文件类型：PPT/Microsoft Powerpoint 文件大小：字节
第九章薪酬与福利9-*
第九章薪酬与福利
Chapter 9
Determining Pay and Benefits
CHAPTER OUTLINE
9.1 把薪酬实践与竞争优势联系在一起Linking Compensation Practices to Competitive Advantage
9.2 公平理论Equity theory
9.3 建立薪酬等级Establishing rates of pay
9.4 福利管理Benefits administration
9.1Linking Compensation Practices to Competitive Advantage
有效的薪酬实践
Effective
Compensation
Practices
改进成本效率
Improve Cost Efficiency
做到依法行事
Achieve Legal Compliance
竞争优势
Competitive
Advantage
提高招聘成功率
.增加士气,减少流动
Improve Recruitment
And Morale
Reduce Turnover
9.2 Equity Theory
成果Outputs
投入Inputs
Outputs
Inputs
低回报Under-reward
公平Equity
高回报Over-reward
Person B
Person A
参照性的他人Referent Others
P
P
P1
P2
P3
P4
P5
P6
组织Organization A
组织Organization B
=focal person
P1, P2, etc. =
possible referents
P
低回报时雇员的反应Employee Responses to Under-Reward
降低其投入Decrease their inputs
试图提高成果Attempt to increase their outcomes
调整知觉Distort their perceptions
改变他人Attempt to change others
选折新的参照性他人Choose a new referent other
逃脱这种局面Escape the situation
= 最可能的反应most likely responses
雇员对于高回报的反应Employee Responses to Over-Reward
与公平回报一样满意As satisfying as equity
或有一些不满Somewhat dissatisfying
但远不如低回报那样不满Not nearly as dissatisfying as underpayment!!
9.3 达到薪酬认知公平的必要条件Conditions Necessary for Perceptions of Pay Fairness
内部一致性Internal consistency
外部竞争性External competitiveness
雇员贡献Employee contributions
公平薪酬的不同认知
Different Perspectives on Pay Fairness
达到内部一致性
Achieving Internal Consistency
工作评估Job evaluation
按薪金等级分配工作Assigning jobs to pay grades
工作评估和绩效评价
Job Evaluation vs. Performance Appraisal
工作评估
Job Evaluation
绩效评估
Performance Appraisal
重点在工作的要求
Focus on job
requirements
个体的绩效Focus on performance
of individual job holder
如何进行有效的工作评估
How to Conduct Effective Job Evaluations
评估工作所使用的评定量表必须被明确界定.Rating scales used to evaluate job must be clearly defined
培训评估者Train evaluators
提供完全,准确和最新的工作描述Provide complete, accurate, & up-to-date job descriptions
得分-因素法的步骤
Point Factor Method Steps
选择并仔细定义可付酬因素Select and define compensable factors.
确定每个因素的等级或程度的数目.Determine number of degrees for each factor.
定义每个程度定级Define each degree level.
决定可付酬因素的权重Weight compensable factors.
分配分值Assign point values to degrees.
Experiential Exercise: Evaluating the Job of Instructor, dustman, president P274
Objective:
By actually completing a point-factor job evaluation form, students will appreciate both the strengths and weaknesses of the method.
What to do:
Conduct this exercise following your discussion of job evaluation.
(1) Follow the instructions in the text.
Sample of a point-factor method evaluation form
Factor 1: physical and mental effort [50]
Factor 2: education and experience [210]
Factor 3: judgment [200]
Factor 4: contact [200]
Factor 5: consequence of error [100]
Factor 6: working conditions [50]
Factor6:working conditions
Definition: This factor considers the risks and discomforts surrounding the job and its environment.
DEGREES AND DEFINITONS
The work environment involves everyday risks and discomforts that require normal safety precautions. The work area is adequately lighted, heated, and ventilated (10 points)
The work environment involves moderate risk and /or discomforts that require safety precautions. Light heat ,or noise levels may be unsatisfactory. Employees may be required to wear earplugs, safety glasses,etc,(25 points)
The work environment involves high risks with exposure to potentially dangerous situations or unusual environmental stress. Examples are working under extreme weather conditions,working at great height, and being exposed to fumes, acid, dangerous chemicals, etc. (50 points)
Pay Grades
$
Points
1
2
3
4
Point Grade Min Max
Range $ $
100-300 1 15 20
301-450 2 18 23
451-600 3 21 26
601-750 4 24 29
751-900 5 27 32
901-1050 6 30 35
Achieving External Competitiveness
Collecting salary survey information
Establishing a pay policy
Establishing pay rates
Salary survey
Determine what information to collect
Salary range
Average starting salary
Average salary level
Benefit options
Select benchmark jobs
Clearly defined
Representative
Encompass a sizable number of employees
Select which companies to survey
Relevant market
Three Pay Policies
Pay Policy Attract Retain Motivate Control
Costs
Lead + +
Match = = =
Lag - +
Source: adapted from Compensation (5th ed.) by G.T. Milkovich & J.M. Newman
(1996): Irwin.
Pay Policy Lines
Market
Rate
Job Evaluation Points
Market
Pay
Lead
Policy
Lag
Policy
Recognizing Employee Contributions
maximum $
minimum $
midpoint $
Pay Grade
High Performers
Competent
Performers
New Employees
解决一个负薪不公的两难问题
里其伟医院是一个有296个住院床位的内科和外科医疗中心. 除了设有全部常规医疗服务项目外,还设有心脏病监护`癌症治疗和急诊服务.里其伟医院位于一个中等规模的都市中心,有806名支付全职工资的雇员.
里其伟医院千方百计地保证其支付系统的内部一致性.用得分—因素法,里其伟医院的工作在评估打分的基础上被分成25个薪金级别.每一个薪金级别在原来的基础上还有上下25%的浮动.没有经验的或经验很少的雇员,只得到其所属级别中的最低限的薪水.随着雇员们在他们的工作中不断进步,他们回被支付与其工作所表现出来的水平相称的薪水.
雇员们似乎对薪金体系很满意,几乎没有正式的抱怨.然尔,薪酬经理注意到,在医院的理疗师中存在着不同寻常的高流动率.
理疗师的在薪金等级中属于第八级,里其伟医院对这一级别的付薪范围是17500—22500美圆.经调查,其竞争对手兰利医院支付给它的理疗师的薪水为21000—27000美圆.很显然,里其伟医院支付的薪酬不具备外部竟争力.
在会议中,有人建议将理疗师的薪酬级别升至10级,使其能与兰利医院的付薪水平相当.而人力资源副总裁觉得这样变动会破坏里其伟医院的工作评估计划的可信度,并会导致士气问题,特别是对于那些被分在薪金级别8中的雇员们.
讨论:你同意"将理疗师工作重新分类到支付级别0会导致士气问题的说法吗
你能想出一个更好地解决此问题的办法吗 请解释.
第九章薪酬与福利
Chapter 9
Determining Pay and Benefits
CHAPTER OUTLINE
9.1 把薪酬实践与竞争优势联系在一起Linking Compensation Practices to Competitive Advantage
9.2 公平理论Equity theory
9.3 建立薪酬等级Establishing rates of pay
9.4 福利管理Benefits administration
9.1Linking Compensation Practices to Competitive Advantage
有效的薪酬实践
Effective
Compensation
Practices
改进成本效率
Improve Cost Efficiency
做到依法行事
Achieve Legal Compliance
竞争优势
Competitive
Advantage
提高招聘成功率
.增加士气,减少流动
Improve Recruitment
And Morale
Reduce Turnover
9.2 Equity Theory
成果Outputs
投入Inputs
Outputs
Inputs
低回报Under-reward
公平Equity
高回报Over-reward
Person B
Person A
参照性的他人Referent Others
P
P
P1
P2
P3
P4
P5
P6
组织Organization A
组织Organization B
=focal person
P1, P2, etc. =
possible referents
P
低回报时雇员的反应Employee Responses to Under-Reward
降低其投入Decrease their inputs
试图提高成果Attempt to increase their outcomes
调整知觉Distort their perceptions
改变他人Attempt to change others
选折新的参照性他人Choose a new referent other
逃脱这种局面Escape the situation
= 最可能的反应most likely responses
雇员对于高回报的反应Employee Responses to Over-Reward
与公平回报一样满意As satisfying as equity
或有一些不满Somewhat dissatisfying
但远不如低回报那样不满Not nearly as dissatisfying as underpayment!!
9.3 达到薪酬认知公平的必要条件Conditions Necessary for Perceptions of Pay Fairness
内部一致性Internal consistency
外部竞争性External competitiveness
雇员贡献Employee contributions
公平薪酬的不同认知
Different Perspectives on Pay Fairness
达到内部一致性
Achieving Internal Consistency
工作评估Job evaluation
按薪金等级分配工作Assigning jobs to pay grades
工作评估和绩效评价
Job Evaluation vs. Performance Appraisal
工作评估
Job Evaluation
绩效评估
Performance Appraisal
重点在工作的要求
Focus on job
requirements
个体的绩效Focus on performance
of individual job holder
如何进行有效的工作评估
How to Conduct Effective Job Evaluations
评估工作所使用的评定量表必须被明确界定.Rating scales used to evaluate job must be clearly defined
培训评估者Train evaluators
提供完全,准确和最新的工作描述Provide complete, accurate, & up-to-date job descriptions
得分-因素法的步骤
Point Factor Method Steps
选择并仔细定义可付酬因素Select and define compensable factors.
确定每个因素的等级或程度的数目.Determine number of degrees for each factor.
定义每个程度定级Define each degree level.
决定可付酬因素的权重Weight compensable factors.
分配分值Assign point values to degrees.
Experiential Exercise: Evaluating the Job of Instructor, dustman, president P274
Objective:
By actually completing a point-factor job evaluation form, students will appreciate both the strengths and weaknesses of the method.
What to do:
Conduct this exercise following your discussion of job evaluation.
(1) Follow the instructions in the text.
Sample of a point-factor method evaluation form
Factor 1: physical and mental effort [50]
Factor 2: education and experience [210]
Factor 3: judgment [200]
Factor 4: contact [200]
Factor 5: consequence of error [100]
Factor 6: working conditions [50]
Factor6:working conditions
Definition: This factor considers the risks and discomforts surrounding the job and its environment.
DEGREES AND DEFINITONS
The work environment involves everyday risks and discomforts that require normal safety precautions. The work area is adequately lighted, heated, and ventilated (10 points)
The work environment involves moderate risk and /or discomforts that require safety precautions. Light heat ,or noise levels may be unsatisfactory. Employees may be required to wear earplugs, safety glasses,etc,(25 points)
The work environment involves high risks with exposure to potentially dangerous situations or unusual environmental stress. Examples are working under extreme weather conditions,working at great height, and being exposed to fumes, acid, dangerous chemicals, etc. (50 points)
Pay Grades
$
Points
1
2
3
4
Point Grade Min Max
Range $ $
100-300 1 15 20
301-450 2 18 23
451-600 3 21 26
601-750 4 24 29
751-900 5 27 32
901-1050 6 30 35
Achieving External Competitiveness
Collecting salary survey information
Establishing a pay policy
Establishing pay rates
Salary survey
Determine what information to collect
Salary range
Average starting salary
Average salary level
Benefit options
Select benchmark jobs
Clearly defined
Representative
Encompass a sizable number of employees
Select which companies to survey
Relevant market
Three Pay Policies
Pay Policy Attract Retain Motivate Control
Costs
Lead + +
Match = = =
Lag - +
Source: adapted from Compensation (5th ed.) by G.T. Milkovich & J.M. Newman
(1996): Irwin.
Pay Policy Lines
Market
Rate
Job Evaluation Points
Market
Pay
Lead
Policy
Lag
Policy
Recognizing Employee Contributions
maximum $
minimum $
midpoint $
Pay Grade
High Performers
Competent
Performers
New Employees
解决一个负薪不公的两难问题
里其伟医院是一个有296个住院床位的内科和外科医疗中心. 除了设有全部常规医疗服务项目外,还设有心脏病监护`癌症治疗和急诊服务.里其伟医院位于一个中等规模的都市中心,有806名支付全职工资的雇员.
里其伟医院千方百计地保证其支付系统的内部一致性.用得分—因素法,里其伟医院的工作在评估打分的基础上被分成25个薪金级别.每一个薪金级别在原来的基础上还有上下25%的浮动.没有经验的或经验很少的雇员,只得到其所属级别中的最低限的薪水.随着雇员们在他们的工作中不断进步,他们回被支付与其工作所表现出来的水平相称的薪水.
雇员们似乎对薪金体系很满意,几乎没有正式的抱怨.然尔,薪酬经理注意到,在医院的理疗师中存在着不同寻常的高流动率.
理疗师的在薪金等级中属于第八级,里其伟医院对这一级别的付薪范围是17500—22500美圆.经调查,其竞争对手兰利医院支付给它的理疗师的薪水为21000—27000美圆.很显然,里其伟医院支付的薪酬不具备外部竟争力.
在会议中,有人建议将理疗师的薪酬级别升至10级,使其能与兰利医院的付薪水平相当.而人力资源副总裁觉得这样变动会破坏里其伟医院的工作评估计划的可信度,并会导致士气问题,特别是对于那些被分在薪金级别8中的雇员们.
讨论:你同意"将理疗师工作重新分类到支付级别0会导致士气问题的说法吗
你能想出一个更好地解决此问题的办法吗 请解释.
·上一篇：公务员薪酬政策及制度检讨
·下一篇：2007年中国薪酬状况白皮书