The strategy Compensation management.docx

The strategy Compensation management.docx

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ThestrategyCompensationmanagement

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班级姓名学号

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广东商学院答题纸（格式二）

课程商务英语　2010－2011学年第1学期

成绩　评阅人

评语：

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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