薪酬管理外文翻譯--薪酬管理與精神激勵(lì)機(jī)制

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3、<p>　　薪酬管理與精神激勵(lì)機(jī)制</p><p><b>　　摘　要</b></p><p>　　薪酬只是員工待遇的一部分，企業(yè)僅重視薪酬激勵(lì)，非但不能收到預(yù)期效果，甚至陷入惡性循環(huán)中。企業(yè)在完善薪酬管理過程中，應(yīng)當(dāng)重視精神激勵(lì)的作用。</p><p>　　關(guān)鍵詞：薪酬，待遇，精神激勵(lì)，人力資源管理</p><p

4、>　　1薪酬管理的困難性與員工難以對(duì)薪酬滿意的原因</p><p>　　薪酬管理是人力資源管理學(xué)中理論與實(shí)踐相差距離最大的部分。學(xué)習(xí)薪酬管理方面的理論知識(shí)對(duì)人力資源經(jīng)理的幫助幾乎是微不足道的。之所以如此，主要是因?yàn)樾匠旯芾碛腥缦氯齻€(gè)特性：</p><p><b>　　1、敏感性</b></p><p>　　薪酬管理是人力資源管理中最敏感的

5、部分，因?yàn)樗鼱砍兜焦久恳晃粏T工的切身利益。特別是在人們的生存質(zhì)量還不是很高的情況下，薪酬直接影響到他們的生活水平。另外，薪酬是員工在公司工作能力和水平的直接體現(xiàn)，員工往往通過薪酬水平來衡量自己在公司中的地位。所以薪酬問題對(duì)每一位員工都會(huì)很敏感。</p><p><b>　　2、特權(quán)性</b></p><p>　　薪酬管理是員工參與最少的人力資源管理項(xiàng)目，它幾乎是公司

6、老板的一個(gè)特權(quán)。老板，包括企業(yè)管理者認(rèn)為員工參與薪酬管理會(huì)使公司管理增加矛盾，并影響投資者的利益。所以，員工對(duì)公司薪酬管理的過程幾乎一無所知。</p><p><b>　　3、特殊性</b></p><p>　　由于敏感性和特權(quán)性，每個(gè)公司的薪酬管理會(huì)差別很大。另外，由于薪酬管理本身就有很多不同的管理類型，如崗位工資型、技能工資型、資歷工資型、績(jī)效工資型等等，所以，不

7、同公司之間的薪酬管理幾乎沒有參考性。從理論上講，只有當(dāng)員工的真實(shí)付出與真實(shí)回報(bào)不成正比的時(shí)候，員工才會(huì)對(duì)他的薪酬不滿。但實(shí)際上，即使薪酬的發(fā)放有多么公正和合理，大多數(shù)的員工也會(huì)對(duì)自己的薪酬不滿。對(duì)薪酬的不滿并非客觀的不公和不合理所至，其原因就在于：</p><p><b>　　（1）低于期望值</b></p><p>　　當(dāng)員工的薪酬低于他的期望值時(shí)，就會(huì)對(duì)薪酬不滿。

8、而這個(gè)期望值只是員工個(gè)人的自我定位。一般而言，員工往往過高估計(jì)自己在公司中的貢獻(xiàn)和價(jià)值，自然就會(huì)有過高的期望值，自然就會(huì)有許多人對(duì)自己的薪酬不滿。</p><p>　?。?）低于同等人員最高值</p><p>　　如果員工的薪酬低于同等人員的最高水平，也會(huì)產(chǎn)生不滿的情緒，并且差距越大，不滿程度就越高。因?yàn)?，每個(gè)人對(duì)自己的優(yōu)點(diǎn)、特長(zhǎng)和對(duì)公司的貢獻(xiàn)會(huì)牢記在心，甚至有些放大，但往往看不到別人的優(yōu)

9、點(diǎn)、特長(zhǎng)和貢獻(xiàn)，而比較容易將別人的缺點(diǎn)記憶深刻。特別是對(duì)貢獻(xiàn)比自己大的同等員工，出于本能的嫉妒，經(jīng)常會(huì)認(rèn)為他并不如自己。這種高估自己的心態(tài)，很難對(duì)自己和他人做出客觀的評(píng)價(jià)，同時(shí)也就產(chǎn)生了不滿。</p><p>　　（3）高估他人的薪酬，同時(shí)低估他人的績(jī)效</p><p>　　由于公司員工的薪酬和績(jī)效考評(píng)成績(jī)一般都是保密的，員工無法從正式渠道得到真實(shí)的詳細(xì)的信息。出于對(duì)別人薪酬及考評(píng)的興趣，

10、員工往往會(huì)根據(jù)一些道聽途說加以猜測(cè)。這種猜測(cè)往往會(huì)高估他人的薪酬而低估他人的績(jī)效，從而感到薪酬的不公，對(duì)自己的薪酬產(chǎn)生不滿。</p><p>　　4、精神待遇不滿，也會(huì)導(dǎo)致對(duì)薪酬的不滿</p><p>　　精神待遇是待遇的一個(gè)重要部分，主要是指對(duì)工作的勝任感、成就感、責(zé)任感、受重視、有影響力、個(gè)人成長(zhǎng)和富有價(jià)值的貢獻(xiàn)等因素不滿。由于精神待遇具有隱蔽性，員工在表達(dá)對(duì)精神待遇不滿的時(shí)候，常常會(huì)

11、強(qiáng)調(diào)對(duì)物質(zhì)待遇的不滿。精神待遇是人的一種需求，它不會(huì)因?yàn)檫@種忽略而消失。解決這個(gè)問題，主要途徑是提高員工的精神待遇，而不是薪酬(物質(zhì)待遇)。</p><p>　　2提高員工對(duì)薪酬管理滿意度的思路</p><p>　　薪酬管理是人力資源管理中的一個(gè)難點(diǎn)，薪酬管理政策也是公司員工最關(guān)心的公司政策之一。在制定新的薪酬政策時(shí)，人力資源部門會(huì)廣泛深入地進(jìn)行各種調(diào)查，并與上級(jí)領(lǐng)導(dǎo)反復(fù)討論，經(jīng)過多次修改

12、。雖然薪酬管理是人力資源部門最費(fèi)心思的事情，但結(jié)果常常卻不能讓員工滿意。</p><p>　　1、滿意度的重要性及決定因素</p><p>　　員工對(duì)薪酬管理的滿意程度是衡量薪酬管理水平高低的最主要標(biāo)準(zhǔn)。讓員工對(duì)薪酬滿意，使其能更好的為公司工作，是進(jìn)行薪酬管理的根本目的。員工對(duì)薪酬管理的滿意程度越高，薪酬的激勵(lì)效果就越明顯，員工就會(huì)更好地工作，于是就會(huì)得到更高的薪酬，這是一種正向循環(huán)。如果

13、員工對(duì)薪酬的滿意程度較低，則會(huì)陷入負(fù)向循環(huán)。常此以往，會(huì)造成員工的流失。</p><p>　　員工對(duì)薪酬管理的滿意度，取決于薪酬的社會(huì)平均比較和公平度。社會(huì)平均比較是指員工將自己的薪酬水平與同等行業(yè)同等崗位的薪酬進(jìn)行比較，如果發(fā)現(xiàn)自己的薪酬高于平均水平，則滿意度會(huì)提高，如果發(fā)現(xiàn)自己的薪酬低于平均水平，則滿意度會(huì)降低。薪酬管理的主要工作之一就是對(duì)崗位的價(jià)值進(jìn)行市場(chǎng)評(píng)估，確定能吸引員工的薪酬標(biāo)準(zhǔn)。</p>

14、<p>　　公平度是指員工把自己的薪酬與其他員工的薪酬進(jìn)行比較之后感覺到的平等程度。提高公平程度是薪酬管理中的難點(diǎn)。實(shí)際上，人力資源部門不可能在這點(diǎn)上做到讓全體員工滿意。許多公司之所以實(shí)行薪酬保密制度，就是為了防止員工得知其他員工的薪酬水平后，降低對(duì)薪酬管理公平度的認(rèn)同。另外，如果沒有對(duì)公平度的認(rèn)同，員工也會(huì)很難認(rèn)同薪酬與績(jī)效間的聯(lián)系，從而降低績(jī)效考評(píng)的效果。</p><p>　　2、如何提高薪酬管

15、理的滿意度</p><p>　　提高薪酬管理的滿意度可以從與社會(huì)平均水平比較和提高公平度兩個(gè)方面進(jìn)行。不論公司的薪酬管理采用哪種管理類型，進(jìn)行崗位的市場(chǎng)價(jià)值評(píng)估是必不可少的。人力資源部門可以建議將公司員工的薪酬水平定在稍高于同行業(yè)同崗位的薪酬水平之上(一般約10%至20%)，這樣有利于員工的穩(wěn)定和招募。</p><p>　　公平度是員工的主觀感受，人力資源部門不要試圖通過修訂薪酬制度來解決

16、這個(gè)問題。當(dāng)然，薪酬制度在不適應(yīng)公司發(fā)展的需要時(shí)，可以進(jìn)行修訂，但它不是提高公平度的最有效辦法。在解決這個(gè)問題上，人力資源部門應(yīng)該將注意力集中在薪酬管理的過程上，而不是薪酬管理的結(jié)果上。</p><p>　　比如，在制定薪酬制度時(shí)，可以讓員工參與進(jìn)來。實(shí)踐證明，員工參與決策能使決策更易于推行。一些老板和管理者擔(dān)心，員工參與薪酬制度的制定會(huì)極大地促使政策傾向于員工自身的利益，而不顧及公司的利益。這個(gè)問題在現(xiàn)實(shí)中是存

17、在的，但解決辦法是讓老板、管理者和員工一起來討論分歧點(diǎn)，求得各自利益的平衡。實(shí)際上，員工不會(huì)因?yàn)樽陨淼睦娑鴮?dǎo)致不負(fù)責(zé)任的決策。</p><p>　　員工參與或不參與的區(qū)別僅在于：如果員工參與，在政策制定之前就會(huì)發(fā)現(xiàn)并解決問題；如果員工不參與，當(dāng)政策執(zhí)行時(shí)，同樣會(huì)暴露出問題，但這時(shí)往往會(huì)喪失了解決問題的時(shí)機(jī)。</p><p>　　另外，人力資源部門還要促使老板、管理者和員工建立起經(jīng)常性的關(guān)

18、于薪酬管理的溝通，促進(jìn)他們之間的相互信任?？傊?，溝通、參與及信任會(huì)顯著地影響員工對(duì)薪酬管理的看法，從而提高對(duì)薪酬管理的滿意度。</p><p>　　3薪酬的內(nèi)部均衡與外部均衡</p><p>　　在制定或修改薪酬政策時(shí)，為了提高員工的滿意度，應(yīng)該注意薪酬的內(nèi)部均衡和外部均衡問題。內(nèi)部均衡是指在公司內(nèi)部員工之間的薪酬達(dá)成的一種平衡；外部均衡是指公司整體薪酬與同區(qū)域同行業(yè)其他公司整體達(dá)成的一種

19、平衡。不論是內(nèi)部均衡和外部均衡哪一方面出現(xiàn)失衡，都會(huì)降低薪酬政策的效果，引起管理混亂，并增大人力資源成本。所以，在薪酬管理中，薪酬的內(nèi)部均衡和外部均衡問題是非常重要的兩個(gè)問題。</p><p>　?。?）薪酬的內(nèi)部均衡</p><p>　　內(nèi)部均衡是員工之間的一種平衡，這種平衡的衡量標(biāo)準(zhǔn)是能否讓員工對(duì)薪酬的公平性感到滿意。如果員工認(rèn)為薪酬不公平，則公司的薪酬沒有達(dá)到內(nèi)部均衡；員工對(duì)薪酬公平

20、性認(rèn)同越高，薪酬的內(nèi)部均衡性就越好。薪酬的內(nèi)部不均衡，可能是由以下兩種情況所導(dǎo)致：第一，薪酬差距過小。薪酬差距過小會(huì)讓優(yōu)秀的員工(薪酬較高的員工)感到不公平，他們會(huì)認(rèn)為自己的付出大于自己的回報(bào)，從而影響他們的工作熱情和效率。解決的方法是將優(yōu)秀員工的薪酬進(jìn)行上調(diào)，使薪酬差距加大。第二，薪酬差距過大。薪酬差距過大會(huì)讓后進(jìn)的員工(薪酬較低的員工)感到不公平，他們會(huì)認(rèn)為自己不被公司認(rèn)可和重視，從而影響他們的工作熱情和效率。解決的方法是將后進(jìn)員工

21、的薪酬上調(diào)，使薪酬差距逐漸減小。</p><p>　　總之，解決之道就是把優(yōu)秀員工和后進(jìn)員工的薪酬差距調(diào)整到一個(gè)合適的位置，讓雙方都能滿意。然而在實(shí)際工作中，這點(diǎn)是很難做到的，即這個(gè)平衡點(diǎn)很難找到。如果不能讓雙方滿意，不妨先讓優(yōu)秀員工滿意，這更有利于公司的發(fā)展。因?yàn)?，?yōu)秀人才創(chuàng)造著公司80%的價(jià)值，是公司不可或缺的人才，所以應(yīng)該重點(diǎn)保護(hù)。</p><p>　　（2）薪酬的外部均衡</

22、p><p>　　外部均衡是同區(qū)域同行業(yè)之間的一種平衡，這種平衡的衡量標(biāo)準(zhǔn)是公司是否能用最合理的薪酬招募到最合適的員工。如果公司的薪酬外部不均衡，則可能招募不到合適的員工(薪酬過低)，或者浪費(fèi)了人力資源成本(薪酬過高)。公司在制定薪酬政策時(shí)，首先要考察同區(qū)域同行業(yè)的整體薪酬水平，如果可能的話，最好能夠了解到各具體崗位的薪酬標(biāo)準(zhǔn)。公司在進(jìn)行人員招募時(shí)，如果招聘的是關(guān)鍵人員，則薪酬可以稍高于平均水平，這樣有利于招募。另外，

23、如果公司是一個(gè)小公司或剛成立的公司，也應(yīng)該用較高的薪酬去吸引人才，這樣可以彌補(bǔ)由于應(yīng)聘者對(duì)公司穩(wěn)定性的擔(dān)心。</p><p>　　3重視員工的精神待遇，提高激勵(lì)政策的有效性</p><p>　　員工的待遇包含兩個(gè)部分，物質(zhì)待遇和精神待遇，有時(shí)也稱外在待遇(extrinsic rewards)和內(nèi)在待遇(intrinsic rewards)。物質(zhì)待遇主要指薪酬待遇，如薪水、福利、津貼、獎(jiǎng)金和

24、股票期權(quán)等；精神待遇是指工作的勝任感、成就感、責(zé)任感、受重視、有影響力、個(gè)人成長(zhǎng)和富有價(jià)值的貢獻(xiàn)等。員工除了有物質(zhì)待遇的需求以外，還有精神待遇的需求。</p><p>　　1、精神待遇的隱蔽性</p><p>　　精神待遇具有隱蔽性的特點(diǎn)，它常常容易被員工和管理者忽略。隱蔽性特點(diǎn)首先表現(xiàn)在：精神待遇與物質(zhì)待遇相比，精神待遇不像物質(zhì)待遇那么容易測(cè)算和衡量，難以進(jìn)行清晰的定義、討論和比較。所以

25、，在談到待遇時(shí)，員工和管理者都傾向于注重物質(zhì)待遇，而精神待遇往往會(huì)被忽略。</p><p>　　這種隱蔽性還表現(xiàn)在：?jiǎn)T工在表達(dá)對(duì)精神待遇不滿的時(shí)候，常常會(huì)強(qiáng)調(diào)對(duì)物質(zhì)待遇的不滿。而管理者經(jīng)常會(huì)在沒有弄清員工的抱怨之前，就盲目地提高員工的物質(zhì)待遇。當(dāng)然，提高物質(zhì)待遇可以暫時(shí)彌補(bǔ)員工對(duì)精神待遇的不滿，但它并不能從根本上解決由于員工對(duì)精神待遇不滿而造成的管理上的沖突。所以說，用提高物質(zhì)待遇的方法來彌補(bǔ)精神待遇的不滿是得不

26、償失的。如果長(zhǎng)此以往，公司的薪酬管理有可能陷入惡性循環(huán)。因此，公司管理者只有明白精神待遇的重要意義，才能全面把握員工的需求。管理者可以通過改善員工管理來提高員工對(duì)精神待遇的滿意度。另外，賦予員工管理和控制自己工作自由的權(quán)利，也可以為提高員工精神待遇的滿意度起到積極作用。</p><p>　　2、提高激勵(lì)政策的有效性</p><p>　　員工激勵(lì)是人力資源管理的一個(gè)重要內(nèi)容。許多管理者都希望

27、在公司中實(shí)施有效的激勵(lì)政策，來提高員工工作的積極性，從而提高整個(gè)公司的效率。從公司的角度來看，激勵(lì)也是一種投資，投資的回報(bào)便是工作效率的提高。如果投資沒有得到應(yīng)有的回報(bào)，那么這種投資就是失敗的。實(shí)施激勵(lì)并不難，但如何實(shí)施有效的激勵(lì)，讓激勵(lì)這種投資獲得高額的回報(bào)，則是需要認(rèn)真研究的問題。</p><p>　?。?）激勵(lì)來自于內(nèi)因</p><p>　　激勵(lì)不是外界刺激，而是員工對(duì)外界刺激的反映

28、。西方行為科學(xué)家對(duì)個(gè)體行為的研究有一個(gè)基本的理論，叫做“激勵(lì)理論”。激勵(lì)理論把人的行為發(fā)生的過程總結(jié)成如下的模式：需要———心理緊張———?jiǎng)訖C(jī)———行為———目的———需求滿足/消除緊張———新的需要。這個(gè)模式說明了一個(gè)人的行為發(fā)生的全部過程。一個(gè)人產(chǎn)生某種行為的根源是某種需要，根據(jù)心理解剖學(xué)的研究，當(dāng)某種需要對(duì)人的大腦產(chǎn)生刺激，大腦在接受這種刺激的時(shí)候，便產(chǎn)生一系列活動(dòng)。激勵(lì)理論可以簡(jiǎn)單地概括為：需要引起動(dòng)機(jī)，動(dòng)機(jī)決定行為。員工的需要

29、使員工產(chǎn)生了動(dòng)機(jī)，行為是動(dòng)機(jī)的表現(xiàn)和結(jié)果。也就是說，是否對(duì)員工產(chǎn)生了激勵(lì)，取決于激勵(lì)政策是否能滿足員工的需要。所以說，激勵(lì)來自于員工的需求，是內(nèi)因。</p><p>　　(2)了解員工的需求</p><p>　　要提高激勵(lì)政策的有效性，就要使激勵(lì)政策能夠滿足員工的需求。要做到這一點(diǎn)，首先就要了解員工的需求。在需求理論中，最著名的是美國(guó)心理學(xué)家馬斯洛提出的“需求層次理論”。需求層次理論將人的

30、需求分為五個(gè)層次：生理需要，安全需要，交往需要，尊重需要和自我實(shí)現(xiàn)需要。另外，從人的日常生活這個(gè)角度出發(fā)，將人的需求可以分為三個(gè)方面：生活需要(包括物質(zhì)的和精神的)，工作需要(包括學(xué)習(xí)和創(chuàng)造)及休息需要(包括娛樂和消遣)。我們可以從上述兩個(gè)需求角度來分析員工的需求。從縱向看，不同層次的員工(知識(shí)層次、薪酬層次等)處于不同的需求狀態(tài)，對(duì)薪酬較低的員工，要側(cè)重滿足他們的生理需求和安全需求(即提高他們的生存水平)；對(duì)薪酬較高的員工，則側(cè)重滿足

31、他們的尊重需求和自我實(shí)現(xiàn)需求。從橫向看，同等層次的員工由于他們的個(gè)性和生活環(huán)境不同，他們的需求側(cè)重也有不同。如有些員工很看中物質(zhì)待遇(生活需求強(qiáng)烈)，有些員工則喜歡娛樂和消遣(側(cè)重休息需求)，還有些員工以鉆研某項(xiàng)技術(shù)為樂(工作需求強(qiáng)烈)。員工的需求是復(fù)雜和多樣的，了解員工的這些需求，可為制定有效的激勵(lì)政策提供基礎(chǔ)。</p><p>　　(3)制定有效的激勵(lì)政策</p><p>　　在制定激

32、勵(lì)政策之前，要對(duì)員工的所有需求做認(rèn)真調(diào)查，并制定一份詳細(xì)的清單，然后將公司可以滿足和不能滿足的部分分開，劃掉那些不能滿足的部分。對(duì)可以滿足的那部分進(jìn)行認(rèn)真研究，找出滿足的途徑，并將這些途徑流程化(可操作化)，同時(shí)計(jì)算出公司需為此付出的成本。根據(jù)成本的高低不同，將各類需求進(jìn)行等級(jí)劃分，成本越高的需求，等級(jí)越高。上述工作完成后，激勵(lì)政策就有了雛形。緊接著，要制定“游戲規(guī)則”，即得到某個(gè)激勵(lì)等級(jí)的員工需要滿足什么樣的條件。另外，在每個(gè)激勵(lì)等級(jí)

33、上，都要設(shè)計(jì)幾種不同的選項(xiàng)，員工可以根據(jù)自己的個(gè)人需要選擇其中的一種。比如說，在某個(gè)激勵(lì)等級(jí)上，有技術(shù)培訓(xùn)、公費(fèi)旅游、帶薪假期等多個(gè)選項(xiàng)，員工可以根據(jù)自己的需要選擇其中一種。同時(shí)，也應(yīng)看到激勵(lì)政策本身也有一個(gè)不斷完善的過程，這就需要在工作中不斷了解員工的需求，及時(shí)將員工新的需求反映在政策中，這樣才能使政策能夠保持持續(xù)的有效性。</p><p>　　Salary management and incentive m

34、echanisms spirit</p><p><b>　　Abstract</b></p><p>　　Pay is only part of the treatment, enterprises only pay attention to incentives, it will not be able to achieve the expected result

35、s, even caught in a vicious cycle. Enterprises in the process of improving the management of salaries, incentives should be paid attention to spiritual role.</p><p>　　Key words: Salary ,Treatment spiritual i

36、nspiration, Human resources management </p><p>　　1．Pay management problems and employee satisfaction is difficult to pay the right reasons</p><p>　　Salary Management is a human resources managem

37、ent theory and practice from the difference between the largest part. Pay learning management theories and knowledge of human resources manager to help is almost negligible. The reason is mainly because of salary managem

38、ent following three characteristics .</p><p>　?。?）sensitivity </p><p>　　Salary Management is a human resources management the most sensitive part, because it involves every one of the vital inte

39、rests of the staff. Especially in the people's quality of life is not under high salaries directly affect their standard of living. In addition, the salaries of employees at the company level and the direct embodimen

40、t, workers often pay level through to judge themselves in the position of the company .</p><p>　　So pay for every one staff will be very sensitive </p><p>　?。?）Privileged </p><p>　　

41、Management salaries of the staff involved in the least human resources management project, which is almost the owner of a privilege. Bosses, including enterprise managers that staff participation in the management will p

42、ay the company to manage conflicts and affect the interests of investors . Therefore, the staff of the management company pay almost ignorant of the process. </p><p>　?。?）Particularity </p><p>　

43、　As the sensitivity and privileges, and each company's management will pay big difference. Moreover, as the administration itself has many different types of management, such as the post-wage, the wage-type skills, s

44、eniority-based pay, performance-based pay, and so different between the companies pay almost no management reference. In theory, only when the staff of the true costs and true return is not directly proportional to the t

45、ime, staff will be on his salary dissatisfaction. But even if the</p><p>　　Below expectations </p><p>　　When the salary below his expectations, he will pay dissatisfaction. This expectation is o

46、nly the self-positioning. Generally, employees tend to overestimate their own in a company and the value of the contribution, you will naturally have high expectations, naturally there will be many people dissatisfied wi

47、th their pay. </p><p>　　The same officers below the maximum value </p><p>　　If the pay is lower than the highest level, will have the sentiment of discontent, and the greater the gap. The higher

48、 the degree of dissatisfaction. Because each of their own strengths, expertise and contribution to the company will be kept in mind, and even some amplification, But others often do not see the advantages of expertise an

49、d contribution, and relatively easy to other people's shortcomings memories。Especially for their large contributions than the same staff, instinctive jealousy oft</p><p>　　Overestimated others pay, while

50、 others underestimate the performance </p><p>　　Because of the pay and performance appraisal results are usually confidential. staff from the official channels can not be true of detailed information. Pay fo

51、r others interested in the evaluation and the staff will often be based on hearsay or speculation. Such speculation tends to overestimate the salaries of others to underestimate the performance of others, the pay is unfa

52、ir, pay for their own discontented. </p><p>　　Dissatisfied with the spirit of treatment will lead to dissatisfaction with pay </p><p>　　Treatment of mental treatment is an important part, it mai

53、nly refers to the work of competence, a sense of achievement, responsibility and attention. influential, rich in personal growth and the value of the contribution of factors such as dissatisfaction. Mental treatment is h

54、idden, the employees expressed dissatisfaction with the spirit of the treatment, often emphasized the treatment of material dissatisfaction. Spirit of the treatment is a demand, it will not be because of neglect disappea

55、r.</p><p>　　2. Raise staff salaries to the satisfaction of management thinking</p><p>　　Salary Management is a human resources management of a difficult, salary management policy is also company

56、 employees are most concerned about one of the company's policy. In developing the new pay policy, the Human Resources Department will conduct extensive and in-depth surveys, and superior leadership and repeated disc

57、ussions, After several revisions. Although pay management is the human resources department of most-fetched thing, but the results are often not allow staff satisfaction. </p><p>　　（1）Satisfaction and the im

58、portance of the decision factors </p><p>　　Management staff of the pay level of satisfaction is a measure of the level of remuneration management of the most important criteria. Employees are allowed to pay

59、satisfied, it can be better for the company, the pay is the fundamental purpose of management. Management employees pay higher degree of satisfaction that the incentive pay more obvious results, the staff would work bett

60、er, So will receive higher pay, which is a positive cycle. If employees pay a lower level of satisfaction, will be p</p><p>　　Management employees pay satisfaction, the community depends on the average salar

61、y comparison and fair degrees. Comparing average social workers will refer their pay levels with the same positions in the same industry pay comparisons If it is found that their pay is higher than the average level, the

62、 satisfaction would increase, If it is found that their own salaries below the average level, the satisfaction will be reduced. Pay management is one of the major tasks of the job market value assess</p><p>

63、　　Fair degree refers to the workers their salary and the salaries of other staff compared the feeling after equality. Raising pay is a fair degree of management difficulties. In fact, the Human Resources Department can n

64、ot be done on this point so that all staff satisfaction. Many companies pay the reason why the secrecy is to prevent employees know the salaries of other staff level, reduce the pay of the management of fair degree of re

65、cognition. Moreover, if not for a fair degree of recognition, </p><p>　　（2）How to improve the management of pay satisfaction </p><p>　　Management pay raise satisfaction from the average level wi

66、th the community and raise more fair degree of two ways. Regardless of the salary management company to which types of management, the market value of positions is essential to the assessment. Human Resources Department

67、can suggest to the company staff salaries slightly higher than the level at the same trade status with the salary level above (1 as about 10-20%), which is conducive to the stability and staff recruitment.</p><

68、;p>　　Is a fair degree of subjective feelings of the staff, the human resources department will not attempt to amend the pay system to solve this problem. Of course, the pay system unsuited to the needs of development

69、of the company, the amendment can be made, it is not fair to improve the most effective way. In resolving this issue, the Human Resources Department should focus on the management of the pay process, and not pay manageme

70、nt results. </p><p>　　For example, in developing pay systems, and would allow employees to participate. Practice has proved that enable employees to participate in decision-making decisions more easily imple

71、mented. Some owners and managers worried staff participation in the formulation of the pay system would greatly facilitate policy tends to staff its own interests, without taking into account the interests of the company

72、. The problem is in reality exist, but the solution is to let the boss, a manager and the staff</p><p>　　Staff participation or non-participation is the only distinction : If staff participation in policy fo

73、rmulation would be found before and problem-solving; If the staff does not participate in the implementation of the policies, the same problems will be exposed, but this time will often lose the chance to resolve the pro

74、blem.</p><p>　　In addition, the Human Resources Department also prompted the owner, manager and staff to establish regular pay on the management of communication Promotion of mutual trust. In short, communic

75、ation, participation and trust will be a significant impact on staff pay administration's view, so as to improve the management of the salary satisfaction. </p><p>　　（3） Pay the balance of internal and e

76、xternal balance </p><p>　　In formulating or revising remuneration policies, in order to improve staff satisfaction, should pay attention to the balance of internal and external balance. Internal balance refe

77、rs to the internal staff reached between pay a balance; external balance of the company overall pay and with the regional trade with other companies reached an overall balance. Both internal and external balance and equi

78、librium imbalance which there will be lower remuneration policy effect, caused confusion in managem</p><p>　　Pay the internal balance </p><p>　　Internal balance among employees is a balanced, Th

79、at balance yardstick is whether employees are allowed to pay a fair sexy satisfied with the result. If the staff that pay not fair, the company did not pay the balance within reach; Employees pay higher equity sexual ide

80、ntity, pay the internal balance better. Pay internal imbalances are likely to be the following two situations lead to : first, the pay gap is too small. Pay gap too small allow outstanding staff (salaries of the staff) w

81、as not fai</p><p>　　In short, the solution is excellent staff and the less the salary gap was adjusted to a suitable location, Let both sides satisfied. However, in practice, this is very difficult to achiev

82、e, that is the point of balance is difficult to find. If not for the satisfaction of both parties and may wish to let excellent staff satisfaction, which is more conducive to the development of the company. Because, tale

83、nts to create the company's value 80%, the company is an indispensable talent, it should focu</p><p>　　Pay the external balance </p><p>　　External balance of trade with the region with a bal

84、ance between, That balance is the standard measure of whether companies use the most reasonable salaries to recruit the most suitable staff. If the company does not pay the external balance, it may not recruit the right

85、staff (low pay), or a waste of human resource costs (salaries are too high). Companies in developing pay policy, we must first study with the regional industry's overall pay level, if possible, It would be useful to

86、know the spe</p><p>　　3. Value their spiritual treatment, the improvement of the effectiveness of incentive policies</p><p>　　Treatment staff consists of two parts, material and spiritual treatm

87、ent treatment, sometimes also called the external treatment (extrinsic rewards) and the inherent treatment (intrinsi c rewards). Treatment mainly refers to material remuneration, such as salaries, benefits, allowances, b

88、onuses and stock options; Treatment is the spirit of competence and sense of achievement, responsibility and attention, influential, personal growth and full value of the contribution. In addition to the staff tr</p&g

89、t;<p>　?。?）Mental treatment concealment </p><p>　　Treatment with the spirit of the characteristics of concealment, it is often easy to overlook the staff and managers. Hidden features in the first per

90、formance : Mental and physical treatment compared to treatment, Unlike mental treatment substances treatment so easy calculation and measurement difficult for a clear definition, discussed and compared. So, as we talked

91、about the treatment, the staff and managers tend to focus on material rewards, and the spirit of treatment will often be overlooke</p><p>　　This concealment is also reflected in : the staff in expressing dis

92、satisfaction with the spirit of the treatment time, often emphasize treatment of the material dissatisfaction. And managers often do not understand the staff complained before blindly raising staff treatment of the mater

93、ial. Of course, improving material may temporarily cover treatment for mental treatment staff discontent But it does not resolve the fundamental spirit of the staff because of dissatisfaction with the treatment of</p&

94、gt;<p>　?。?）Enhance the effectiveness of incentive policies </p><p>　　Staff incentive is the management of human resources an important part. Many managers want companies to implement an effective inc

95、entive policies to improve the work of the staff, thereby enhancing the efficiency of the entire company. From the company point of view, the incentive is an investment, the return on investment is working to improve its

96、 efficiency. If the investments have not been given due returns, such investment is a failure. Encouragement is not difficult, but how to implement an</p><p>　　From the internal incentive </p><p&g

97、t;　　Incentive not to external stimuli, but the staff to outside stimuli reflect , Western scientists acts of individual behavior of a basic theory ,it’s call” Motivation Theory ”. The theory inspire the conduct of the pr

98、ocess are summarized as a model :need-- psychological tension -- motivation -- behavior -- Objective -- Meet demand/ Eliminating tension -- New needs. </p><p>　　The model shows that a person acts in the whol

99、e process. Those who have a certain behavior is the root cause of some kind of need, according to the anatomy of psychological research, When some people need to have the brain stimulation, brain stimulation during this

100、time, they have a series of activities. Motivation Theory can be briefly summarized as : requiring motivation, motivation acts decision. Employees need to have a staff motivation and behavior is motivated by performance