薪酬管理畢業(yè)論文外文翻譯資料

1、<p><b>　　中文7590字</b></p><p><b>　　外文翻譯資料</b></p><p>　　系 部：    經(jīng)濟(jì)與工商管理系 </p><p>　　專(zhuān) 業(yè)：    工商管理

2、 </p><p><b>　　外文資料</b></p><p>　　Payment management</p><p>　　Since the end of the 20th century, the emerging new economy of the modern enterprise human resources man

3、agement, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The value of expertise was

4、recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by</p><p>　　Integration in the gl

5、obal economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain competitive advantage in key elements. So talent competition will be on a global scale by launching

6、 more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All competitors had to pay is higher than the average market price of the salaries, resulting in human r

7、esources rolling rising prices. Echoing</p><p>　　Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional

8、 working practices will be at a higher level, pay to reflect more knowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.</p&

9、gt;<p>　　Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains the rules will be more complicated. "disinter grate" phenomenon will become more

10、common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than principles of economics will play a more important role. Based mainly in the mental age of the

11、knowledge economy, the pay is not purely economics calculation. And even more importan</p><p>　　To stock options as the main form of capital allocation in the future people pay the proportion will continue t

12、o expand. And become dominant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.</p><p>　　Online evaluatio

13、n and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technological development, people's work patterns, staff and

14、the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part of the corporate bandwagon. Online assessment and on-line

15、 payment will be widely used many enterprises.</p><p>　　The meaning of compensation and compensation management</p><p>　　Salaries and pay the content management Compensation is that the staff tu

16、rn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration. Compensation management is the process of ente

17、rprise managers refers to the remuneration paid standards of staff, the level of the elements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is mat</p>&

18、lt;p>　　The influence factors of Compensation management Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the fo

19、ur following factors.</p><p>　　External environment factorsImpacting compensation management to the external environment factors including:①Economic environment. Macroeconomic situation and development trend

20、 will affect the human resources policy formulation and adjustment.②Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and

21、 skills enhancement, the compensation system of enterprises must make out the appropriate adjustments for employ</p><p>　　Organization internal factorsInfluence the organizations of compensation management s

22、pecific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or fl

23、at-level type), and faced life cycle of the specific stages.(3)Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and comp</p><p>　　Th

24、e structure, quality and function of compensation, and the motivation theory of compensation .</p><p>　　The structure, quality and function of compensation </p><p>　　The structure of compensatio

25、n Compensation is a complex economic and social phenomenon from different angles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation. (1)

26、 Internal compensation Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals

27、to play the potential job opport</p><p>　　The quality and function of compensation.</p><p>　　The quality of compensationPay is the same as commodity money contact to a category.Using the two ang

28、les as following to define the quality of compensation. From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of

29、the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor</p><p>　　The function of co

30、mpensation The function of compensation may from the enterprises, workers and social aspects to inspect: ①From the point of view of the enterprises, compensation has the following functions: First, the increment function

31、s. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the

32、impetus mechanism of labor employment and </p><p>　　The Motivation theory of compensation Compensation has always been an attention task, it is not merely related to each person's personal interests, is

33、involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject. The Moti

34、vation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic fun</p><p>　　Hierarchy of Needs TheoryMaslow put forward the hierarchy of nee

35、ds theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social

36、 life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant<

37、/p><p>　　Expectancy theory of motivationExpectancy theory of motivation is proposed by Fulumu(V. H. Vroom) who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: Peo

38、ple expect their actions will help to achieve a certain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance

39、and potency. From the point of view of psychological, Expectancy theory of moti</p><p>　　Nanjing DE valve factory the problems and causes of compensation management and the analysis of problem </p>&l

40、t;p>　　Compensation system lack of strategic thinkingIn the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The ref

41、orm of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of busine

42、sses pay system still faced with many problems and shortcomings at pr</p><p>　　The illogicality structure of compensation, with the disjoint of market level Due to the inference of traditional structure and

43、the traditional concept, the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, k

44、ey positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compe</p><p>　　The re-engineering of compensation management

45、 system Nanjing DE valve factory .</p><p>　　The ideas of design of compensation system in Nanjing DE valve factory Through the design of compensation in Nanjing DE valve factory, which broke the original pat

46、tern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation l

47、evels closely fall together, combine the income of employees and work performance closely, It will be able to maximiz</p><p>　　The compensation of production quality piecework system of frontline staff </

48、p><p>　　(1)Basic ideas There are 195 front-line workers in the factory, such as latheman, miller, planer, grinder, locksmith and so on, their compensation carry out The compensation of piecework system. Compens

49、ation quality piecework system is designing for the operation staff, operation staff workload can be directly calculated. Therefore it can use the work measure to account their wages. The compensation of piecework system

50、 is that in accordance with the quantity production of qualified products or t</p><p>　　(2) The structure of compensationIts calculation : The compensation of piecework of frontline production staff per mont

51、h= The compensation of posts standard ×The completion rate of target output × The completion rate of target cost × quality coefficient + skills wages + allowance. On one hand, take the compensation of post

52、s standard to maintain the basic completion; On the other hand, the employees revenue linked to the personal performance appraisal. Of which: The completion rate of target outp</p><p><b>　　薪酬管理</b&g

53、t;</p><p>　　自20世紀(jì)末以來(lái)，悄然興起的新經(jīng)濟(jì)逐漸對(duì)現(xiàn)代企業(yè)人力資源管理包括薪酬管理提出了更高的要求。經(jīng)濟(jì)全球化在增加適應(yīng)性、創(chuàng)新和競(jìng)爭(zhēng)力方面，對(duì)人才管理施加了可怕的壓力。專(zhuān)門(mén)知識(shí)的價(jià)值被確認(rèn)，并融入組織和日常管理以應(yīng)付上述壓力;智力資本作為獨(dú)特的生產(chǎn)要素，取代人力資木并排在產(chǎn)業(yè)資本、金融資本之首。所有這些都給企業(yè)的薪酬管理帶來(lái)或?qū)?lái)根本性的變革，這主要體現(xiàn)在以下兒個(gè)方面：</p>

54、<p>　　在全球經(jīng)濟(jì)一體化、知識(shí)經(jīng)濟(jì)的趨勢(shì)下，人力資源己成為組織取得和維系競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵要素。因此人才的競(jìng)爭(zhēng)將在全球范圍內(nèi)更為激烈的展開(kāi)，人力資源領(lǐng)域內(nèi)所帶來(lái)的最直接的竟?fàn)幒蠊褪切匠甑膭×覄?dòng)蕩。所有競(jìng)爭(zhēng)對(duì)手竟相支付高于市場(chǎng)平均價(jià)格的薪金，導(dǎo)致人力資源的價(jià)格滾動(dòng)攀升。與此相呼應(yīng)，利潤(rùn)的分配格局也會(huì)產(chǎn)生巨大的變革，知識(shí)智有所值、人才勞有所得的呼聲會(huì)越來(lái)越強(qiáng)烈，收益將被更廣泛地分享而不是過(guò)分集中。組織必須對(duì)人力資源采取更嚴(yán)肅而

55、慷慨的態(tài)度，對(duì)人力資本付出更大的投資力度。</p><p>　　傳統(tǒng)的工作價(jià)值論將逐漸向市場(chǎng)價(jià)值論過(guò)渡，依靠工作分析計(jì)算工作價(jià)值的傳統(tǒng)做法將向更高層次發(fā)展，薪酬將更多地反映知識(shí)市場(chǎng)化的要求，薪酬管理將形成動(dòng)態(tài)的分析機(jī)制，以適應(yīng)市場(chǎng)變化的需求。</p><p>　　薪酬福利設(shè)計(jì)方面，彈性設(shè)計(jì)和多軌制將更加流行，其中蘊(yùn)含的規(guī)則將更加復(fù)雜，“分化”現(xiàn)象將更加普遍。在薪酬管理中，人文化設(shè)計(jì)色彩將更

56、加濃淳，心理學(xué)原理而不是經(jīng)濟(jì)學(xué)原理將起更重要的作用。在主要基于腦力勞動(dòng)的知識(shí)經(jīng)濟(jì)時(shí)代，薪酬不是純粹經(jīng)濟(jì)學(xué)的計(jì)算問(wèn)題。而更主要是人的心理學(xué)問(wèn)題。薪酬的含義將更加注重人的價(jià)值而不是工作的經(jīng)濟(jì)價(jià)值。</p><p>　　以股票期權(quán)為主要形式的資本分配在未來(lái)人們薪酬中的比重會(huì)不斷擴(kuò)大，并成為主導(dǎo)性分配方式。近來(lái)甚至有人提出以自然資本包括環(huán)境、生態(tài)等非貨幣化方式作為獎(jiǎng)勵(lì)的手段。</p><p>　　

57、網(wǎng)上考核和網(wǎng)上支付模式將被一部分企業(yè)所推崇。隨著互聯(lián)網(wǎng)、寬頻、無(wú)線(xiàn)通訊技術(shù)的發(fā)展，人們的工作模式、員工的概念和企業(yè)的運(yùn)作模式將發(fā)生很大的變化。工作家庭化、彈性工作制和虛擬企業(yè)將成為一種新潮，被一部分企業(yè)所追隨，網(wǎng)上考核和網(wǎng)上支付將被很多企業(yè)廣泛采用。</p><p>　　薪酬管理的涵義及其影響因素</p><p>　　薪酬與薪酬管理的內(nèi)涵薪酬( compensation)，是員工因向其所在

58、組織提供勞動(dòng)或勞務(wù)而獲得的各種形式的酬勞或答謝，是組織支付給其員工的所有勞動(dòng)報(bào)酬。薪酬管理，是指企業(yè)管理者對(duì)員工報(bào)酬的支付標(biāo)準(zhǔn)、發(fā)放水平、要素結(jié)構(gòu)進(jìn)行確定、分配和調(diào)整的過(guò)程。傳統(tǒng)薪酬管理的著眼點(diǎn)是物質(zhì)報(bào)酬，較少考慮被管理者的行為特征；而現(xiàn)代薪酬管理的著眼點(diǎn)轉(zhuǎn)移到人力資源的開(kāi)發(fā)和利用上來(lái)，將物質(zhì)報(bào)酬的管理過(guò)程與員工激勵(lì)過(guò)程緊密地結(jié)合起來(lái)，成為一個(gè)統(tǒng)一的有機(jī)整體。</p><p>　　薪酬管理的影響因素現(xiàn)代薪酬管理研

59、究者發(fā)現(xiàn)，影響薪酬管理的因素很多，概括起來(lái)主要有以下四大因素。</p><p>　　外在環(huán)境因素(external environment factors)影響薪酬管理的外在環(huán)境因素主要內(nèi)容包括:①經(jīng)濟(jì)環(huán)境。宏觀經(jīng)濟(jì)形勢(shì)及發(fā)展趨勢(shì)會(huì)影響企業(yè)的人力資源政策的制訂和調(diào)整。②社會(huì)環(huán)境。社會(huì)價(jià)值的轉(zhuǎn)變會(huì)導(dǎo)致在組織中員工的心態(tài)會(huì)發(fā)生變化:隨著員工的受教育的程度和技能水平的提升，企業(yè)的薪酬制度必須對(duì)員工的這些社會(huì)變化做出適當(dāng)

60、的調(diào)整。③政治環(huán)境。人力資源管理總是在一定的社會(huì)政治條件環(huán)境中進(jìn)行的，都必須體現(xiàn)依法治國(guó)(企)的精神。④科技環(huán)境?？萍辑h(huán)境包括從原料、產(chǎn)品到市場(chǎng)的全過(guò)程。在從原料到產(chǎn)品的過(guò)程中，任何一項(xiàng)科技的突破與改進(jìn)，對(duì)員工和企業(yè)都將產(chǎn)生巨大的影響，因此企業(yè)必須在薪酬制度上不斷地進(jìn)行改革，以調(diào)動(dòng)骨干人員的積極性，引進(jìn)和留住關(guān)鍵科技人才，鼓勵(lì)科技創(chuàng)新，為企業(yè)獲得在技術(shù)、人才和創(chuàng)新方面的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　組織內(nèi)在因素

61、(organization internal factors)影響薪酬管理的組織內(nèi)在因素具體包括:企業(yè)的財(cái)務(wù)支付能力、人力資源及薪酬政策、企業(yè)規(guī)模、企業(yè)文化、企業(yè)結(jié)構(gòu)(層級(jí)式或扁平式)以及企業(yè)所處的生命周期的特定階段等。</p><p>　　工作因素(work factors)影響薪酬管理的工作因素具體包括:工作環(huán)境、勞動(dòng)強(qiáng)度、工作復(fù)雜程度以及工作的自主性、挑戰(zhàn)性和變化性等。</p><p&g

62、t;　　個(gè)人因素 (individual factors)影響薪酬管理的個(gè)人因素具體包括:勞動(dòng)者的個(gè)人能力、個(gè)性、性格特征、價(jià)值觀、年資、績(jī)效、經(jīng)驗(yàn)、受教育的程度、發(fā)展?jié)摿Φ?。綜上所述，薪酬管理是一個(gè)融合環(huán)境、組織、工作和個(gè)人四要素的和諧，并不斷加以有效利用的過(guò)程，在此過(guò)程中，員工得到了勞動(dòng)報(bào)償及工作上的滿(mǎn)足感與成就感，組織則能完成其既定的目標(biāo)。</p><p>　　薪酬的構(gòu)成、性質(zhì)、功能及與薪酬有關(guān)的激勵(lì)理論&

63、lt;/p><p>　　薪酬的構(gòu)成薪酬是一個(gè)復(fù)雜的經(jīng)濟(jì)社會(huì)現(xiàn)象，從不同的視角可以對(duì)其進(jìn)行各種分類(lèi)。依薪酬的發(fā)生機(jī)理，可以把薪酬分為內(nèi)在薪酬和外在薪酬。 (1)內(nèi)在薪酬內(nèi)在薪酬是指員工由于憑借自己的努力工作而受到晉升、表?yè)P(yáng)或受到重視等，從而產(chǎn)生的工作榮譽(yù)感、成就感、責(zé)任感。內(nèi)在薪酬包括:參與決策的權(quán)利、能夠發(fā)揮個(gè)人潛力的工作機(jī)會(huì)、自主且自由地安排自己的工作時(shí)間、較多的職權(quán)、較有興趣的工作、個(gè)人發(fā)展的機(jī)會(huì)，多元化的活

64、動(dòng)等。（2）外在薪酬 外在薪酬是指企業(yè)根據(jù)員工為企業(yè)所作出的貢獻(xiàn)大小而支付給員工各種形式的收入。其具體表現(xiàn)形式是多種多樣的，主要包括工資、獎(jiǎng)金、福利、津貼等具體形式:①工資 ( wage) 一個(gè)員工只要在企業(yè)中工作，就能定期拿到一個(gè)固定數(shù)額的勞動(dòng)報(bào)酬。狹義的工資是指企業(yè)付給勞動(dòng)者的貨幣形式的報(bào)酬。廣義的工資從內(nèi)涵上看，包括勞動(dòng)者貨幣形式與非貨幣形式的所有報(bào)酬?，F(xiàn)在人們通常所說(shuō)工資，一般是指廣義上的工資。作為員工基本薪酬的工資，其數(shù)額基本

65、固定，能為員工提供一個(gè)較穩(wěn)定的收入來(lái)源，滿(mǎn)足員工起碼的生活需要。②獎(jiǎng)金 (Incentives) 獎(jiǎng)金是指組織對(duì)員工提供的超出正常努力的勞動(dòng)或勞務(wù)而付給員工報(bào)酬，具</p><p><b>　　薪酬的性質(zhì)和功能</b></p><p>　　薪酬的性質(zhì)薪酬是同商品貨幣關(guān)系相聯(lián)系的一個(gè)范疇。一般從以下兩個(gè)角度來(lái)界定薪酬的性質(zhì)。從生產(chǎn)力角度看，它是企業(yè)生產(chǎn)或其他經(jīng)濟(jì)活動(dòng)中投

66、入的活勞動(dòng)的貨幣資金表現(xiàn)形式，是產(chǎn)品最終成本的構(gòu)成要素。在市場(chǎng)經(jīng)濟(jì)條件下，企業(yè)主要通過(guò)薪酬來(lái)核算或計(jì)量生產(chǎn)與其他經(jīng)濟(jì)活動(dòng)中活勞動(dòng)的消耗。由于競(jìng)爭(zhēng)的壓力，企業(yè)必須考慮不斷降低活勞動(dòng)的成本。從生產(chǎn)關(guān)系角度看，薪酬體現(xiàn)為收入分配的結(jié)果，是員工所獲得的分配份額。在我國(guó)現(xiàn)行社會(huì)制度下，薪酬是勞動(dòng)者獲取生活資料進(jìn)行消費(fèi)的主要來(lái)源。它對(duì)消費(fèi)水平和消費(fèi)結(jié)構(gòu)都有重要的影響，而消費(fèi)實(shí)際上是勞動(dòng)力再生產(chǎn)的過(guò)程，勞動(dòng)力的再生產(chǎn)又對(duì)下一步生產(chǎn)具有重要影響。因此，

67、薪酬水平的持續(xù)穩(wěn)定提高對(duì)于推動(dòng)生產(chǎn)或其他經(jīng)濟(jì)活動(dòng)具有十分重要的意義。薪酬的這種兩面性，決定了薪酬管理實(shí)際上就是對(duì)生產(chǎn)成本上不斷降低薪酬支出與收入分配上不斷提高薪酬水平的這一矛盾而作出的一種調(diào)節(jié)。</p><p>　　薪酬的功能薪酬的功能可從企業(yè)、員工和社會(huì)三個(gè)方面來(lái)進(jìn)行考察:①?gòu)钠髽I(yè)方面看，薪酬具有以下功能:一是增值功能。薪酬既是企業(yè)購(gòu)買(mǎi)勞動(dòng)力的成本，也是用來(lái)交換勞動(dòng)者活勞動(dòng)的手段，同時(shí)還是一種對(duì)活勞動(dòng)的投資，它

68、能夠給雇主帶來(lái)預(yù)期大于成本的收益。這種收益的存在，為企業(yè)主雇傭勞動(dòng)力、投資勞動(dòng)力提供了動(dòng)力機(jī)制。二是激勵(lì)功能。薪酬是對(duì)勞動(dòng)者和經(jīng)營(yíng)者工作績(jī)效的一種評(píng)價(jià)，反映著其工作的數(shù)量和質(zhì)量狀況。因此，薪酬可以激勵(lì)員工不斷提高工作效率和工作積極性。三是協(xié)調(diào)功能。一方面薪酬額的變動(dòng)，將組織的目標(biāo)和管理者的意圖傳遞給員工，協(xié)調(diào)員工與企業(yè)之間的關(guān)系，促使員工行為與企業(yè)目標(biāo)相一致。另一方面，合理的薪酬差別和結(jié)構(gòu)，能有效地調(diào)解雇員之間的矛盾，從而協(xié)調(diào)好人際關(guān)系

69、。②從員工方面看，薪酬具有以下功能：一是勞動(dòng)力再生產(chǎn)保障功能。員工通過(guò)勞動(dòng)和服務(wù)行為換取薪酬，從而能滿(mǎn)足本人及家庭的吃、穿、住、用等基本生活需求，進(jìn)而實(shí)現(xiàn)著勞動(dòng)力的再生產(chǎn)。二是價(jià)值實(shí)現(xiàn)功能。薪酬是企業(yè)對(duì)員工工作付出的一個(gè)評(píng)價(jià)，是對(duì)員工工作能力和水平的承認(rèn)，也是對(duì)個(gè)人價(jià)值實(shí)現(xiàn)的回報(bào)，是晉升和成功的信號(hào)，它反映了員工在企業(yè)中的相對(duì)地位和作用，能使員工產(chǎn)生滿(mǎn)足感和</p><p>　　與薪酬有關(guān)的激勵(lì)理論薪酬歷來(lái)都是一

70、個(gè)倍受關(guān)注的課題，它不僅僅關(guān)系到每個(gè)人的切身利益，更是牽涉到每個(gè)組織，整個(gè)社會(huì)，乃至整個(gè)國(guó)家的社會(huì)經(jīng)濟(jì)發(fā)展。所以，薪酬也歷來(lái)是國(guó)內(nèi)外學(xué)者研究的重要課題。激勵(lì)理論是薪酬管理理論的基礎(chǔ)。激勵(lì)是薪酬眾多功能中最重要、最基本的功能之一。如何通過(guò)薪酬來(lái)激勵(lì)員工的工作積極性和工作效率，是進(jìn)行薪酬研究、設(shè)計(jì)和薪酬管理的核心內(nèi)容。合理、公平和富有競(jìng)爭(zhēng)力的薪酬是激勵(lì)員工努力工作的最重要因素之一。合理、有效的薪酬管理機(jī)制與激勵(lì)之間是一個(gè)良性的互動(dòng)過(guò)程。有效

71、的薪酬機(jī)制必然激勵(lì)員工以更高的數(shù)量和質(zhì)量完成工作任務(wù)，而更高數(shù)量和質(zhì)量的工作也必然帶來(lái)更高的薪酬。激勵(lì) ( Motivation).激勵(lì)原本是一個(gè)心理學(xué)的概念，就其本質(zhì)而言，它是表示某種動(dòng)機(jī)所產(chǎn)生的原因，即發(fā)生某種行為的動(dòng)機(jī)是如何產(chǎn)生的。例如，同樣一個(gè)人，為何有時(shí)工作積極，有時(shí)卻精神萎靡不振，無(wú)心做事，甚至消極怠工?現(xiàn)在，把激勵(lì)這個(gè)概念引入到管理實(shí)踐中，就賦予了新的含義。也就是說(shuō)激勵(lì)是一種精神力量或狀態(tài)，對(duì)員工起加強(qiáng)、激發(fā)和推動(dòng)作用，并

72、指導(dǎo)或引導(dǎo)員工行為指向組織的目標(biāo)。因此，不僅要研究某種動(dòng)機(jī)是如何產(chǎn)生的，關(guān)鍵更要研究如</p><p>　　需求層次理論(Hierarchy of Needs Theory)馬斯洛(Maslow)提出了需要層次理論，認(rèn)為人類(lèi)的需要是以層次的形式出現(xiàn)的，由低級(jí)的需要開(kāi)始逐級(jí)向上發(fā)展到高級(jí)的需要。馬斯洛認(rèn)為人們?cè)谏鐣?huì)生活中一般有五個(gè)層次的需要:生理需要、安全需要、社會(huì)需要、尊重需要、自我實(shí)現(xiàn)的需要。馬斯洛還認(rèn)為，當(dāng)一

73、種需要得到滿(mǎn)足后，另一種更高層次的需要就會(huì)占據(jù)主導(dǎo)地位，個(gè)體的需要是逐層上升的。從激勵(lì)的角度看，沒(méi)有一種需要會(huì)得到完全滿(mǎn)足，但只要其得到部分的滿(mǎn)足個(gè)體就會(huì)轉(zhuǎn)向追求其它方面的需要了。按照馬斯洛的觀點(diǎn)，如果希望激勵(lì)某人，就必須了解此人目前所處的需要層次，然后著重滿(mǎn)足這一層次或在此層次之上的需要。馬斯洛的理論得到了普遍的認(rèn)可，特別是得到了廣大實(shí)踐中的管理者的認(rèn)可。這主要?dú)w功于該理論簡(jiǎn)單明了、易于理解、具有內(nèi)在的邏輯性。其最大的用處在于它指出了

74、每個(gè)人均有需要。身為主管人員，為了有效地激勵(lì)下屬，就必須要了解其下屬需要滿(mǎn)足的是什么。</p><p>　　期望理論(Expectancy theory of motivation)期望理論是美國(guó)心理學(xué)家弗魯姆(V.H. Vroom)提出的。期望理論的基本觀點(diǎn)是:人們?cè)陬A(yù)期他們的行動(dòng)將會(huì)有助于達(dá)到某個(gè)目標(biāo)的情況下，才會(huì)被激勵(lì)起來(lái)去做某些事情以達(dá)到目標(biāo)?？?jī)效是三大知覺(jué)的函數(shù):期望、關(guān)聯(lián)性和效價(jià)。從心理學(xué)的角度來(lái)考察

75、，期望理論包含三種特定的心理聯(lián)系:首先是努力付出與業(yè)績(jī)聯(lián)系(Effort-performance linkage)，即指?jìng)€(gè)人所感知的通過(guò)努力能夠?qū)崿F(xiàn)預(yù)期業(yè)績(jī)?nèi)諛?biāo)的可能性。其次是業(yè)績(jī)與薪酬的關(guān)系(Performance-reward linkage)，它是個(gè)人對(duì)通過(guò)一定水平的努力能夠取得預(yù)期薪酬的認(rèn)定程度。最后是結(jié)果或薪酬的吸引力(Reward attractiveness)，表明實(shí)現(xiàn)預(yù)期結(jié)果或所獲得的薪酬對(duì)個(gè)人來(lái)說(shuō)重要性有多大。對(duì)企業(yè)管

76、理者來(lái)說(shuō)，期望理論提供了這樣一種管理思路:每一個(gè)員工在這三種心理聯(lián)系的驅(qū)動(dòng)下，行為的選擇和取向通常要經(jīng)歷這樣四個(gè)步驟:第一，工作能夠給員工帶來(lái)什么結(jié)果。第二，這個(gè)結(jié)果對(duì)員工有多大的吸引力。第三，要實(shí)現(xiàn)這個(gè)結(jié)果，員工需要如何做。第四，在員工看來(lái)，要達(dá)到這</p><p>　　南京DE閥門(mén)廠薪酬管理存在的問(wèn)題及問(wèn)題成因分析</p><p>　　薪酬制度缺乏基于戰(zhàn)略的思考在國(guó)有企業(yè)改革的進(jìn)程中，

77、企業(yè)內(nèi)部薪酬制度的改革一直是各級(jí)管理者普遍關(guān)注的熱點(diǎn)。企業(yè)薪酬制度的改革貫穿于國(guó)有企業(yè)改革的全過(guò)程。雖然各級(jí)管理非常重視薪酬設(shè)計(jì)與薪酬制度的改革但是目前我國(guó)的絕大多數(shù)企業(yè)的薪酬制度還是面臨著諸多的問(wèn)題和不足，許多企業(yè)的員工對(duì)薪酬制度的滿(mǎn)意度總是不高，企業(yè)的薪酬制度并沒(méi)有能發(fā)揮出應(yīng)有的激勵(lì)作用，沒(méi)有變成職工行為的規(guī)范。和其他國(guó)有企業(yè)一樣。南京DE閥門(mén)廠進(jìn)行薪酬管理時(shí)，還沒(méi)有充分地認(rèn)識(shí)到企業(yè)的薪酬制度一定要支持和服務(wù)于企業(yè)的戰(zhàn)略目標(biāo)的重要性

78、。在較大程度上存在著就薪酬論薪酬，把公平、合理地分配薪酬本身當(dāng)成一種目的而不是關(guān)注什么樣的薪酬制度會(huì)在企業(yè)改革與發(fā)展過(guò)程中有利于企業(yè)戰(zhàn)略和人力資源戰(zhàn)略的實(shí)現(xiàn)，南京DE閥門(mén)廠沒(méi)有從自身的總體戰(zhàn)略和人力資源戰(zhàn)略出發(fā)來(lái)改革和完善薪酬制度，并沒(méi)有立足于企業(yè)的經(jīng)營(yíng)戰(zhàn)略和人力資源戰(zhàn)略，以勞動(dòng)力市場(chǎng)為依據(jù)，最后形成企業(yè)的薪酬管理系統(tǒng)。企業(yè)在薪酬管理方面缺乏有經(jīng)驗(yàn)的專(zhuān)業(yè)人力資源管理部門(mén)來(lái)對(duì)企業(yè)的中長(zhǎng)期的發(fā)展戰(zhàn)略進(jìn)行研究、分解，并根據(jù)外部市場(chǎng)的發(fā)展情況制

79、定出與企業(yè)發(fā)展戰(zhàn)略相適應(yīng)的薪酬管理體系，對(duì)薪酬管理缺乏系統(tǒng)研究。雖然企</p><p>　　薪酬結(jié)構(gòu)不合理，與市場(chǎng)水平脫節(jié)由于受傳統(tǒng)體制和傳統(tǒng)觀念的影響，企業(yè)現(xiàn)有的薪酬結(jié)構(gòu)還比較平均，沒(méi)有合理地拉開(kāi)差距，企業(yè)薪酬價(jià)位與勞動(dòng)力市場(chǎng)價(jià)位脫節(jié)，關(guān)鍵崗位的薪酬水平低于外部市場(chǎng)的薪酬水平，不具有外部競(jìng)爭(zhēng)性；而非關(guān)鍵崗位的薪酬卻高于市場(chǎng)水平。普通工人的薪酬高于市場(chǎng)薪酬價(jià)位。從外部來(lái)看，企業(yè)非關(guān)鍵普通崗位員工的薪酬水平較社會(huì)平

80、均水平偏高，一方面這增加了企業(yè)的人力成本，浪費(fèi)企業(yè)的有限財(cái)力，因?yàn)槠胀▎T工在勞動(dòng)力市場(chǎng)上，特別在人口眾多的城市郊區(qū)是嚴(yán)重供大于求的。根本沒(méi)有必要付給其過(guò)高的工資，即使付了高工資激發(fā)其全部的積極性，但是從投入與產(chǎn)出的相對(duì)效益來(lái)看是不值得的。另一方面，從內(nèi)部來(lái)看，非關(guān)鍵崗位的薪酬水平較高，相比較而言，關(guān)鍵崗位的薪酬水平就偏低，就會(huì)增加了關(guān)鍵崗位、重要崗位職工的不公平感。該企業(yè)的一些關(guān)鍵崗位、重要崗位上的職工，其薪酬水平低于市場(chǎng)薪酬價(jià)位。眾所

81、周知，企業(yè)的薪酬水平在人才市場(chǎng)，甚至全社會(huì)中要一定有吸引力，才能吸引和留住人才，才能戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手。對(duì)于一流的人才應(yīng)該給予一流的回報(bào)。如果關(guān)鍵員工、核心員工的收入較社會(huì)標(biāo)準(zhǔn)水平偏低，外部競(jìng)爭(zhēng)力就會(huì)比較弱，必然使企業(yè)想留的人留不住，導(dǎo)致企業(yè)</p><p>　　南京DE閥門(mén)廠薪酬體系設(shè)計(jì)的思路通過(guò)對(duì)南京DE閥門(mén)廠的薪酬設(shè)計(jì)，打破原有的薪酬體系格局，重新設(shè)計(jì)企業(yè)的薪酬結(jié)構(gòu)，進(jìn)行一次薪酬再造，建立一個(gè)新的在現(xiàn)代激勵(lì)理論指

82、導(dǎo)下，將企業(yè)經(jīng)營(yíng)狀況與員工薪酬水平緊密結(jié)合起來(lái)，把員工的收入和工作績(jī)效緊緊結(jié)合起來(lái)，從而能最大限度地調(diào)動(dòng)員工積極性、主動(dòng)性和創(chuàng)造性，增強(qiáng)員工的責(zé)任感和緊迫感，提高工作效率，增加工作業(yè)績(jī)，為達(dá)到企業(yè)發(fā)展目標(biāo)做出最大貢獻(xiàn)，適應(yīng)內(nèi)外環(huán)境變化，保障企業(yè)長(zhǎng)期穩(wěn)定健康發(fā)展的新薪酬體系。在進(jìn)行薪酬體系設(shè)計(jì)過(guò)程中，努力實(shí)現(xiàn)以下目標(biāo):能夠?yàn)槠髽I(yè)的薪酬分配提供一個(gè)基本的思路和框架，結(jié)構(gòu)合理，可操作性強(qiáng)；效率優(yōu)先、兼顧公平；堅(jiān)持同工同酬，體現(xiàn)多勞多得；在適當(dāng)

83、增加工資總額的同時(shí)，合理拉開(kāi)收入差距。</p><p>　　一線(xiàn)生產(chǎn)人員質(zhì)量計(jì)件薪酬制</p><p>　　基本思路該廠現(xiàn)有車(chē)工、銑工、刨工、磨工、鉗工等一線(xiàn)操作工人195人，他們的薪酬實(shí)行質(zhì)量計(jì)件薪酬制。計(jì)件薪酬制是根據(jù)企業(yè)中操作層員工而設(shè)計(jì)的，操作層員工的工作量可以直接計(jì)算出來(lái)，所以可以根據(jù)工作計(jì)量來(lái)計(jì)算其工資。計(jì)件薪酬制是按照員工生產(chǎn)的合格產(chǎn)品的數(shù)量或完成作業(yè)量，按預(yù)先規(guī)定的計(jì)件單價(jià)

84、計(jì)算薪酬的一種薪酬形式。</p><p>　　薪酬結(jié)構(gòu)其計(jì)算公式:一線(xiàn)生產(chǎn)人員月計(jì)件薪酬=崗位標(biāo)準(zhǔn)工資X目標(biāo)產(chǎn)量完成率X目標(biāo)成本完成率X品質(zhì)系數(shù)+技能工資+崗位津貼。一方面，以崗位標(biāo)準(zhǔn)工資，來(lái)保持職工的基本薪酬；另一方面，將員工收入與個(gè)人績(jī)效考核相掛鉤。其中:目標(biāo)產(chǎn)量完成率=當(dāng)月實(shí)際產(chǎn)量/當(dāng)月目標(biāo)產(chǎn)量×100%目標(biāo)成本完成率=當(dāng)月實(shí)際成本/當(dāng)月目標(biāo)成本×100%實(shí)際成本=原材料輔料成本+電力等

85、動(dòng)力成本+工資及附加費(fèi)+折舊+其他費(fèi)用 。品質(zhì)系數(shù):其基準(zhǔn)值為1，每天各工段進(jìn)行質(zhì)量記錄，月底時(shí)根據(jù)品質(zhì)系數(shù)考核標(biāo)準(zhǔn)或增或扣，得到當(dāng)月的品質(zhì)系數(shù)。品質(zhì)系數(shù)=1.00－當(dāng)月所扣系數(shù)+當(dāng)月增加系數(shù)①確定崗位標(biāo)準(zhǔn)工資根據(jù)崗位的技術(shù)難度、工作強(qiáng)度、工作條件和應(yīng)負(fù)責(zé)任的大小等來(lái)確定崗位級(jí)別，不同級(jí)別確定不同的崗位標(biāo)準(zhǔn)工資。②確定技能工資技能工資通過(guò)技術(shù)等級(jí)來(lái)確定，而技術(shù)等級(jí)由技術(shù)考核的結(jié)果來(lái)進(jìn)行確定。根據(jù)技術(shù)考核的結(jié)果，將技術(shù)等級(jí)分為5人檔次。③