanagement
Asweallknow,Compensationmanagementplaysansignificantroleinanenterprise.ButwhatisCompensationmanagement?
Itreferstodetermineanddistribute,adjusttheaffairsforthedynamicmanagementprocessaboutthepaymentofstaffsalaries,salarypolicy,salarylevel,paystructure,whichisundertheguidanceoftheprinciple.
Obviously,itgivesservicetotheCompensationmanagementobjectivesandbusinessdevelopmentstrategy,whicharebasedonhumanresourcestrategyestablished.
Asamatteroffact,Compensationmanagementincludestwoaspects,thedesignofcompensationsystem,whichismainlyconsistofthedesignofpaylevel,paystructureandSalary,andthedailypaymanagement,whichcontainsthesalarybudgets,salarypayments,salaradjustments.
薪酬体系设计主要是薪酬水平设计、薪酬结构设计和薪酬构成设计;
薪酬日常管理是由薪酬预算、薪酬支付、薪酬调整组成的循环,这个循环可以称之为薪酬成本管理循环。
薪酬设计是薪酬管理最基础的工作,如果薪酬水平、薪酬结构、薪酬构成等方面有问题,企业薪酬管理不可能取得First,CompensationdesignisthemostbasicworkinCompensationmanagement.sothetargetcouldnotbeachievedwhentherearesomethingwronginthedesignofpaylevel,paystructureandSalary.AfterthatpeoplemustfocusontheworkandshouldstrengthenthedailypaymanagementinordertoachievethegoalofCompensationmanagement.Atthemeanwhile,theefficiencyofpay,fairandlawfulcompensationobjectiveswouldbedealtwith,thatistosay,itcandohelptotherealizationofdevelopmentstrategyofthecompany.
2theorganizationalrewardsystem
Inordertounderstandthecompensationmanagementdeeply,theorganizationalrewardsystemmustbeknown.
Theorganizationalrewardsystemconsistsofthetypeofrewardsthataretobeofferedandtheirdistribution.Organizationalrewardsincludealltypesofrewardsbothintrinsicandextrinsic,thatisreceivedasaresultofemploymentbytheorganization.Intrinsicrewardsarerewardsthatareinternaltotheindividualandnormallyderivedfrominvolvementincertainactivityortasks.mostextrinsicrewardsaredirectlycontrolledanddistributedbytheorganizationandaremoretangiblethanintrinsicrewards.Payandhospitalizationbenefitsareexamplesofextrinsicrewards.Indetail,thethingssuchasachievement,feelingofaccomplishment;
informrecognition,jobsatisfaction,personalgrowthandstatusareincludedinintrinsicrewards,Whileextrinsicrewardsincludesformalrecognition,fringebenefits,incentivepayments,paypromotion,socialrelationshipsandworkenvironment.
Thoughintrinsicandextrinsicrewardsaredifferent,theyarealsocloselyrelated.Often,theprovisionofanextrinsicrewardprovidestherecipientwithinintrinsicrewards.Forexample,ifanemployeereceivesanextrinsicrewardintheformofapayraise,theindividualmayalsoexperiencefeelingofaccomplishmentbyinterpretingthepayraiseasasignofajobwelldone.
Andhowtheselectionofrewardstowork,thatseemstopeopletolearnmoreaboutit.
Selectionoftherewardstobeofferediscriticaliftherewardsystemistofunctioneffectively.Asafirststep,managementmustrecognizewhatemployeesperceiveasmeaningfulrewards.
Ifanorganizationisgoingtodistributerewards–andalldo—whynotgetthemaximuminreturn?
Suchareturncanberealizedonlyifthedesiresoftheemployeesareknown.Organizationshouldlearnwhattheemployeesperceiveasmeaningfulrewards.Traditionally,topmanagershaveassumedthattheyarefullycapableofdecidingjustwhatrewardstheemployeesneedandwant.Unfortunately,thisisalwaysnottrue.
Anothercloselyrelatedandoftenfalseassumptionisexemplifiedbythefactthatmostorganizationoffersthesamemixofrewardstoallemployees.Studieshaveshownthatmanyvariables,suchasage,sex,maritalstatus,numberofdependents,andyearsofservice,caninfluenceemployeepreferencesforcertainrewards.Forexample,olderemployeesusuallyaremuchmoreconcernedwithpensionbenefitsthanareyoungeremployees.
Anotherdimensionthatshouldbeconsideredwhenselectingthetypesofrewardstobeofferedistheintrinsicbenefitsthatmightaccrueasaresultofthereward.Alltoooften,managersandemployeesalikeconsideronlythetangiblebenefitsassociatedwithareward.
Inadditiontotheinternalfactormentionedabove,therearealwaysexternalfactorsthatplacelimitationsonanorganization’srewardsystem.Thesefactorsincludesuchthingsastheorganization‘ssize,theenvironmentalconditions,thestageintheproductlifecycle,andthelabormarket.
Sorelatingrewardstoperformanceshouldberegardedsufficiently.
Thefreeenterprisesystemisbasedonthepremisethatrewardsdependsonperformance.Thisperformance–rewardrelationshipisdesirablenotonlyattheorganizationorcorporatelevelbutalsoattheindividuallevel.Theunderlyingtheoryisthatpeoplewillbemotivatedwhentheybelievethatsuchmotivationwillleadtodesiredrewards.unfortunatelymanyformalrewardsprovidedbyorganizationsdonotlendthemselvestobeingrelatedtoperformance,Rewardsinthiscategoryarealmostalwaysdeterminedbyorganizationalmembershipandseniorityratherthanbyperformance.
Otherrewards,suchaspromotion,canandshouldberelatedtoperformance.However,opportunitiesforpromotionmayoccuronlyrarely.Whenavailable,thehigherpositionsmaybefilledonthebasicsofseniorityorbysomeoneoutsidetheorganization.
Ifrelatingrewardstoperformanceisdesirable,thenwhyisitnotmorewidespread?
Oneansweristhatitisnoteasytodo;
itismucheasiertogiveeverybodythesamething,asevidencedbytheever-popularacross–the–roadpayincrease.Relatingrewardstoperformancerequiresthatperformancebeaccuratelymeasuredandthisisoftennoteasilyaccomplished.Italsorequiresdisciplinetoactuallymatchrewardstoperformance.Andotherreasonisthatmanyunioncontractsrequirethatcertainrewardsbebasedontotallyobjectivevariables,suchasseniority.
Sothecompensationpoliciesmustdealwiththefollowingissues:
1Trustinmanagement.Ifemployeesareskepticalofmanagement,itisdifficulttomakeapay–for-performanceprogramwork.
2Absenceofperformanceconstraints.
3Trainedsupervisorsandmanagers.
4Goodmeasurementsystems
5Abilitytopay
6Cleardistinctionbetweencostoflivingseniority,andmerit.
7Well-communicatedtotalpaypolicy
8Flexiblerewardschedule.
Jobsatisfactionandrewards
3thesignificanceofCompensationmanagement
Afterwehaveknowledgeoftheorganizationalrewardsystem,especiallythesignificanceofCompensation,Compensationmanagementplaysanimportantroleinthehumanresourcesmanagement.
从企业管理的角度看,薪酬管理重要性和基本职能主要体现为分配、调节和激励三个方面,因此,薪酬管理的作用与意义也就体现为如下方面:
Fromtheperspectiveofbusinessmanagement,basicfunctionsandimportanceofcompensationmanagementmainlyembodiesinthethreeaspects,suchasthedistribution,regulationandincentives.
Itisalsoreflectedinthefollowingareas:
Firstly,Themeaningofcompensationmanagementisthatitdeterminesthereasonableallocationandtherationaluseofhumanresources,whichisofparticularsignificanceinthesocialandeconomicdevelopment.Asthebasicmeans,itplaysaveryimportantroleinhumanresourcedevelopmentandmanagement.薪酬管理也就是要运用薪酬这个人力资源中最重要的经济参数,来引导人力资源向合理的方向运动,从而实现组织目标的最大化。
Payadministrationistomakeuseofhumanwhatpeoplewantistoguidethehumanresourcestoareasonabledirectionofthemaximizetheachievementoforganizationalgoals.
在薪酬管理中,存在着两种不同的管理机制:
一种是政府主导型的薪酬管理机制。
InCompensationManagement,therearetwodifferentkindsofmanagementmechanisms.oneisgovernment-ledpaymanagement.这种主要是通过行政的、指令的、计画的方法来直接确定不同种类、不同质量的各类劳动者的薪酬水平、薪酬结构,从而引导人力资源的配置。
Thisismainlythroughadministrative,instruction,planningmethodstodirectlydeterminethepaylevel,paystructureofdifferenttypes,differentkindsofqualityworkers,whichguidestheallocationofhumanresources.另一种是市场主导型的薪酬管理机制。
Theotheronecallsthemarket-basedsalarymanagement.Actuallyitismanagementefficiencymechanism.Anditismainlythroughthelabormobilityandmarketcompetitioninthesupplyanddemandtobalancetheformofpaylevelsandpaydifferences,guidingtheallocationofhumanresources.
Secondly,itdirectlydeterminestheefficiencyofthelabor.Compensationmanagementishumanbeingmanagement.peoplemanagementisessentiallytoletothersdowhatmanagerstodo.sothatmanagementcanbesuccessful.Unlesstheestablishmentofamecha