公司薪酬管理探討外文文獻(xiàn)譯文及原文

1、<p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外文參考文獻(xiàn)譯文及原文</p><p>　　學(xué) 院 經(jīng)濟(jì)管理學(xué)院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年級(jí)班別 </p><p>　　學(xué) 號(hào)

2、 </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　年 月 日</p><p><b>　　Contents</b></p><p>　　外文文獻(xiàn)譯文……………………………………………………

3、……………………1</p><p>　　外文文獻(xiàn)原文…………………………………………………………………………7</p><p>　　薪酬管理在企業(yè)的現(xiàn)代化體制建設(shè)中有著非常重要的地位，一般我們認(rèn)為薪酬管理要達(dá)到三個(gè)目的：第一、能夠保證員工的正常的生活，也就是基本生活的需要；第二、能夠提高員工的工作積極性，也就是激勵(lì)效果；第三保證企業(yè)的利潤的增長，也就是利潤的可持續(xù)增長性。現(xiàn)在企業(yè)的薪酬管理

4、，應(yīng)該說第一個(gè)目的一般都能夠達(dá)到，只要你的要求不是十分的高的話，我認(rèn)為現(xiàn)在企業(yè)都能達(dá)到這個(gè)目的。但是企業(yè)的薪酬體制要完成更高的目標(biāo)就要有周密的計(jì)劃。 我們知道企業(yè)的激勵(lì)措施主要有三種：薪酬激勵(lì)、感情激勵(lì)、制度留人。感情激勵(lì)主要是指員工的工作環(huán)境、同事之間的關(guān)系以及上下級(jí)之間的關(guān)系等等，在具體的操作過程中可謂是"因企而異"，你可以通過加大和員工之間的對(duì)話，提高員工在企業(yè)管理過程中的參與程度等來完成這個(gè)項(xiàng)目。制度

5、留人，主要是指在企業(yè)發(fā)展的過程中，企業(yè)對(duì)員工的職位的升遷的政策，如果企業(yè)能夠完成前兩項(xiàng)，而不給員工足夠的升遷機(jī)會(huì)的話，員工的積極性一樣會(huì)下降。現(xiàn)在我們來看第一項(xiàng)：薪酬激勵(lì)。薪酬管理是一種看似簡(jiǎn)單、但是操作起來具有很大難度的體系。它可以簡(jiǎn)單的歸納成給員工漲工資。我們?cè)诂F(xiàn)實(shí)中經(jīng)常會(huì)遇到這樣的情況，就是給員工漲了工資，但是到</p><p>　　1、員工的心理期望值 在薪酬體系管理過程中，我們發(fā)現(xiàn)不同員工的心理

6、要求是不同的，一個(gè)中層干部可能需要1000元能調(diào)動(dòng)他的工作積極性，但是到了一個(gè)具體的員工身上可能只要200元就可以完成同樣的效果了。所以如果你給了一個(gè)管理人員500元或者給了一個(gè)工人50元就起不到激勵(lì)的效果，如果你給了他們2000元、400元，就是對(duì)企業(yè)資源的一種浪費(fèi)，加大了企業(yè)的經(jīng)營成本。這個(gè)能夠?qū)T工起到最大激勵(lì)效果的最小成本我們稱為員工的心理期望值。在具體的實(shí)行過程中，我們可能要通過多次的測(cè)試才能得到這個(gè)值。它沒有一個(gè)具體的定例，

7、可能一個(gè)基本工資是5000元的員工的心理期望值是2000元，但是另一個(gè)單位從事同一工作的基本工資是2000元的員工的心理期望值就只有500元，因此它需要我們"具體問題，具體分析"。</p><p>　　2、員工的心理平衡感 薪酬的作用是激勵(lì)，激勵(lì)的一個(gè)前提條件就是要做到公平，公平的概念不僅是領(lǐng)導(dǎo)與工人要站在同一水平線上，而且對(duì)從事相同工作的員工也要有同樣的政策。根據(jù)調(diào)查，員工離職的主要

8、原因之一就是不能得到公平的待遇，在工作中總是處在一種受壓抑的狀態(tài)，就是不離開，他的工作效率也不會(huì)很高。</p><p><b>　　薪酬管理的作用：</b></p><p>　　1、薪酬管理決定著人力資源的合理配置與使用</p><p>　　資源的合理配置問題，被認(rèn)為是一切經(jīng)濟(jì)制度的一個(gè)基本問題。資源的有限性和稀缺性已為理論和實(shí)踐所充分證明。在

9、資源有限和稀缺的條件下，通過一定的手段使資源在不同的生產(chǎn)領(lǐng)域進(jìn)行組合，使之得到最充分的利用，發(fā)揮出它的最大效能，這便是資源合理配置問題。管理過程實(shí)質(zhì)上是各類資源的配置與使用過程。資源大體上可分為物質(zhì)資源、財(cái)力資源和人力資源三類。在這三類資源中，人力資源的配置與使用至關(guān)重要，因?yàn)槿耸歉鱾€(gè)生產(chǎn)要素中起決定性能動(dòng)作用的要素。作為勞動(dòng)力的人，其勞動(dòng)能力是多種多樣的，其潛在的能力傾向和發(fā)展方向也有很大差異，因而如何盡可能地使作為勞動(dòng)力的人都能“人

10、盡其才，才盡其用”，便成為現(xiàn)代管理中的一個(gè)核心問題。此外，人的勞動(dòng)能力的充分發(fā)揮和自由發(fā)展，還關(guān)系到整個(gè)社會(huì)發(fā)展的最終理想和最高價(jià)值選擇以及與此相關(guān)的政治、文化、倫理等目標(biāo)的實(shí)現(xiàn)，因此，人力資源的合理配置與使用在社會(huì)經(jīng)濟(jì)發(fā)展中具有特別重大的意義。薪酬作為實(shí)現(xiàn)人力資源合理配置的基本手段，在人力資源開發(fā)與管理中起著十分重要的作用。薪酬一方面代表著勞動(dòng)者可以提供的不同勞動(dòng)能力的數(shù)量與質(zhì)量，反映著勞動(dòng)力供給方面的基本特徵，另一方面代表著用人單位

11、對(duì)人力資源需要的</p><p>　　2、薪酬管理直接決定著勞動(dòng)效率</p><p>　　對(duì)人的管理，對(duì)人的管理實(shí)質(zhì)上是讓別人去做管理者想做的事，而要被管理者去做管理者想做的事，除非建立一種機(jī)制，使被管理者的行為符合管理者的要求，這樣管理才能成功。傳統(tǒng)的薪酬管理，僅具有物質(zhì)報(bào)酬分配性質(zhì)，很少考慮被管理者的行為特徵?，F(xiàn)代薪酬管理將薪酬視為激勵(lì)勞動(dòng)效率的主要杠桿，不僅注重利用工資、獎(jiǎng)金、福利等

12、物質(zhì)報(bào)酬從外部激勵(lì)勞動(dòng)者，而且注重利用崗位的多樣性，工作的挑戰(zhàn)性、取得成就、得到認(rèn)可、承擔(dān)責(zé)任、獲取新技巧和事業(yè)發(fā)展機(jī)會(huì)等精神報(bào)酬從內(nèi)部激勵(lì)勞動(dòng)者，從而使薪酬管理過程成為勞動(dòng)者的激勵(lì)過程。勞動(dòng)者在這種薪酬管理體系下，通過個(gè)人努力，不僅可以提高薪酬水平，而且可以提高個(gè)人在組織中的地位、聲譽(yù)和價(jià)值。在傳統(tǒng)的薪酬管理模式中，勞動(dòng)與薪酬之間的這種激勵(lì)機(jī)制注重的很不夠，如傳統(tǒng)的等級(jí)工資制、崗位工資制等，雖然工資收入在同級(jí)不同檔次，或不同級(jí)別之間存

13、在差別，這種差別也能激勵(lì)勞動(dòng)者在組織內(nèi)部沿著一種縱向的結(jié)構(gòu)攀登，但這種激勵(lì)機(jī)制存在明顯的缺陷，表現(xiàn)在：它只注意了物質(zhì)激勵(lì)，忽視了精神激勵(lì)；只考慮了一個(gè)組織內(nèi)的薪酬差別，沒有考慮外部環(huán)境變化對(duì)勞動(dòng)者薪酬多少的影響；只考慮了雇主和管理者的需要，沒有考慮雇員和被管</p><p>　　3、薪酬管理直接關(guān)系到社會(huì)的穩(wěn)定</p><p>　　在我國現(xiàn)階段，薪酬是勞動(dòng)者個(gè)人消費(fèi)資料的主要來源，從經(jīng)濟(jì)學(xué)

14、角度看，薪酬一經(jīng)向勞動(dòng)者付出即退出生產(chǎn)領(lǐng)域，進(jìn)入消費(fèi)領(lǐng)域。作為消費(fèi)性的薪酬，保障了勞動(dòng)者的生活需要，實(shí)現(xiàn)了勞動(dòng)者勞動(dòng)力的再生產(chǎn)。因此，在薪酬管理中，如果薪酬標(biāo)準(zhǔn)確定過低，勞動(dòng)者的基本生活就會(huì)受到影響，勞動(dòng)力的耗費(fèi)就不能得到完全的補(bǔ)償，如果薪酬標(biāo)準(zhǔn)確定過高，又會(huì)對(duì)產(chǎn)品成本構(gòu)成較大影響，特別是當(dāng)薪酬的增長普遍超過勞動(dòng)生產(chǎn)率的增長時(shí)，還會(huì)導(dǎo)致成本推動(dòng)型的通貨膨脹，這種通脹一旦出現(xiàn)，首先從國內(nèi)來說，一方面會(huì)給人民生活直接產(chǎn)生嚴(yán)重影響；另一方面，

15、通脹造成的一時(shí)虛假過度需求，還會(huì)促發(fā)“泡沫經(jīng)濟(jì)”，加劇經(jīng)濟(jì)結(jié)構(gòu)的非合理化。從國際上看，通脹會(huì)導(dǎo)致一國出口產(chǎn)品價(jià)格上升，降低其產(chǎn)品的出口競(jìng)爭(zhēng)能力。此外，薪酬標(biāo)準(zhǔn)確定過高，還會(huì)導(dǎo)致勞動(dòng)力需求的收縮，失業(yè)隊(duì)伍的擴(kuò)大。因此，在現(xiàn)代薪酬管理中，通常要特別注意考慮以下三個(gè)問題：一是適應(yīng)現(xiàn)代社會(huì)以提高勞動(dòng)力質(zhì)量為標(biāo)志的勞動(dòng)力擴(kuò)大再生產(chǎn)的要求，使薪酬的確定能滿足現(xiàn)有生產(chǎn)力水平下勞動(dòng)力擴(kuò)大再生產(chǎn)的這一需要，避免造成社會(huì)問題；二是在薪酬管理中要防止“工資─

16、─物價(jià)”的螺旋上升給社會(huì)生活造成的動(dòng)蕩；三是薪酬水平必須兼顧就</p><p>　　薪酬既不是單一的工資，也不是純粹的貨幣形式的報(bào)酬，它還包括精神方面的激勵(lì)，比如優(yōu)越的工作條件、良好的工作氛圍、培訓(xùn)機(jī)會(huì)、晉升機(jī)會(huì)等，這些方面也應(yīng)該很好地融入到薪酬體系中去。內(nèi)在薪酬和外在薪酬應(yīng)該完美結(jié)合，偏重任何一方都是跛腳走路。物質(zhì)和精神并重，這就是目前我們很多企業(yè)都要提倡的全面薪酬制度。 1、薪酬與績(jī)效掛鉤 單

17、純的高薪并不能起到激勵(lì)作用，這是每一本薪酬設(shè)計(jì)方面的教科書和資料反復(fù)強(qiáng)調(diào)的觀點(diǎn)，只有與績(jī)效緊密結(jié)合的薪酬才能夠充分調(diào)動(dòng)員工的積極性。而從薪酬結(jié)構(gòu)上看，績(jī)效工資的出現(xiàn)豐富了薪酬的內(nèi)涵，過去的那種單一的僵死的薪酬制度已經(jīng)越來越少，取而代之的是與個(gè)人績(jī)效和團(tuán)隊(duì)績(jī)效緊密掛鉤的靈活的薪酬體系。增加薪酬中的激勵(lì)成分，常用的方法有：(1)加大績(jī)效工資(獎(jiǎng)金)和福利的比例；(2)加大漲幅工資(浮動(dòng)工資)的比例；(3)靈活的彈性工時(shí)制度；(4)把員工作為

18、企業(yè)經(jīng)營的合作者；(5)以技能和績(jī)效作為計(jì)酬的基礎(chǔ)而不是工作量。 2、寬帶型薪酬結(jié)構(gòu) 工資的等級(jí)減少，而各種職位等級(jí)的工資之間可以交叉。寬帶的薪酬結(jié)構(gòu)可以說是為配合組織扁平化而量身定做的，它打破了傳統(tǒng)薪酬結(jié)構(gòu)所維</p><p>　　The Compensation management has the extremely important status in enterprise's

19、modernized system construction, we thought generally the Compensation management must achieve three goals: First, can guarantee staff's normal life, also is the basic life need; Second, can enhance staff's work e

20、nthusiasm, also drives the effect; Third guarantee enterprise's profit growth, also is the profit sustainable growth. Now enterprise's Compensation management, should say the first goal all can achieve general<

21、;/p><p>　　We knew the enterprise the drive measure mainly has three kinds: The Compensation drove, the sentiment drove, the system keeps the human. The sentiment drove mainly is refers to between staff's wo

22、rking conditions, colleague's between relations as well as upper and lower layer relations and so on, in the concrete operating processes it may be said but is " because of business different ", you may thr

23、ough between the enlarge and staff's dialogue, enhance staff's and so on to complete this project </p><p>　　1、staff's psychological expected value</p><p>　　In the Compensation system

24、 management process, we discovered the different staff's psychological request is different, medium echelon cadre possible need 1000 Yuan to be able to arouse his work enthusiasm, but arrived on a concrete staff body

25、 possible so long as 200 Yuan might complete the similar effect. If therefore you have given administrative personnel 500 Yuan or give worker 50 Yuan not to get up the drive effect, if you have given them 2000 Yuan, 400

26、Yuan, is to the enterprise resources o</p><p>　　2、staff's psychological equilibrium sense</p><p>　　The Compensation function is the drive, drove not only a prerequisite is must achieve fair,

27、 the fair concept is the leader and the worker must stand in the identical level line, moreover to the staff who is engaged in the same work also must have the similar policy. According to the investigation, one of prima

28、ry causes which the staff leaves job on cannot obtain the fair treatment, always occupies in the work one kind the condition which constrains, does not leave, his working efficiency cannot </p><p>　　Compensa

29、tion management function:</p><p>　　1、 Compensation management is deciding the human resources reasonable disposition and the use:</p><p>　　The resources reasonable disposition question, was cons

30、idered is an all economic system basic question. Resources finiteness and scarcity already for theory and practice full proof. In resources limited and under scarce condition, causes the resources through certain method

31、to carry on the combination in the different realm of production, enable it to obtain the fullest use, displays its biggest potency, this then is the resources reasonable disposition question. In the management process e

32、ssenc</p><p>　　2、 Compensation management is deciding the labor efficiency directly</p><p>　　To human's management, is lets others to human's management essence in make the matter which

33、the superintendent wants to do, but must do by the superintendent the matter which the superintendent wants to do, only if establishes one kind of mechanism, causes to tally by superintendent's behavior superintenden

34、t's request, like this manages can be successful.The traditional Compensation management, only has the material reward assignment nature, very little considers by superintendent's behavior ch</p><p>

35、　　3、 Compensation management relates the society stabilizing in</p><p>　　our country present stage, the Compensation is directly the worker individual consumption material main origin, looking from the econo

36、mic angle, a Compensation meridional worker pays is the withdrawal realm of production, enters the expense domain. As the consumption Compensation, has safeguarded worker's life need, has realized the worker labor fo

37、rce reproduction. Therefore, in Compensation management, if the Compensation standard determined excessively lowly, worker's basic life can come under</p><p>　　The Compensation is already not the sole wa

38、ges, also is not the pure monetary form reward, it also includes the energetic aspect the drive, for instance the superior working condition, the good work atmosphere, the training opportunity, the promotion opportunity

39、and so on, these aspects also should integrate well to the Compensation system in. The intrinsic Compensation and the external Compensation should unify, stress any side all are perfectly lame walk. The material and the

40、spirit pay equal </p><p>　　1、Compensation and achievements suspension hook</p><p>　　The pure high Compensation cannot play the drive role, this is a viewpoint which each Compensation design aspe

41、ct textbook and the material repeatedly stress, only then only then can arouse staff's enthusiasm fully with the achievements close union Compensation. But looked from the Compensation structure that, the achievement

42、s wages appearance enriched the Compensation connotation, the past that kind of sole deathly stiff Compensation system already more and more have been few, displaces was and </p><p>　　2、wide band Compensatio

43、n structure</p><p>　　Wages rank reduction, but between each kind of position rank wages may overlapping. The wide band Compensation structure may say but is for coordinates the organization flattening to mea

44、sure the body to make to order, it has broken the hierarchical system which the traditional Compensation structure maintains, is advantageous guides the staff in the enterprise shifts the attention from the position prom

45、otion or the Compensation rank promotion to individual development and ability enhances the as</p><p>　　3、 takes the Compensation and team's relations</p><p>　　Take the team as the foundatio

46、n development project, emphasized in the team cooperates working more and more popular, adapts with it, should aim at the team to design the special drive plan and the Compensation plan, its drive effect the simple singl

47、e drove the effect is better than. The team rewards the plan to suit the population to be few especially, emphasis cooperation organization.</p><p>　　4、Compensation refinement</p><p>　　The Compe

48、nsation refinement first is the Compensation constitution refinement, in the past planned economy time that kind sole, the deathly stiff Compensation constitution already no longer met the modern enterprise's need, d

49、isplaced was the multiplication, multi-level, the nimble new Compensation constitution. Next is the specialist Compensation design specialization, for example: The marketing personnel affects greatly, specialist's ex

50、clusiveness in the company quite is strong, the temporary w</p><p>　　5、Compensation system transparence</p><p>　　Should publicize about the Compensation payment way transparently, this question

51、always has the quite great dispute. Looked from the recent material that, supports the transparence the call to be more and more high, because keeps secret after all the Compensation system causes the drive function whic

52、h the Compensation should have to sell at a discount greatly. Moreover, implements the security Compensation system the enterprise to appear such phenomenon frequently: The intense curious psychology</p><p>

53、　　6、willowy, may choose welfare system</p><p>　　The company in the welfare aspect investment the proportion which occupies in the total cost is quite high, but this part of disbursements are often neglected

54、by the staff, thought was inferior the monetary form the Compensation is solid, some one kind does a thankless job feeling; Moreover, the staff also is by chance is different from person to person in the welfare aspect,

55、extreme personalization. Solves this problem, at present the most commonly used method uses the selective welfare, namely</p><p>　　7、 Compensation information obtains day by day takes</p><p>　　E

56、xtraneous information: Refers to same local, the similar profession, the similar nature, the similar scale enterprise's Compensation level, the Compensation structure, the Compensation value orientation and so on, th

57、e extraneous information mainly is obtains through the Compensation investigation. Can cause the enterprise when the formulation and the adjustment Compensation plan, has material which may refer.</p><p>　　I

58、nternal information: Mainly is refers to the staff degree of satisfaction investigation and the staff rationalization proposal. The degree of satisfaction investigation function not necessarily lies in the understanding

59、to have how many staffs to the Compensation is satisfied, but is understood which aspects the staff as well as doesn't fill to the Compensation management suggestion is in, then for formulates the new Compensation sy