The strategy Compensation management.docx

1、The strategy Compensation management-装- - 订 -线- 班级 姓名 学号 - 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：The strategy Compensation management in HRMAbstract: The passage mainly analyses the importance and functions of Compensation management in the human being recourse management .It also

2、introduces the organizational reward system that must be known. At the meanwhile, Compensation management plays a significant role in an enterprise, which determines the reasonable allocation and the rational use of human resources, and directly influences the efficiency of the labor. In fact, it is

3、 directly related to the social stability in our country. So in the modem society, Compensation management ought to be improving day by day in order to develop effective mechanisms to pay management. The compensation management will come true if people considerate more and achieve the objectives. it

4、 will play its due role, and overcome the problemsKey words: Compensation management, the reward system，the objectives of Compensation management1 Compensation managementAs we all know, Compensation management plays an significant role in an enterprise. But what is Compensation management? It refers

5、 to determine and distribute, adjust the affairs for the dynamic management process about the payment of staff salaries, salary policy, salary level, pay structure, which is under the guidance of the principle.Obviously, it gives service to the Compensation management objectives and business develop

6、ment strategy, which are based on human resource strategy established.As a matter of fact ,Compensation management includes two aspects, the design of compensation system,which is mainly consist of the design of pay level , pay structure and Salary ,and the daily pay management, which contains the s

7、alary budgets , salary payments, 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, Compensation design is the most basic work in Compensation management. so the target could not be achieved when the

8、re are something wrong in the design of pay level , pay structure and Salary. After that people must focus on the work and should strengthen the daily pay management in order to achieve the goal of Compensation management. At the meanwhile , the efficiency of pay, fair and lawful compensation object

9、ives would be dealt with ,that is to say, it can do help to the realization of development strategy of the company. 2 the organizational reward system In order to understand the compensation management deeply ，the organizational reward system must be known .The organizational reward system consists

10、of the type of rewards that are to be offered and their distribution .Organizational rewards include all types of rewards both intrinsic and extrinsic, that is received as a result of employment by the organization .Intrinsic rewards are rewards that are internal to the individual and normally deriv

11、ed from involvement in certain activity or tasks .most extrinsic rewards are directly controlled and distributed by the organization and are more tangible than intrinsic rewards. Pay and hospitalization benefits are examples of extrinsic rewards. In detail, the things such as achievement, feeling of

12、 accomplishment; inform recognition, job satisfaction, personal growth and status are included in intrinsic rewards, While extrinsic rewards includes formal recognition ,fringe benefits ,incentive payments, pay promotion ,social relationships and work environment .Though intrinsic and extrinsic rewa

13、rds are different, they are also closely related .Often, the provision of an extrinsic reward provides the recipient with in intrinsic rewards .For example, if an employee receives an extrinsic reward in the form of a pay raise, the individual may also experience feeling of accomplishment by interpr

14、eting the pay raise as a sign of a job well done.And how the selection of rewards to work ,that seems to people to learn more about it .Selection of the rewards to be offered is critical if the reward system is to function effectively .As a first step, management must recognize what employees percei

15、ve as meaningful rewards. If an organization is going to distribute rewards and all do why not get the maximum in return ? Such a return can be realized only if the desires of the employees are known. Organization should learn what the employees perceive as meaningful rewards .Traditionally, top man

16、agers have assumed that they are fully capable of deciding just what rewards the employees need and want. Unfortunately, this is always not true.Another closely related and often false assumption is exemplified by the fact that most organization offers the same mix of rewards to all employees. Studi

17、es have shown that many variables, such as age, sex, marital status, number of dependents, and years of service, can influence employee preferences for certain rewards. For example, older employees usually are much more concerned with pension benefits than are younger employees.Another dimension tha

18、t should be considered when selecting the types of rewards to be offered is the intrinsic benefits that might accrue as a result of the reward .All too often, managers and employees alike consider only the tangible benefits associated with a reward.In addition to the internal factor mentioned above

19、,there are always external factors that place limitations on an organizations reward system .These factors include such things as the organization s size ,the environmental conditions, the stage in the product life cycle ,and the labor market .So relating rewards to performance should be regarded su

20、fficiently.The free enterprise system is based on the premise that rewards depends on performance .This performance reward relationship is desirable not only at the organization or corporate level but also at the individual level. The underlying theory is that people will be motivated when they beli

21、eve that such motivation will lead to desired rewards .unfortunately many formal rewards provided by organizations do not lend themselves to being related to performance ,Rewards in this category are almost always determined by organizational membership and seniority rather than by performance.Other

22、 rewards, such as promotion, can and should be related to performance .However, opportunities for promotion may occur only rarely .When available, the higher positions may be filled on the basics of seniority or by someone outside the organization.If relating rewards to performance is desirable, the

23、n why is it not more widespread? One answer is that it is not easy to do; it is much easier to give everybody the same thing, as evidenced by the ever-popular across the road pay increase. Relating rewards to performance requires that performance be accurately measured and this is often not easily a

24、ccomplished. It also requires discipline to actually match rewards to performance. And other reason is that many union contracts require that certain rewards be based on totally objective variables, such as seniority.So the compensation policies must deal with the following issues:1Trust in manageme

25、nt .If employees are skeptical of management ,it is difficult to make a pay for-performance program work.2Absence of performance constraints.3Trained supervisors and managers .4Good measurement systems5Ability to pay 6Clear distinction between cost of living seniority, and merit.7Well-communicated t

26、otal pay policy 8Flexible reward schedule .Job satisfaction and rewards 3 the significance of Compensation managementAfter we have knowledge of the organizational reward system, especially the significance of Compensation, Compensation management plays an important role in the human resources manage

27、ment.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：From the perspective of business management, basic functions and importance of compensation management mainly embodies in the three aspects, such as the distribution, regulation and incentives.It is also reflected in the following a

28、reas:Firstly, The meaning of compensation management is that it determines the reasonable allocation and the rational use of human resources, which is of particular significance in the social and economic development. A s the basic means, it p lays a very important role in human resource development

29、 and management . 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。 Pay administration is to make use of human what people want is to guide the human resources to a reasonable direction of the maximize the achievement of organizational goals. 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。In Compensati

30、on Management, there are two different kinds of management mechanisms. one is government-led pay management. 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。 This is mainly through administrative, instruction, planning methods to directly determine the pay level, pay structure of diff

31、erent types, different kinds of quality workers, which guides the allocation of human resources. 另一种是市场主导型的薪酬管理机制。 The other one calls the market-based salary management. Actually it is management efficiency mechanism. And it is mainly through the labor mobility and market competition in the supply

32、and demand to balance the form of pay levels and pay differences , guiding the allocation of human resources. Secondly, it directly determines the efficiency of the labor. Compensation management is human being management. people management is essentially to let others do what managers to do. so that management can be successful. Unless the establishment of a mecha