获取竞争优势的人力资源管理之七

获取竞争优势的人力资源管理之七HumanresourcemanagementgainingaadvantagecompetitivenessMotivationandpay激励和薪资报酬1.DiscusstheMaslow,theHerzibergandtheAdams’theories讨论马斯洛，赫兹伯格，亚当斯的激励理论2.Describethecompensationandthebasesfordeterminingpay讨论薪资报酬和决定工资水平的因素3.Explainhowtoestablishapayplan如何制定工资计划4.Discusslong-termandshort-termplans长期和短期激励计划1.FundamentalsofMotivation激励理论1.1Maslow.马斯洛需要层次论Adistinguishedpsychologistwhoidentifiedfivebasiccategoriesofhumanneeds,andindicatedthateachheedbecomesactiveonlyaftertheneedbelowitissatisfied.self-actualizationegosocialsafetyphysiological1.2Herznergandmotivator-hygienetheory赫兹伯格双因素理论(1)保健因素Hygienefactors.Accordingtoherziberg,hygienefactorsincludenotonlyphysiologicalneedssuchashungerandthirstbutalsosalary,workingconditions,andsupervision.offeringmorehygieneisnotthebestwaytostrengthenmotivation,inherzberg’sview,sincetheyjustpreventdissatisfaction.保健因素不仅仅指饿，渴等生理需要，还包括工资，工作条件，领导监督等等因素，满足这些因素并不能带来动机，而只能起到防止员工不满的保健作用。(2)激励因素Motivatorfactors.Opportunitiesforachievement,responsibilityandmorechallengingjobs激励因素是指获得成就感，在工作中承担起更具责任更有挑战性的工作HygieneFactorsDissatisfiedPreventDissatisfiedmotivationfactorsNosatisfySatisfy1.3Adam’sEquityTheory亚当斯的公平理论公平理论Equitytheoryofmotivationassumesthatpeoplearestronglymotivatedtomaintainabalancebetweenwhattheyperceiveastheirinput,orcontributionsandwhattheiroutput,orreward.公平理论指出人们通过将自己投入和收益之比和他人的投入收入指标做比较，以此判断是否得到公平对待。Op/Ip＞Or/IrOp/Ip＜Or/IrOp/Ip＝Or/Ir2.BasicAspectsofCompensation薪资报酬2.1compensationatwork工作报酬Employeecompensationmeansallformsofpayorrewardsgoingtoemployeesandarisingfromtheiremployment.员工因工作而获得的各种报酬Directfinancialpayment直接报酬:wagessalaries,incentives,commissions,andbonuses.如工资薪水，奖金，佣金，红利Indirectemployment:financialfringebenefitslikeemployer-paidinsurance,vacations,andnon-financialrewardslikechallengingjobs,flexibleworkhours,amoreprestigiousoffice.间接报酬，包括间接货币方式支付的福利，保险，休假，以及非货币方式支付的报酬，如挑战性工作，弹性工作时，豪华办公室等。2.2.Basicconsiderationindeterminingpay决定工资水平的因素Legalconsideration法律和法规Unioninfluences工会的影响Compensationpolicies报酬政策Equityanditsimpactonpay公平的影响LaborMarketplaceprice劳动力市场价格benchmark基准价格inflation通货膨胀Cost-of-livingdifferentials地区生活费用profitability企业赢利能力Specification任职资格position职务因素Enterpriseculture企业文化Laborcostindifferentcountries国家间劳动力成本差异Skilllevelindifferentcountries国家间技能水平差异GDPperpersonindifferentcountries国家间人均国内生产总值差异Example:Enterpriseculture受企业文化因素影响的工资结构线实实付A付C工工资B资D职务评价等级职务评价等级3.EstablishingPayRates确定工资结构3.1Step1.determinetheworthofeachjob确定每个职务的相对价值jobevolutionisaimedatdeterminingtherelativeworthofajob.Itinvolvesaformalandsystematiccomparisonofjobsinordertodeterminetheworthofonjobrelativetoanother.职务评价目的在于判定一个职务的相对价值，确定一个职务相对于其他职务的价值所做的正式系统的比较，以确定该职务的工资等价。(1)JobEvaluationMethods职务评价方法排序法Rankingmethodthesimplestmethodofjobevaluationthatinvolvesrankingeachjobrelativetoallotherjobs,usuallybasedonoveralldifficulty.是最简单的职位评价方法，依据工作复杂程度等总体指标对每一个职位的相对价值予以排序常青卫生院职位序列医院院长25，000元护士长16，000元管理员15，500元护士10，000元勤杂工7，000元(2)Pointmethod要素计点法Pointmethod要素计点法Thepointmethodisamorequantitativejobevaluationtechnique.Itinvolvesidentifying1)severalcompassablefactors,eachhavingseveraldegreesaswellas2)thedegreetowhicheachofthesefactorsispresentinthejob一种更为复杂的量化职位评价技术。它要求确定多个报酬要素，每个要素分成几等，这些因素的等级是工作的现实情况。Threefactorsofjobevaluationsystem三要素工作评价系统举例TitleofjobWorkexperiences工作经验Educationdegree教育程度Workcomplexity工作复杂性Totalscores总计Computeroperator403040110Computerprocedure405065155Systemanalyzer656085210Step2conductthesalarysurvey薪资调查Salarysurveyisatdeterminingprevailingwagerages.Agoodsaltysurveyprovidesspecificwageratesforspecificjobs。市场薪资调查在确定员工报酬时起到决定作用，好的薪资调查为特定的职位提供特定的工资率。Thewaysofthesurvey调查方法途径Writtenquestioners问卷法Telephonesurvey电话调查Newspaperads报纸杂志Commercialsurvey商业调查Professionalsurvey专业调查Governmentsurvey政府调查Step3GroupSimilarJobsIntoPaygrades将类似职位归入同一工资等级Paygrade.工资等级Apaygradeiscomprisedofjobsofapproximatelyequaldifficulty.通过比较将类似职位归入同一工资等级。Step4priceeachpaygrade-wagecurves确定工资曲线Step5finetunepayrates对工资率进行微调(1)developrateranges设计工资率系列Thiswillinvolvedcorrectingout-of-lineratesanddevelopingrateranges调整偏差工资率并设计一套新的工资率系列(2)correctingout-linerates修正工资偏差率Thisistocopewiththeproblemthattheaveragepayforthatjobiscurrentlytoohighortoolow对过高和过低的工资率进行修正。WageStructure工资率结构工资率工资率结构4.BasesforDeterminingPay工资制度Payontime计时工资制Pieceworkpay计件工资制Skill-basedpay技能工资制PaybyWorkingage年功工资制Positionandskillpay岗位技能工资制Structurepay结构工资制5.CurrentIssuesinCompensationManagement当前在报酬管理上存在的争议DeterminantsofExecutivePay高层管理人员的工资Fourcompassablefactors:4个决定高层管理人员工资水平的要素Companysize公司规模Profitability赢利能力Numberofemployees雇员数量Workexperience工作经验若干国家年销售额2。5亿美元以上公司CEO的报酬比较国家CEO的总报酬（万美元）CEO的购买力（美国=100）%CEO的报酬和制造业员工报酬之比美国87.110024巴西59.76641法国58.64016阿根廷53.58729德国49.44011日本45.4359墨西哥35.071446.financialincentives绩效工资6.1moneyandmotivation金钱和动机Talor.thefatherofthescientificmanagementmovement科学管理之父。Fairday.公平工作日。Thefairday’sworkshoulddependontheacareful,formal,scientificprocessofinspectionandobservation公平工作日依赖于仔细，正规，科学的监察，观察过程上所做的工作分析，Scientificmanagement.科学管理Impliescarefulscientifics