企业员工福利外文翻译文献
工资制度中英文对照外文翻译文献
工资制度中英文对照外文翻译文献工资制度中英文对照外文翻译文献(文档含英文原文和中文翻译)Management Style and FairPaymentTom HusbandThis article discusses the relationship between management style within a firm and the procedures used to determine internal wage and salary differentials. At a time when management styles are apparently becoming less authoritarian and paternalistic in favour of greater worker participation there is obviously a danger of firms using payment techniques which are inappropriate to the current management/worker relationship. Some simple models of workers and organization are used to identify four broad styles of management. These styles are then related to the job evaluation and performance rating techniques in common use in British industry today. Some general conclusions are drawn concerning future trends in payment to suit management style.IntroductionProblems of internal pay structuring have always been of keen interest to both managers and students of British industry. In recent years however the setting of rational and fair pay differentials has taken on a particular significance. Our social andmanagerial attitudes to criteria for reward are changing fast. The whole question of pay relativities is now seen to be central to the establishment of a just industrial society. Within individual firms managers and employees are questioning the traditional approaches to work structuring and wage payment. There is adistinct move from both sides of industry towards a greater degree of employee consultation and participation in the running of the firm. This trend has brought with it fresh approaches to the analysis of work and the determination of equitable wage and salary differentials.A great many British companies have already applied themselves to solving the dynamic problems of work analysis and reward. The majority are probably only now deciding how best to approach these same problems. It is fair to say that a great deal of confusion and even controversy surrounds the issues involved. In the last decade managers have been deluged with new techniques of pay administration.All of these techniques are valid when applied under appropriate conditions. The dilemma which has faced managers is to know which of the techniques is relevant to the solution of their particular problems. There have been many sad cases of mismatch between technique and situation.Managers need an overall company strategy for work analysis and pay. The integration of techniques into a total package of wage and salary administration must reflect the management style employed in the company, as well as recognize the many constraints put on managerial control.Many companies are now facing up to situations where management styles are altering and technological and other influences are changing fast. The company pay strategy has to mirror these changes if it is to remain effective.Ideally the internal payment structure should reflect the organization structure (and hence the structure of responsibility carried across job hierarchy). However there is no single ideal structure of organization and consequently there can be nosingle ideal structure of pay. Each firm has a range of needs which are met or partially met by the measures taken by management. We can begin the argument by examining the management styles associated with the needs of the employee/ manager relationships - the so-called 'psychological contract'.Management Styles and the Psychological ContractObviously the management style used in fulfilling the psychological contract reflects the way in which managers in the company expect employees to behave. Some managerial teams expect their employees to simply have what is known as a 'calculative' involvement with the company. They are expected to do what is required by the goal-setters (the management team) and no more. The contract is fulfilled by paying sufficient wages or salaries to motivate the employees to meet the goals set by the managers. Many small family firms operate this management style and there are possibly a great many large companies too. It is convenient to label this type of management view of the organization as 'goal oriented'. In the extreme such managers might perceive only a single goal (profit ratio, market share, etc) without requiring the employees to have any identification or 'moral involvement' with that goal. A totallydifferent conceptual model of the organization allows for the achievement of a whole range of needs24 Personnel Review Vol 4 Number 4 Autumn 1975by the organization. Managers who conceive of their companies in this fashion see the need for balancing the 'system' of needs. Employees (and especially other, junior managers) are perceived as people whose actions should influence the entire organization not just their own department or subsystem of, for example, production control or purchasing or marketing, etc. Theview held here is that it is no good to have nine tenths of the company's needs being met and the other tenth ignored. It is a 'systems' approach and is a model which is apparent in the management philosophy of our larger and more progressive industrial companies.Between these two polar models of organization there is obviously scope for many other concepts. A pluralistic model, for example would allow for different constituent parts of the organization to have their own separate goals.The models that managers hold of men as distinct from the goals of the company are described in a massive literature of organizational psychology. It is possible in this area also to establish extreme, polar concepts. One extreme would be the assumption that man is a 'rational-economic' animal. Because of this a manager holding such a view might use McGregor's well-known Theory X approach to his subordinate. McGregor1 points out that 'rational-economic' man assumptions imply that man is lazy by nature and is motivated primarily by financial incentives. The employee is seen to need direction and control so that he will work towards the organization's goals. He is seen to be unambitious and reluctant to take responsibility. The assumptions associated with Theory X are, of course, built into the foundations of the Classical organization theories. The employee, in short, is seen to react to his environment.The model of man seen to be at the opposite from the reactive, Theory X man is McGregor's Theory Y approach. Assumptions on which Theory Y are based include the fact that most men do not dislike work, they seek a challenge from the work environment and in fact welcome the opportunity to achieve a 'moral' involvement with the organization. Underappropriate conditions the employee, says Theory Y, will seek out responsibility and is capable of imagination, ingenuity and creativity.There have been several attempts to classify the various models of man and organization, a notable example being the typology developed by Etzioni2. For the purpose of this present discussion, however, the simple model constructed by Limerick3 to show the type of management style implied by management's assumptions about men and organization seems appropriate. The model takes the form of the matrix shown in Figure 1 below: Reactive Man Self-Active ManGoal Organization AuthoritarianManagementConsultativeManagementSystem Organization PaternalisticManagementParticipativeManagementFigure 1 The Limerick Matrix of Management StylesThe matrix suggests that if management holds Theory X (reactive man) assumptions and sees the organization as being single goal orientated, the style implied is authoritarian. At the other extreme, should the assumptions be of Theory Y nature and the organization be seen as systems orientated, the model implies that the strategy is participative. It must be borne in mind, of course, that this classification represents pure types of organization which probably do not exist as such in practice. It is meant to be a relative model which shows only the extreme assumptions and implied strategies. It is, however, veryimportant to be able to put the problem of differing styles into some perspective.Equitable PaymentThe four styles of management proposed in the model can be considered with special reference to problems of equitable payment. Authoritarian management is typified by the proposals of the Classical management theorists (eg Fayol,Urwick, Gulick). The organization is managed along the universal principles of planning, organizing, motivating and controlling and the structure is pyramidal with great emphasis on line authority. There is rigid specialization and departmentalization. Participation by non-management in meeting the organization's goal is severely restricted.In paternalistic management the systems needs of the organization must be met by those employees who are not seen to be reactive. Thus, for example, some large, sophisticated industrial organizations typically perceive themselves to have 'systems' of needs, the non-managers and even junior management are seen as reactive while the senior management team is often assumed to consist of self-active men. Here the senior managers assume that they have to meet their subordinates' needs for them; say by providing preferential pension schemes and welfare benefits and cheap canteens, sometimes with little consultation with the employees involved.A paternalistic organization is also typified by a pyramidal structure and an emphasis on line authority. Paternalism is improved over the authoritarian strategy in that employees are often allowed to present alternatives for action in non-task activities. Many British concerns are run on clearly paternalistic lines. There are several well-known, large organizations (typicallythe major employers in their respective communities) which adopt a 'cradle to grave', protective attitude to their employees. In the past such firms tended to discourage trade union representation believing that a company union or association could better meet the needs of their workpeople.In a paternalistic company one would expect the pay level for shop floor and clerical workers to be relatively low, the employees being compensated by superiorwelfare benefits and greater job security in general. In an authoritarian firm the pay levels in the lower job grades could be expected to be slightly higher (for the same economic and technological conditions) than in the paternalistic company. In fact, however, some of the larger well established paternalistic concerns often have a reputation for paying basic wages and salaries above the norm.A consultative management strategy implies that man is seen as self-active but requires to be directed so that his needs are integrated with the goal of the organization. The manager's functions are, as in the authoritarian strategy, to plan, organize, motivate and control but in this case the process is carried out in such a way that maximum autonomy for employees is allowed without endangering the goal of the organization. The strategy implies a pyramidal structure with only a limited recognition of the non-managers' right to be heard. Participation is allowed to the extent that employees can present alternatives for action in task activities. The style of management is man-to-man but the strategy is also characterized by the use of joint consultative conferences and the like.Participative management assumes that self-active man will make a responsible contribution to the achievement of thesystem's needs. The manager's function is to act as a monitor of the system needs and to create conditions in which they can be met. This strategy implies a fluid, 'organic' structure and recognizes both formal, line authority and the authority of non-executives as a result of their personal expertise. Group work is encouraged and, in participating, employees are allowed to present and evaluate alternative courses of action.In the consultative and participative strategies, then, employees are encouraged to view the organization as a unitary system. Because of this, one would expect to find the pay of low level jobs being compared, formally, to that of the higher-level jobs. In short, one could expect an approach to an all-company job evaluated pay structure since employees are concerned more with the company as a whole compared with their counterparts in companies managed by the first two strategies outlined above. Participation and PaymentThere appears to be some movement towards greater involvement of all employees in the management of British firms. The mood of the day suggests that authoritarian management is fast becoming unacceptable to employees and that even paternalism is unwelcome.At least one large British corporation has developed work designs which eliminate the need for the traditional foreman.The workers operate in teams which decide, for themselves,on the allocation of work duties, shift rota details, holiday arrangement details and the like. More importantly the workers participate, in the true sense, in writing the team's job description and consequent pay grade. Obviously this type of job design and organizational thinking greatly affects a company's philosophy of work and reward. If the apparent trend towards greaterparticipation continues we can therefore expect to see a greater emphasis on the workers' 'knowledge' authority. The managerial style used by a company is clearly important in deciding the most appropriate forms of work analysis and reward. It is obviously wrong for a companywhich is, say, essentially paternalistic to install pay systems which depend on true participation for their effectiveness. Yet this is not at all unusual.If there really is a strong move towards consultative and participative management styles across British industry what are the implications for payment techniques in the future? Managers usually apply two types of technique - one, job evaluation, to provide a ranking of job value in terms of basic wages or salaries and, two, merit rating (or performance appraisal, or incentive systems) to provide a means of rewarding individual employee effort and achievement.Job evaluation techniques which yield a single, company-wide payment structure would seem to offer promise within participative firms. Two fairly recent ideas fit the specification ideally. Elliott Jaques' widely discussed time span of discretion system developed in his famous Glacier Project suggests that all jobs at all levels within a firm can be evaluated and rewarded in terms of a single criterion. That criterion is the responsibility carried by the employee in his job and is measured in terms of the time he has to wait to find if his tasks or decisions have been effective. The longer the time span the greater the responsibility and the higher the reward. In addition Jaques has found that when time span values are plotted against the corresponding 'felt fair' wages or salaries a specific distribution exists. Thus he can analyse all jobs in the company in terms of the time spanmechanism and produce a payment structure which relates, on one graph, the pay of the labourer and copy typist gto that for the sales manager and managing director. The time span approach has not so far been widely implemented for job evaluation purposes (although it is a well recognized and valuable approach in other areas such as management development). Is it likely to become more popular? If the trend in management style is towards more participation the answer must surely be no. Because the evaluation criterion (time span) and the pay distribution are so well defined and specified it is extremely difficult to see how employees can participate in its implementation. Employees are forced to accept that the company 'knows best' (paternalism implied) or that the company has the right to enforce the system of its choice (autocracy implied).A second, and superficially similar proposal, comes from Paterson whose decision band technique of job evaluation and payment structure is currently being widely discussed. Paterson's sole criterion of job value is the hierarchical level of decision-making required by the job. The higher the decision level (policy-making as against routine, procedural decisions) the greater the responsibility implied and the higher the reward. The decision band method is applied to all jobs in the company and provides a specific shape of payroll distribution. (When wages and salaries for the jobs are plotted on a log scale against their decision levels a straight line should be achieved. Paterson argues that this exponential relationship is a necessity for internal payment equity.) Again, as in Jaques' proposals, there appears to be too much predetermination to allow for much employee participation in applying the scheme. However Paterson is muchless rigid in his approach and accepts that certain job factors have to be bargained and paid for in addition to the payment levels established by decision band grading. The fact that Paterson's method is now in use in several British firms and is about to be applied to all jobs within the Danish civil service implies its acceptability. The method probably will be used considerably in future since, although the decision level framework is inflexible, the analysis of jobs emphasizes the 'knowledge' authority of the employee to a very considerable extent. In short the system puts high value on information and advice for decisionmaking as well as the decision-making itself. It must be said however that, in itself, the decision band approach is unlikely to be widely applied as a job evaluation technique within craft union job families. The great attraction of the method is the provision of a payment structure and evaluation framework which can be used as a valuable guide in bargaining and consultation situations.The conventional methods of job evaluation can be applied in an autocratic or democratic fashion by management. The hybrid forms of job evaluation, developed by firms of consultants,which tend to make use of the most relevant aspects of a number of separate schemes possibly hold the greatest promise for participative firms. By allowing as many employees as is feasible to participate in the ranking and grading of jobs, management can develop a genuinely acceptable profile of the job values. The snag with conventional and hybrid schemes is that they provide separate payment structures for separate job families. A system such as the decision band method is then required to knit the component pay structures into a company-wide whole.In payment for individual performance the greatest emphasis seems to lie, still, on incentive schemes for manual workers. In the orthodox incentive system management control depends heavily on stop watch time standards. Employees are inclined to be seen as having the 'calculative involvement' noted earlier in the goal oriented philosophy. In moving from an individual incentive system to measured daywork the workers are seen to be less reactive and more self-active.26 Personnel Review Vol 4 Number 4 Autumn 1975They are consulted with a view to improving methods and production planning. In the plant-wide bonus schemes (such as the Scanlon or the Rucker Plans) the employees are seen to have a 'moral involvement' with the company's total objectives. To achieve this degree of involvement often requires that the employees gain access to information which has been considered to be traditionally for management eyes only. It calls, in fact, for true participation.Thus the orthodox piecework systems tend to fit best with an authoritarian management style; measured daywork with a consultative style; plant wide schemes with participation. Where do the paternalistic companies fit? Typically they employ merit rating systems which assess (through the supervisor's rating) how well the employee matches the company norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping.The appraisal of managers' performances has recently been seen to be appropriately tackled by the Management-by- Objectives approach. This calls for a considerable degree of participation or at least consultation in agreeing with a subordinate manager what constitutes realistic future targets forhim to achieve. On the face of it this type of approach appears to have continuing promise for the future. There are some mechanical problems often associated with applying MBO but its participative forward-looking basis is surely appropriate.We come to the view then that as firms change their management styles from authoritarian/paternalistic to consultative/ participative they must review the nature of their payment strategies. Hopefully the management style will match the mood of the firm's employees and, in turn, be reflected in the determination of an equitable payment structure. It is obviously wrong to apply techniques, however sophisticated, which will call for a management style which does not exist in the company. Equally it is just as wrong to persevere with techniques which were right for the management style and the mood of the employees ten years ago but inappropriate today.If the trend towards consultation and participation does gather force we can expect to see job evaluation in terms of the hybrid type with maximum employee participation in its implementation. We can also expect a move towards a single company-wide payment structure using a system such as Paterson's decision band framework to integrate the separate job family structures. The trend towards measured daywork and plant-wide incentives should also gather force. Executives can expect to have their performances appraised more and more by an MBO type of system (although the details may vary from the current MBO models).We must not be too sure however that there will be a rush away from authoritarian/paternalistic styles. People in industry, as in all walks of life, are resistant to change. The managers who are most important in making participative payment strategiesoperational are those in the middle levels. Unfortunately, many such managers do not or cannot accept the validity of worker participation and would, consequently, be unable to apply the newer schemes successfully. However it is difficult to see the trend being resisted in the long run. We should be ready for it and plan payment strategies accordingly. It is too important an issue to ignore.管理风格和公正的工资制度约翰本文主要涉及在固定范围内公司的管理风格和确定内部工资差别的程序的关系。
企业薪酬体系设计外文文献翻译中文字数3000多字
文献信息：Prasetya A.Enterprises salary system design and performance evaluation [J] Economic crisis, health systems and health in Europe，2015,5（2）：103-112.原文Enterprises salary system design and performance evaluationPrasetya AAbstractAny effective way of management must rely on a basis: people, all the staff of enterprises. Compensation system as an important aspect of enterprise management system, for an enterprise to attract, retain and motivate employees have a significant impact, attract, retain and motivate key talent, has become the core of the enterprise recognized goal. The compensation system design is not only an effective way to realize the core objective, is also an important content of modern enterprise development.Keywords: salary system and equity incentive, senior executives, design1 IntroductionHuman capital to the enterprise wealth maximization, the greatest degree of retaining key talent, attract potential talent, the basic principals and successful is perfect competitive compensation system. With the concept of human capital is more and more people Heart, attract, retain and motivate key talent, has become the core of enterprise determine target, compensation system for enterprises An important aspect of the system, to attract talents play an important role. Compensation system design is an effective way to reality is the core objective, but also an important content of the development of the enterprise to modernization, so the height weight by enterprises Depending on the.2 Literature reviewEarly in the traditional compensation phase, the employers always minimize workers to cut costs as much as possible, and through this method make the Labor of workers have to work harder in order to get paid enough to make a living. William. First, Quesnay’s minimum wage theory is that wages and other commodities, there is a natural value, namely maintain staff minimum standard of living life informationvalue, the minimum wage for workers does not depend on the enterprise or the employer's subjective desire, but the result of the competition in the market. The classical economists Muller believed that certain conditions, the total capital in the enterprise salary depends on the labor force and for the purchase of labor relationship between capital and other capital; For the payment of capital wage fund is difficult to change in the short term. Wages fund quantity depends on two factors: one is a worker, directly or indirectly, in the production of products and services production efficiency; the other one is in the process of production of these goods directly or indirectly employ labor quantity. With the development of era, the simple forms of employment have already can't satisfy the demand of the workers, so some interests to share views was put forward to motivate workers.On this basis, the Gantt invented the "complete tasks rewarded" system to perfect the incentive measures. Represented by American economist Becker’s theory of human capital school of thought argues that human capital is determined by the human capital investment, is present in the human body to the content of knowledge, skills, etc. Martin Weizmann share of economic theory that wages should be linked to corporate profits. Increase in profits, employee wages fund, increased profits, and employee wages fund. Between enterprises and employees is the key of the labor contract is not in a fixed wage of how many, but in the division of labor both sides share proportion. In modern compensation phase, the contents of the compensation has been changed, increased a lot of different compensation models, and more and more pay attention to employee's personal feelings and development, employees can even according to individual condition choose different salary portfolio model. Employees can be paid off on surface of the material and spiritual.3 Pay system overviewIn the past the traditional pay system, usually are business owners value orientation as the guide to carry on the design. With the continuous development of the overall market environment, in the modern enterprise management concept has also changed. They are aware of the established compensation system should adapt to the employee benefit as a starting point, the self-interest pursuit and employeedemand together, to establish a set of enterprises and employees to maximize the interests of the two-way, so as to achieve win-win situation. Since the 90 s, the western developed economies in the enterprise owners and managers try to change the traditional form of compensation, relocation compensation system, the importance of also constantly try to innovate salary system of design and diversification.Performance pay system is established in accordance with the enterprise organization structure based on the results of the individual or team performance appraisal for salary distribution system. Total compensation is generally associated with individual or team performance. Now the enterprise model is used to combine individual performance and team performance. At the same time will be long term incentive and short-term incentive flexible model. In this kind of pay structure, contains a variety of forms of performance pay.Skill-based pay system on the basis of employees' skill determine employee wages level, and to the improvement of skills as their employees progress criteria. The compensation model can encourage employees to continuously learn new knowledge, to keep up with The Times, is the industry leader, when technology and equipment upgrades to the fastest response time to complete the change, and is helpful to form the learning corporate culture. If for flat organization structure, management jobs and opportunities for advancement are less, the compensation system can be very skillful professionals to make up for in terms of compensation. But with technical compensation system with the problem is that the enterprise needs to pay for a large number of staff training, and if the participants of the training is not all to use knowledge in actual production, enterprises will not be able to obtain benefits, resulting in wasted costs.Total compensation is the unity of the material reward and spiritual reward. Among them, external compensation including all in monetary form of economic compensation, internal compensation includes not to substantial form of economic compensation, more focused on the return of spirit. John’s Lipoma at the end of last century proposed the compensation design, customization and diversity is more representative of the overall package. He should show that the basic wage, additionalsalary, salary welfare, work supplies allowance, bonus, promotion and development opportunities, psychological income, life quality, and individual factors that ten compensation factors into consideration, the formation of compensation system, the design method is different from the past traditional salary structure, is the biggest different compensation system design approach from the owner as the center to the worker as the center, employees can choose a suitable for their own pay combination, is no longer a passive receiver. In this compensation mode, economic compensation and the economical compensation together, paying equal attention to material and spiritual.4 The implementation of the compensation system designSalary survey is the key in the compensation system design. It is not only the necessary to understand the enterprise existing compensation system, is also the basis of compensation system design again. Salary survey should be real in-depth internal employee survey, as far as possible let employees at all levels give true feelings, make compensation system designers understand the staff for the specific demands of overall compensation. In had certain understanding of the current salary system and problems, will determine the compensation system on that basis to the general principles of design. Compensation system and the determination of design general principle also should according to the specific conditions of different enterprise itself to specific design. At the same time, according to the general principle to determine the scope of the staff at the level of compensation.Enterprise in selecting the most suitable for their own compensation system, the following sections are often the most concern, such as the division of different levels and at the same level of position within the sort, the post assessment results and with the duty staff due to personal quality differences between how to determine the pay difference. Enterprise in selecting the most suitable for their own compensation system, the following sections are often the most concern, such as the division of different levels and at the same level of position within the sort, the post assessment results and with the duty staff due to personal quality differences between how to determine the pay difference.Enterprise operators and management personnel representing the highest quality, at the same time they also foreign representative enterprise image, and holds the enterprise the way forward. They tend to have certain matter accumulation, more the pursuit of spiritual satisfaction and the realization of self-worth. For management personnel shall be designed to be scientific and reasonable compensation system, comprehensive consideration, not only give reasonable compensation in terms of material, at the same time to consider their spiritual pursuit.General manager's daily work mainly are transactional, administrative work, but is not directly concerned with the production related, so during the design compensation system will post wage and performance wage together, thus the personal salary combined with enterprise business objectives. To general managers to take a wider range of incentives, such as the annual performance review top employees equity incentives, encourage managers over fulfilled the goal, and form a competitive atmosphere of the company culture, drive the enterprise vitality. Increase the general manager’s shareholding proportion.For the use of EV A on the sales staff, can draw lessons from Tula bank ever take method, the sales staff to set up a commission system based on EV A. Each sales staff receives a salary, in addition to qualification to get bonuses, the bonus amount depends on the "added value" has created. So that the program works: the company will be the added value of products are listed out, after distribution after the full cost of the product. The finance department monthly compiled a list of each product and added value of the net sales report. Each sales staff receives a copy of the report, as well as the use of the added value of the net total details of its own performance in the same format of monthly report. Further to deduct from the added value of net pay, perks and other fees and should share part of the management fee. After adjusting for these report line represents the added value.5 ConclusionIn the modern enterprises increasingly competitive today, talents become the key factor of enterprise long-term development more and more Business owners. And how to retain existing talent, and recruit more people of insight to join together createenterprise Interest, become the compulsory subject of enterprise owners and management, and improve the compensation system is retaining talents and attracting talents essential link.译文企业薪酬体系设计与绩效评估Prasetya A摘要任何一种行之有效的管理方式的运用都必须依赖于一个基础：人，企业的所有员工。
员工奖金制度外文翻译文献
文献信息：文献标题：Effects of staff bonus systems on safety behaviors（员工奖金制度对安全行为的影响）国外作者：M.Mattson，I.Torbiörn，J.Hellgren文献出处：《Human Resource Management Review》,2013,24(1):17-30 字数统计：英文2461单词，13345字符；中文4221汉字外文文献：Effects of staff bonus systems on safety behaviors Abstract Bonus systems are a common means in trying to motivate employees to perform well. However, there is still disagreement regarding the effects of bonus systems. Some theories even suggest that such systems could cause an increase in risk-behavior. This makes further research regarding bonus systems warranted, especially when applied in high-risk organizations. This study aims to explore potential effects on safety-related behavior associated with bonus systems currently used at Swedish nuclear power plants. Fifteen semi-structured interviews with employees were performed based on an eclectically composed framework from motivational and organizational theories. Results do not indicate any negative effects on safety-related behaviors, but rather that safety behaviors may be promoted insofar as bonus rewards are linked to performance goals concerning safety. Differences in bonus system design appeared to affect behavioral outcomes. The comparative and qualitative approach of this study contributes valuable information by highlighting the types of factors that may serve to stimulate greater incentive for employees to engage in safe behavior.Keywords: Bonus; Pay system; Incentive; Motivation; Nuclear power plant; Safety1.IntroductionA large proportion of companies around the world are presently making use of monetary incentives in the form of so-called bonus systems in order to motivate employees to perform better (Patton, 1972). However, there are still disagreements regarding the real effect of bonuses on motivation and performance (Pfeffer, 1997). While a few studies have found indications of increased motivation and improved performance due to monetary incentives such as bonuses under some conditions (e.g. Engellandt & Riphahn, 2011; Kahn & Sherer, 1990), there are also studies showing no or even negative effects of incentive systems.Workplace accidents are increasingly common and one of the biggest issues facing employers today is the safety of their employees. Organizational practices that promote safety are vital for organizations in general and high-risk organizations in particular. As a consequence, many high-risk organizations use bonus systems that are more or less directed towards achieving safety through improved safety-related performance among its employees. However, empirical research is scant regarding the effects of these systems and the results from the little research that has been conducted are mixed as well. Some evidence suggests that bonus systems that reward safety behavior could result in a decreased accident frequency (Goodrum & Gangwar, 2004). However, other research suggests that bonus systems designed to reward employees for working injury-free over a set period of time could be detrimental due to underreporting of accidents as a result of fear among the workforce of losing their bonus. This could result in continuing problems and risks that may otherwise have been attended to (Cooper, 2001; Miozza & Wyld, 2002).Given the ambiguous empirical evidence of the effects of bonus systems, organizations making use of these kinds of systems take an imminent risk of obtaining unintended, and even undesirable, effects. This could be especially harmful to certain kinds of organizations, such as those dealing with operations involving high risks. Several reviews indicate that bonuses could be particularly detrimental to performance when the task is intrinsically interesting enough and when the task is complex enough that flexible thinking is needed (e.g. McGraw, 1978). Consideringthe complexity and high technology characterizing the environment in many high reliability organizations (HRO's), these findings implicate that bonus systems could potentially pose a threat to safety. This may be especially relevant when confronted with an accident situation where complexity and ambiguity are particularly evident. More research is therefore warranted regarding which factors involved in bonus systems that are perceived as motivating by the employees and in extension, that promote safety-related behaviors.The aim of the present field study was to find out whether bonus systems could compromise safety in nuclear power plants and other high-risk organizations. The main question concerned the potential effects on motivation and safety-related behavior that could be associated with the use of bonus systems by identifying factors that could possibly affect safety via changes in behavior. The data used in the study comes from in-depth interviews with employees at three Swedish nuclear power plants where employee bonus systems are currently applied. The systems applied at the three plants have considerable differences in design, which enabled a tentative comparative analysis of the perceived motivational effects due to these differences.The study also innovates by adopting a qualitative approach using a theoretical analysis and in-depth interviews in investigating potential behavioral effects. To date, qualitative approaches such as in the present study are unusual when it comes to examination of monetary rewards and safety. The more frequently used quantitative studies in the field offer valuable information about relations between different factors, such as between the application of bonus systems and particular safety outcomes, but they do not provide us with any deeper understanding of the underlying causes of those relations. The qualitative and comparative nature of this study could contribute by reducing the gap between research and practice in the application of bonus systems in high-risk organizations. This could be achieved through the offering of valuable information in this regard by highlighting the types of factors and goals that may serve to stimulate greater incentive for employees to avoid risk and engage in safe behavior.2.Methods2.1.Elaboration of a theoretical frameworkAs part of the design of our study, one aim was to first establish which role monetary rewards in general might play according to a broader spectrum of theories. Hence, an elaboration of theories on motivation, organizational perspectives and previous research regarding safety-related bonus systems was performed. The intent with such an eclectic approach was to produce a theoretical frame of reference through the generation of different themes that were considered to be relevant for the functioning of bonus systems and, more specifically, safety behaviors. The theoretical models selected to provide the themes for the study were those that could in some way be related to the effects from monetary rewards, and none of them were therefore given overall precedence. The emerging themes were then used as a platform, both for the interviews with the employees at the power plants and for the subsequent interpretation of the data obtained from the interviews and from the mapping of the bonus systems (see Fig. 1).2.2.An eclectic framework for exploring potential effects of bonus systemsVarious types of theories on the assumed effects of rewards on motivation, performance and safety have been brought together with the purpose of forming a broad and eclectic theoretical framework for the present study. Table 1 shows a variety of aspects of possible relevance for the effects of bonus systems as such aspects are derived from theories or empirical evidence. As the various motivational and organizational theories referred to in the table are basic and well known they are not described in the text but samples of general references are given in Table 1. Based on the aspects listed in Table 1, seven major key themes were identified and used as a platform and guide for both the interviews and the analysis of data. Table 2 shows the overriding themes and the types of theories from which they were extracted.2.3.SettingThe study was carried out at all three presently active Swedish nuclear power plants. All three plants had approximately 1000–1500 employees each and were about the same physical size (3–4 reactors each). They had similar hierarchical structures in which the service and support staffs worked directly under the CEO's. Each reactor encompassed a discrete production unit that was comprised of several subgroups (e.g., operator shift teams, maintenance teams). Today, the plants are all incorporated companies.Table 3 shows the percentages of maximum bonus for plants A–C contingent upon economic vs. quality goals, corporate vs. plant goals, and group vs. individual goals. Bonus goals related to production and economic results varied between 25 and 50% among the plants. The remaining portions of maximum bonuses were based on quality goals. The nature of these goals differed to some extent among the three systems but mainly focused on competence and process development as well as safety-related issues. All of the three bonus systems applied to all permanently employed staff members (except the plant managing director and vice president). Anybonus was paid retrospectively on a yearly basis. At plants A and B, the potentialbonus was limited to a maximum amount of 20,000 Swedish crowns (SEK) annually per person. At plant C, the quality goals also included certain individual goals. These goals were separate from those concerning regular work tasks and often focused on behaviors regarding safety awareness. The maximum potential bonus at plant C was limited to a certain percentage (10–30%) of the individual's yearly salary, which differed among staff categories (with higher percentages applying to higher positions).The goals to be used in the systems were decided by the managing director after consultation with executives and operational managers. Generally, other employees were not able to influence the selection of goals, except possibly through the unions. However, at plant C, individual goals were set, and even evaluated, through a collaboration of the individual and his or her immediate supervisor. In this case, the individual part of the bonus was based on the manager's final evaluation of whether the criteria were fulfilled, on a scale between 0–110%. Otherwise, the goals, criteria, and estimated rewards of the bonus system were communicated continuously, for example, through the internal website. In some cases a method using balanced scorecards was used in the system. Scorecards of this kind generally apply to strategic and measurable goals that can be either of a financial or of a qualitative (e.g. learning in the organization) character. The bonus system had had these designs for about two to four years at the time of the present investigation. The specific goals of the systems are, however, revised yearly and the size of the bonuses often varies from one year to another. Employees usually end up earning some bonus, but they rarely receive their full potential bonus.As can be seen in Table 3, the three systems differed in the extent to which they emphasized goal achievement at the corporate, plant, and individual levels. At plant A, all of the goals were set at the corporate and plant levels and were thus the same for all employees. The system at plant B holds, besides a major share of bonuses related to plant level results, also a share (15%) set at a lower, group level. At plant C, as much as 40% of the maximum bonus was related to individual goals, but nothing to goals defined at group level.In Table 3, each bonus system has been given a denotation or keyword indicatingto what degree they emphasize collective or individual goals. The keyword does not mention the systems' design on the economic-quality goal dimension, but is only intended to facilitate the further reading by offering a short denotation of one of the main characteristics of each system.2.4.SampleFive employees from each of the three nuclear power plants (A, B, and C) were selected to participate in the study. To obtain this sample, one of the interviewees at each plant was first selected as a contact person for the study, based on advice from the Swedish Radiation Safety Authority, the public authority in charge of controlling the nuclear plants. The contact persons in turn proposed four additional employees at their plant for participation. The contact persons had been prompted to select employees who could have varied views and experiences of the systems and who represented different functions and positions in the organization. Four of the participants were middle level managers, four were lower level managers (operational) and seven were workers. Of the workers, five worked in production shift teams (e.g. control room personnel) and two worked with maintenance. None of the participants were top-level managers, such as CEO or vice president. The final sample consisted of two women and thirteen men, which corresponds fairly well to the general proportion within the plants. The age range of the participants was 32–63 years.3.ConclusionsDrawing on general theories of motivation, our study presents a useful framework for examining the possible effects that bonus systems may have on employee motivation and safety behavior. Applying this approach as reflected in our interview guide and in the data obtained, nothing was found to indicate that thesystems under study should negatively affect safety behaviors, for example, in terms of increased risk taking or underreporting. All three systems seemed to have problems achieving any significant effects on behaviors. They all lacked in incentive intensity and motivational effects due to different problems within their design. To the degree that the systems at all influenced safety behaviors, the effects appear to be positive and directly mediated by the bonus goals being related to safety issues and also indirectly mediated by the pronounced safety concerns framing the systems. All three systems also appeared to have some positive effects on the respondents' general work motivation, due to the system's role in clarifying priorities, creating a sense of participation, and bringing about appreciation and recognition for those involved. The results indicate that group or team based goals seem to be a good middle way of avoiding unsafe competition and feelings of unfairness but still creating a clear link between behavior and reward. However, in order to achieve positive effects, the results imply that it is essential to set goals aimed at realistic quality improvements (such as safety issues) instead of economic achievements and to create feelings of participation among the employees. Clear information and feedback, a design that is perceived as fair and the avoidance of goal conflicts also seems to be of great importance in order to create incentives for safe behaviors.The results of the present study can have practical implications in a number of ways. Bonus systems of different kinds are today a popular means of trying to achieve corporate goals. The possible negative impact that a badly designed system could have on factors such as safety should be of critical interest not only for power plants, but also for HRO's in general. Although the results from the present study do not indicate that the systems posed any significant risks to safety, it cannot be presumed that such bonus systems may not do so in other HRO's. Such a risk could arise even if many of the bonus goals were to relate directly to safety concerns, as was the case at the studied plants. Still, the results indicating that the three systems and their motivational effects were perceived in clearly distinct ways by the employees at the three nuclear power plants due to their differences, underline the importance of system design in preventing negative effects on safety.中文译文：员工奖金制度对安全行为的影响摘要奖金制度是一个试图激励员工来更好地完成工作的常见的手段。
外文翻译--员工福利与公共政策
外文文献翻译译文原文：Employee Benefits and Public PolicyRichard W. HumphreysINTRODUCTIONAn important issue in the field of employee responsibilities and rights is whether these matters are best dealt with by national policy (as in the cases of collective bargaining and social security),subnational determination (as in the cases of private health care insurance and pensions), or a combination of the two. In the United States, the variety of public and private approaches to arrangements for employee responsibilities and rights calls for their careful scrutiny to determine if the resulting "system" is (1) adequate for conserving human resources in an economic sense and (2) equitable in terms of sharing in the returns to production.The thesis of this article is that national goals regarding privately sponsored retirement and group insurance programs have not been met and are not likely to be met with the institutional apparatus currently in use. It is suggested that when revenue legislation, regulatory legislation, and minimum standards legislation is considered, the inescapable conclusion is that universal provision of employment-based retirement and group insurance benefits is a national goal. An obvious measure of the failure to attain this goal is the number of members of the labor force who are not covered by privately sponsored retirement and group insurance benefits, after three-quarters of a century of legislative encouragement. A less obvious but nonetheless equally informing measure is the extent to which members of the labor force who are covered by privately sponsored benefit programs are exposed to the loss and/or reduction of and termination of those benefits throughout their working careers.This examination of national employee benefits goals is occasioned by the evidence that our capacity to achieve further private sector benefits coverage throughtax expenditures and regulatory legislation has been exhausted, by the evidence that virtually all of labor force growth will occur in sectors that rarely sponsor employee benefit programs, and by the growing recognition that there is an approaching crisis with respect to the financing of privately sponsored health care benefits. OVERVIEWEmployee benefits account for a substantial and growing portion of compensation. Depending on what is counted and how it is counted they range in value from approximately one-fifth to two-fifths of compensation. The most recent figures available from the Bureau of Labor Statistics (Bureau of National Affairs, 1989) indicate that benefits account for 27.3% of total compensation for all workers in private industry. This figure varies depending upon which industrial sector is under consideration, and upon occupation, location, and union status.Benefits for workers in goods-producing industries accounted for 30.8% of compensation, with the figure for service workers equaling 23.2%. While compensation costs for white-collar workers exceeded the cost for blue-collar Workers, benefits for the latter (30.9% of compensation) accounted for a larger portion of compensation than for the former (25.8% of compensation). Benefits for workers located in the Northeast, as well as total earnings, were the highest, while those in the South were the lowest. Benefits for union workers accounted for 33.6% of compensation in contrast with 25.6% for nonunion workers.The Bureau of Labor Statistics calculations encompass paid nonworking time, premium pay, group insurance, retirement and savings plans, and legally required benefits. Some calculations exclude legally required benefits. When this is done, benefits as a portion of compensation account for approximately one-fifth of the total. Then, too, the Bureau calculates benefits as a portion of total compensation where direct compensation is equated with hours paid rather than hours worked. If benefits are expressed as the difference between total compensation and compensation for hours worked, then benefits as a portion of compensation rise to approximately two-fifths of the total. The latter procedure serves as the relatively common basis for determining the cost of benefits at the bargaining table.Regardless of how the portion of compensation accounted for by benefits is determined it is the portion accounted for by group insurance, including health care insurance and retirement plans, that is the focus here. This is the case because it is the risk-sharing and deferred income programs constituting the elements of indirect compensation that are the subject of public policy from the perspective of both federally authorized tax expenditures and federal regulation. There are, for instance, no federal regulations governing paid nonworking time and there is no tax expenditure. Compensation for paid vacations, paid holidays, and paid rest periods appears in the pay check and it is subject to current taxation. This is also true of various forms of penalty and premium pay such as reporting pay, call-back pay, call-in pay, overtime pay, pay for holidays worked, and shift differential. Compensation for these purposes also appears in the pay check, is subject to current taxation, and is not subject to federal regulation with the possible exception that under the Fair Labor Standards Act nonexempt employees must be paid one-and-one-half times their normal rate of pay when they work over 40 hours per week.In contrast with the benefits that are incorporated as a portion of direct compensation there is, for benefits taking the form of indirect compensation, a substantial federal presence in the form of tax expenditures and regulation. The magnitude of this presence is emphasized by a Congressional Budget Office finding that the tax expenditure for private pensions was $60 billion in 1988 and represented the single largest tax avoidance item in the individual income tax structure (Mitchell, 1985). According to Representative Dan Rostenkowski there is an additional tax expenditure for health care benefits ranging between $30 and $40 billion (Pension World,July 1989).A $100-billion-dollar annual tax expenditure constitutes clear and convincing evidence of Congressional support for employment-based retirement and health care benefits. This is not a policy of recent origin. Tax expenditures in support of private pensions date back to passage of the Federal Income Tax Act in 1913. Under the provisions of that legislation, employers could treat pension liabilities accruing in the current tax year as an ordinary business expense. However, the income from pensiontrusts was subject to taxation and employees were taxed during their active service on the amount contributed for their benefit and during their retired years on pension payments. There was no tax exemption for employer payments to fund past service benefits.Under these provisions employees were taxed on employer contributions for benefits they might never receive and employers were allowed to deduct contributions from gross income while remaining free to amend or terminate the plan at any time and divert the funds for other--i.e., nonbenefit-uses.PROBLEMS WITH OUR PRIV ATE BENEFIT SYSTEM IN TERMS OF MEETING THE NEED TO INSURE RISKSIt is a unique feature of our private benefit system that only those who voluntarily sponsor employee benefit programs are subject to regulation. Employers who fail to do so are not concerned about the plethora of regulatory legislation that has sprung out of Congressional attempts to prevent distortion of public policy. If you do not sponsor a welfare plan you do not have to concern yourself with satisfying Section 89 (Internal Revenue Code) nondiscrimination rules. If you do not sponsor health insurance you do not need to tell terminating employees that they are entitled to purchase coverage for 18 months at 102% of the sponsor's cost for such coverage. If you do not sponsor a defined benefit pension you do not have to worry about maintaining your funding standard account, you do not have to pay a premium ranging from $16 to $50 per employee to the Pension Benefit Guarantee Corporation, and you do not have to worry about exposing your firm to a liability equal to 30% of net worth in the event of plan termination. While these regulations are presumably required, there are many benefits administrators who argue that they discourage the behavior public policy intends to encourage.The content of our revenue and regulatory legislation also calls attention to another unique feature of our private benefit system. It emphasizes the fact that you must be an employee of a firm that sponsors a retirement program and a group insurance program. When employment is interrupted or a plan is terminated, coverage is interrupted.In the case of pensions this characteristic is of profound significance because attainment of adequate retirement income is contingent upon continuity of coverage. It takes a lifetime of covered employment to earn a benefit replacing a reasonable portion of preretirement income. To illustrate, given a formula that provides for a benefit equal to 1.5% of the highest three out of the last five years of earnings (preceding retirement) times years of service, it would take almost 45 years of uninterrupted employment to replace two-thirds of preretirement income and thirty-three-and-one-third years to achieve a 50% replacement ratio. It is not necessary to know how many or how few workers have such employment histories to recognize that a system that is characterized by such a requirement is a system that compromises the future of all participants at its worst and impedes the attainment of efficient labor markets at its best.It could be argued that the need for uninterrupted coverage over an extended period of time has been addressed by the most recently adopted minimum vesting standards. Under ERISA's original provisions, plans were permitted to adopt one of three vesting standards, viz., full vesting after 10 years of service (the so-called "cliff vesting" arrangement), graded vesting beginning at 25% after 5 years of service with the rate increasing 5% annually during the next five years and 10% for each year thereafter, and vesting that takes both age and service into consideration. Under the latter provision, employees whose age and service add up to 45 must be 50% vested. Beginning in 1989 only two vesting standards will be available. Cliff vesting remains an option with the length of service to achieve 100% vesting reduced from 10 years to 5 years. Graded vesting also remains an option with the rate of vesting accelerated (20% after three years of service increasing by 20% each year thereafter until 100% is attained after seven years of coverage). The "rule of 45" alternative is no longer permitted.While it is true that employees who terminate after having met the length-of-service requirement of one or the other of the minimum vesting standards will retain title to all or a portion of the benefits they have earned, it remains true that employees who terminate before completing their fifth or third year of employmentwill forfeit their benefit entitlement. Those years, then, are permanently eliminated from their future benefit calculations. There is, therefore, in spite of the improvement in minimum vesting standards, the possibility, if not the probability, that significant numbers of employees covered by private pensions will fail to meet the eligibility tests, particularly during their younger employed years when turnover rates are apt to be high. Even those who terminate after having met the minimum vesting standards are not "made whole." When an employee terminates employment with vested benefits, the benefits are frozen at the level effective as of the date of termination. When that employee reaches his or her normal retirement age he or she will become entitled to the benefit payable when termination occurred, not when retirement occurs. Even given a modest rate of inflation, the purchasing power of that vested benefit will have been seriously eroded. For an employee who vests at age 30 where the annual inflation rate is 3%, the real benefit will have been eroded, when retirement occurs, to 36% of its value at the time of termination. The comparable figure for an employee who vests at age 40 is 48%, and for the employee vesting at age 50, it is 64%.These calculations do not consider the fact that where an earnings and service formula is employed the earnings upon which the benefit calculation is based will be those that were current at time of termination, not at time of retirement. This raises the possibility that even though an employee's combined or accumulated vested years of service may total 35 or 40 years and even though the accrued benefit under each plan may have been based on 1.5% of final average earnings, the replacement ratio for earnings at the date of retirement may fall far short of 50%--60%.There is yet another characteristic of our private pension system, which, especially in recent years, has posed a serious threat to the benefit security of employees covered by defined benefit plans. Over half of the employees covered by private pension plans are covered by defined benefit plans. These plans provide the participant with the assurance that a specified benefit will be paid upon satisfaction of eligibility requirements and impose responsibility for funding and financing the benefit upon the plan sponsor. The plan sponsor funds the benefit based on actuarial estimates. It is possible, if certain assumptions are accepted, for a defined benefitpension plan to be underfunded or over-funded at various intervals. Since the early 1980s some 1700 companies have terminated over-funded pension plans covering about 2 million participants and recovered $19.7 billion in assets. On the surface participants were not adversely affected because all plan liabilities must be funded before a sponsor may terminate a plan and withdraw so-called excess assets. But the U.S. Department of Labor estimates that workers covered by terminated plans receive only 55% of what they would have received had the plan been maintained. For younger workers the loss is extremely large. A 3G-year-old worker is estimated to lose 96% of his or her benefits under a final average earnings plan. For a 45-year-old the loss is estimated to be 73%. These losses are attributable to the fact that when a pension plan is terminated the benefits payable are fixed at the level in effect at the time of termination. Thus, in the case of a formula providing employees with a benefit equal to 2% of their average earnings during the highest three out of the last five years of employment times years of service, the earnings figure and the years-of- service figure entered into the formula will be what was in effect at time of termination and not at the time of retirement. Obviously, the benefit payable at time of retirement for those years will be from somewhat to substantially below what it would have been had the plan been maintained.（节选）Employee Benefits and Public Policy. Employee Responsibilities andRights Journal,2005:P199-210.一、翻译文章译文：员工福利与公共政策Richard W. Humphreys简介在员工职责和权力领域中一个重要的问题是这些事件是否被最好地处理了，通过国家政策（就像在劳资双方代表进行的谈判和社会保障的情况下），地区决定（像个人健康保险和养老金这种情况），或者是以上两者的的结合。
公司薪酬管理探讨外文文献译文及原文
本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业管理年级班别学号学生姓名指导教师年月日Contents外文文献译文 (1)外文文献原文 (7)薪酬管理在企业的现代化体制建设中有着非常重要的地位，一般我们认为薪酬管理要达到三个目的：第一、能够保证员工的正常的生活，也就是基本生活的需要；第二、能够提高员工的工作积极性，也就是激励效果；第三保证企业的利润的增长，也就是利润的可持续增长性。
现在企业的薪酬管理，应该说第一个目的一般都能够达到，只要你的要求不是十分的高的话，我认为现在企业都能达到这个目的。
但是企业的薪酬体制要完成更高的目标就要有周密的计划。
我们知道企业的激励措施主要有三种：薪酬激励、感情激励、制度留人。
感情激励主要是指员工的工作环境、同事之间的关系以及上下级之间的关系等等，在具体的操作过程中可谓是"因企而异"，你可以通过加大和员工之间的对话，提高员工在企业管理过程中的参与程度等来完成这个项目。
制度留人，主要是指在企业发展的过程中，企业对员工的职位的升迁的政策，如果企业能够完成前两项，而不给员工足够的升迁机会的话，员工的积极性一样会下降。
现在我们来看第一项：薪酬激励。
薪酬管理是一种看似简单、但是操作起来具有很大难度的体系。
它可以简单的归纳成给员工涨工资。
我们在现实中经常会遇到这样的情况，就是给员工涨了工资，但是到了最后它还是"跳槽"了，这就是薪酬激励政策的失败。
企业在执行这项政策的过程中，要考虑的问题很多，主要有以下两点：员工的心理期望值、员工的心理平衡感。
1、员工的心理期望值在薪酬体系管理过程中，我们发现不同员工的心理要求是不同的，一个中层干部可能需要1000元能调动他的工作积极性，但是到了一个具体的员工身上可能只要200元就可以完成同样的效果了。
所以如果你给了一个管理人员500元或者给了一个工人50元就起不到激励的效果，如果你给了他们2000元、400元，就是对企业资源的一种浪费，加大了企业的经营成本。
企业薪酬体系设计外文文献翻译中文字数3000多字
企业薪酬体系设计外文文献翻译中文字数3000多字The success of any management strategy is dependent on the people who make up an XXX any enterprise。
and the XXX。
It is essential for an XXX can attract。
retain。
and motivate employees。
XXX enterprises。
and the design of a n system is not only an effective way to XXX on the design and performance XXX'ssalary system。
with a particular XXX.2 The Importance of a Well-Designed Salary SystemA well-designed salary system XXX。
It can help attract and retain top talent。
XXX。
and increase productivity。
Moreover。
a salary system that is XXX。
it XXX to design a salary system that aligns with their business objectives and values。
while also meeting the XXX.3 XXXEquity incentives are an essential component of a well-designed salary system。
especially for XXX incentives。
such as stock ns and restricted stock units。
企业薪酬管理 外文文献翻译
文献出处：Khan R I, Aslam H D, Lodhi I. Compensation Management: A strategic conduit towards achieving employee retention and Job Satisfaction in Banking Sector of Pakistan[J]. International journal of human resource studies, 2011, 1(1): 89-97.翻译后中文字数：5814第一部分为译文，第二部分为原文。
默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。
薪酬管理：巴基斯坦银行部门实现留住员工和工作满意度的战略渠道摘要：薪酬管理是人力资源管理的一个重要方面，本文探讨了薪酬管理的概念以及对巴基斯坦银行业的员工工作满意度和忠诚度的影响，旨在为巴基斯坦银行部门的薪酬管理工作增添一些建议。
本文采用案例研究的手段，探讨了巴基斯坦银行薪酬政策的满意度主要影响因素、问题和挑战。
本研究采用问卷调查和深度访谈的方法，对案例研究型银行的450名员工进行了抽样调查，形成数据并进行分析。
研究揭示了员工从财务奖励到非财务奖励的变化趋势。
除了银行留住员工的各种成功因素之外，结果显示，工作超负荷、缺乏切实可行的培训方法和以资历为导向的奖励计划，是一些需要政府立即关注的主要问题。
关键词：薪酬，奖励和福利，银行，激励，满意度。
1.引言人力资源是任何机构最宝贵的资产，是一个工作场所的基石。
他们开展日常业务，包括客户交易，管理现金流，决策，下属的咨询，以及包括机构的许多其他重要职能。
美国实业家亨利·福特指出人力资源的重要性，他说：“抢我的生意，烧了我的房子，但给我我想要的人，我将再次建立属于我的业务。
”毫无疑问，这些员工能够以艰苦的工作和决心而机构起来，如果他们的需求没有得到确定和满足，他们也可以领导一个机构走向衰落。
员工福利设施与工作满意度外文文献翻译
文献信息文献标题：Employee Welfare Facilities and Job Satisfaction（员工福利设施与工作满意度）文献作者及出处：Farah S A.Employee Welfare Facilities and Job Satisfaction[J].Researchacies International Journal of Business and Management Studies,2018,2(1):1-13.字数统计：英文3075单词，17008字符；中文4896汉字外文文献Employee Welfare Facilities and Job Satisfaction Abstract Employee welfare is an important phenomenon in any organization today. However, many organizations do not provide welfare measures that are basic for the day to day well-being of their employees. With this regard, employees face challenges in executing their jobs efficiently and effectively. This study sought to establish the effect of employee welfare facilities on employee job satisfaction at Koya's perfumery works. Specifically, this research will seek to establish various welfare facilities available at Koyas group of companies and to understand the extent of employee awareness with respect to facilities provided. Also, this research will assess the perception of an employee on the welfare facilities provided and analyze the impact of the welfare facilities provided to employee satisfaction. This research used descriptive research design and a sample size of 100 employees was selected for this study. This research found out that the employees were aware of the welfare facilities provided Koya’s group of companies. They also satisfied with the provision of basic welfare facilities provided and indicated that those facilities were relevant to the employee needs. Majority of the employees were satisfied with their working conditions and well-maintained welfare facilities. However, a majority of the employees were mainly concerned about the quality of welfare facilities provided. Awareness of the employees regarding the availability of the welfare facilities isabove average. In conclusion, the study found out that the management has taken laudable steps in ensuring prioritization of their employees’ welfare.Keywords: Employee Welfare Facilities, Employee Job Satisfaction.INTRODUCTIONEmployees' welfare is a comprehensive terminology that encompasses services, benefits, and facilities provided by the management to their workers. Employee welfare can be viewed as the efforts undertaken to uplift standards of living of workers. The welfare activities in the organization should be administratively viable and development based to ensure that the employee work in a healthy and comfortable workplace (Ramya, Bhavani, & Lakshmi, 2016). Therefore, proper coordination, integration, and harmony should be upheld in all the activities related to the welfare of workers. Employers should, therefore, understand that provision of welfare facilities is a matter of social obligation (Patro, 2012). This paper seeks to understand the extent to which the employee's welfare is taken care of, the facilities provided for the wellbeing of the employees, the general awareness of the workers in relation to the welfare facilities provided and their overall satisfaction level of the employees regarding the welfare facilities provided. Also, this paper will seek to assess the adherence to the basic regulations and provisions in setting up and maintaining the facilities provided for the employees.This study will help ventilate various important and pertinent issues related to the welfare of the employees by seeking to answer questions that are pertinent to the employee welfare and job satisfaction such availability of the welfare facilities in the organization, the employees’ awareness level of such facilities, what are the perception of the employee towards welfare facilities and the effect of these awareness facilities on their performances and satisfaction. Moreover, this study will seek to understand if the labor welfare activities are management oriented or not. That is if the management is taking clear initiatives at every level to ensure that workers welfare are taken care of and assess if the employee's voices on are listened to or if they substitute their welfare with wages or monetary incentives.This study was conducted Koya’s Perfumery Works a business organization that located at M.S Palya main road, Vidyaranyapura Post, Bangalore. The company was established in 1970 by Mr. Ahmed Kutty and deals with high-quality perfumes that meet international standards. The company easily penetrated into the market because of the difference it brought in terms of quality, standards, price, and approachable employees.LITERATURE REVIEWStiff competition as a result of globalization and ever-changing business environments has resulted in many organizations experiencing high staff turnovers which are costly for the organizations that lose a once committed employee to the competing organization. These organizations have to incur a lot of expenses in selection and recruitment process to fill the gap of the employee who left the organization (Ravi & Raja, 2016). Majority of organizations across the globe are taking drastic measures to retain their employees because the human resource is the most precious resource that if well utilized can increase the organizational productivity. However, employee expectations are dynamic, and they keep changing from day to day, and several organizations are constantly searching for efficient staff by providing good welfare measures (Ramya, Bhavani, & Lakshmi, 2016).International Labor Organization (ILO), defines workers welfare as services, and amenities availed by the organization to facilitate the employee accomplish their task is a healthy manner. Availing welfare facilities to employees to perform their duties improves the employee's self-esteem and inspiration which in turn improves job satisfaction (Patro, 2012). Welfare schemes can either be constitutional or non-constitutional. Constitutional welfare schemes are those services and amenities that organization are obliged to avail to the employees by law while non-constitutional welfare schemes are those services and amenities which the organization willingly provides to her employees. Non-constitutional welfare schemes vary from one organization to another (Ramya, Bhavani, & Lakshmi, 2016).According to the study that was done by Pawar, (2013) on the effectiveness ofthe employee welfare measures in the steel industry, it was observed that the rate of the comfort of an employee in the organization is determined by the type of welfare facilities provided by the organization. It was also observed that the employee’s rate of awareness was very satisfactory (70%) and therefore employees are aware of the type and extent of welfare facilities they require (Pawar, 2013). It was also observed that despite the high rate of awareness, most employees were found to be very unhappy with basic welfare facilities provided. Some of the facilities include sanitary and drinking water, restrooms, and grievances handling mechanisms and exiting work culture at the organization. However, employees indicated that non-statutory welfare is not handled as per their expectations (Pawar, 2013).Tiwari, (2014) also observed that the employee welfare measures provided in the organization have a direct impact on the productivity and general performance of the employees. It also promotes healthy industrial relations within the organization (Ravi & Raja, 2016). Those organizations that take care the welfare of the employees have experienced higher retention levels while those organization that did not take employees welfare seriously have experienced lower employee retention levels. Tiwari, (2014) indicated that the even if the welfare facilities provided by the organization are good and commendable. Such organizations should always strive to better the facilities to meet the ever-changing needs of the employees. This is to make sure there is efficiency and effectiveness can be enhanced and ensured at all times to achieve the set goals. Organizations with longer working hours should provide recreational facilities to enhance the morale of the employees and bring some enjoyment to the continuous work over long hours. This will reduce stress among the employees. In his analysis Tiwari, (2014) noted that the medical facilities provided should be complete to reduce the rate of absconding duty which in turn costs organizations a lot of losses.Balaji, (2009) indicated that motivation is an important factor which drives employees to their various actions and activities. Motivation is the actual process that accumulates influences to achieve some specific goal (Tiwari, 2014; Ravi & Raja, 2016). Given that the world has become very dynamic and unpredictable, the highlymotivated employees achieve better than their counterparts who are less motivated. Motivating employees is a good strategy to achieve organizational goals. The study by Balaji, (2009) related the incentives, welfare programs and other rewards provided by the organization and motivation of the employees. It was observed that if employees become less productive and satisfied with less provision and availability of welfare measures. Also, the study indicated that there is a positive correlation between productivity and variables of job satisfaction. This means that if there is a slight change in welfare provision, then there will be a corresponding change in productivity and satisfaction.METHODOLOGYThis study sampled 100 employees from a total population of 840 employees at Koya Perfumery Works. The sample size is above 10% of the total population; therefore, it can represent the total population (Mugenda & Mugenda, 2003). The study involved the collection of quantitative data which was collected with the help of the questionnaire which was self-administered by the researcher. Data that was collected was cleaned, analyzed and interpreted using various statistical tools. It was tabulated against the number of respondents and percentages favoring them.FINDINGS AND DISCUSSIONAvailability of the General Welfare FacilitiesWhen the study of Koya Perfumery Works was asked on whether the company provided the welfare facilities, 84% of the respondents indicated that the company provided the welfare facilities while 16% indicated the company did not provide the welfare facilities. This is clear that the majority of the respondents are aware of the welfare facilities provided by Koya Perfumery Works and therefore this can be interpreted that welfare services exist in the organization. Table 1 and Figure 1 provide a summary of the findings.Table 1: Provision of welfare facilitiesFigure 1: Provision of welfare facilitiesAvailability of Recreational FacilitiesWhen employees of Koya Perfumery Works were asked as to whether the organization provides recreational facilities, 80% of the respondents indicated that Koya Perfumery Works provides recreational facilities, 15% were not aware of such facilities in the organization while 5 percent indicated that the recreation facilities do not exist at Koya Perfumery Works. Therefore it is clear that the organization provides recreation facilities to the employees. The summary of this finding is indicated in table 2 and figure 2 below.Table 2: provision of recreational facilitiesFigure 2: provision of recreational facilitiesSalary Satisfaction LevelsWhen the respondents were enquired about their satisfaction level on their salaries, only 5% confirmed they were highly satisfied with their package, 19% indicated that they were satisfied while more than half at 51% said they are neutral about their salary. However, 21% indicated that they are dissatisfied while 4% indicated that they are highly dissatisfied.Table 3: Satisfaction on salariesFigure 3: Satisfaction on salariesFrom table 3 and figure 3 above, it is clear that more than half of all the respondents were not ready to disclose their satisfaction level (51%). They indicated that they are neutral about the question asked. Close to a quarter confirmed that they are satisfied with their package and another quarter said they are dissatisfied with their pay. It can be observed that satisfaction and dissatisfaction on salary on extreme ends are almost equal 24% and 25% for satisfied and dissatisfaction respectively.Satisfaction Level on Training FacilitiesWhen the employees were asked about the satisfaction level on training facilities, 18% of the respondents indicated that the training facilities are very good while and 23% indicated that the facilities are good. 16% and 2% have demonstrated their dissatisfaction by rating it poor and very poor respectively while 41% remained neutral on their level of satisfaction on the training facilities. The summary if the response is shown in table 4 and figure 4 below.Table 4: satisfaction level in training facilitiesFigure 4: Satisfaction level of training facilitiesFrom table 4 and figure 4 above, it can be observed that the organization's training facilities look rather above average as most of the respondent's answers lie to the left of the graph or at the Centre. That is cumulative, 82% of the respondents have rated the training facilities to be on average or above average. This can be interpreted as not having any issues with the training programs in the company. Contrary to this are 18% who disapproved their counterparts by saying the facilities are belowaverage and hence showed dissatisfaction.Satisfaction Level on Provision of Clean Drinking Water FacilitiesThe satisfaction level of respondents on drinking water provision is 24% who are highly satisfied, 37% satisfied, 30% neutral, 8% dissatisfied and 1% highly dissatisfied.Table 5: Provision of clean drinking water facilitiesFigure 5: Provision of clean drinking water facilitiesIn general, it seems more than a half of all respondents are satisfied with drinking water facilities. 61% of the respondents supports this. This means the provision of clean drinking is satisfactory. However, 9% have refuted this by saying they are dissatisfied.Satisfaction Level of Sanitary FacilitiesWhen the respondents were asked to rate their level of satisfaction on sanitary facilities provided in the organization, 20% were highly satisfied, 44% were satisfied, and 16% said they are neutral. 14% said they are dissatisfied and 6% noted their highdissatisfaction.Table 6: Satisfaction on sanitary facilitiesFigure 6: Satisfaction with sanitary facilitiesThe above chart shows the satisfaction levels of sanitary facilities provided in the organization. It is important to point out that more than two-thirds of the respondents have clarified that they belong to either highly satisfied or satisfied category with the sanitary facilities. 20% of the respondents are not happy with what is going on in relation to sanitary facilities provision, while 16% have no issues at all given that they said they are neutral. From this information, I can deduce that majority of the respondents are happy with sanitary facilities available and how they are managed.Satisfaction Level on Safety MeasuresWhen the respondents were asked about the satisfaction level the safety measures put in place, 21% replied they are highly satisfied while 43% said they are satisfied. On the other hand, a meager 1% said they are highly dissatisfied, and another 7% confirmed their dissatisfaction. 28% of all the respondents clarified that they are neutral on the subject.Table 7: Satisfaction with safety measuresFigure 7: satisfaction with safety measuresThe diagram shows that close to two-thirds of the respondents are satisfied with the safety measures put in place by the organization. This shows the company is trying its best to make sure their workers are safe from any danger. Cumulatively, more than 90% of the employees have no issues relating to the company's safety measures if the neutral respondents are assumed to have no issues. It is important to point out that few of the respondents (8%) are dissatisfied with safety measures.Overall General Welfare Facilities Satisfaction LevelWhen the statement “my job gives me overall motivation and satisfaction” was posed to the respondents, 18% strongly agreed while 61% agreed. 11% neither agreed nor disagreed, 7% said they disagree and 3% strongly disagreed.Table 8: General welfare satisfactionFigure 8: General welfare satisfactionThe graph above shows how respondents are satisfied and motivated with the overall welfare measures put in place by the organization. From the graph it is clear that majority of the respondents are satisfied, that is (79%). 11% of them neither agreed nor disagreed. This means employees are happy and contented with the welfare facilities provided. This is very commendable for the organization as it will have a positive bearing on the overall productivity of the organization. However, 10% said they are not satisfied with the welfare facilities provided. Though this is a small number comparatively, they cannot be ignored as their welfare should be looked into.CONCLUSION AND RECOMMENDATIONSEmployee welfare in any organization is an important factor that should be considered by the top management to make sure employees feel part of the organization. Many organizations have not put much emphasis on the need to provide quality and relevant welfare services to their employees. This has made many of the workers to get demoralized. The demotivated workforce will eventually have a direct bearing on the company's production capacity and hence limit its ability to effectively compete in the market. This also increases chances of skilled and knowledgeableemployees departing the company for a competitor that emphasis on the employee's welfare. This effectively reduces the competitive advantage which may, in the long run, leads to the collapse of the venture. In regard of the above, this study was done at Koya's perfumery works and dwells on the level of welfare facilities provision, how the employees perceive the provided facilities and the level of satisfaction of these employees that arises from these services. The company has tried its level best to make sure that it has taken care of its employee's welfare. It has functional welfare committee that periodically looks into the needs and requirements of the workers. As the study indicates, the majority of the employees have confirmed that welfare services the company meets the needs and requirements of the workers which is a commendable effort by the management.The management of Koya's Perfumery Works has tried its best to appease its employees about the provision of welfare facilities. However, the company should make its feedback mechanisms more effective and efficient to reduce the period of getting feedback; the management should revisit its policies on providing bonus so that it meets the satisfaction level of employees. Also, Koya's Perfumery Works needs to further improve its way of handling training strategies so that it meets the needs and requirements of the employees and consider the educational level of the workers in addition to experience regarding the policies on employee promotion and pay increment to retain more skilled employees. Further, the organization needs to be more liberal on its leave policies as it may bring frustrations to the workers.中文译文员工福利设施与工作满意度摘要员工福利是当今任何组织中的一个重要现象。
浅谈私营企业员工激励机制 外文参考文献译文及原文doc
浅谈私营企业员工激励机制外文参考文献译文及原文doc 本科毕业设计:论文) 外文参考文献译文及原文学院经济管理学院专业___________ 工商管理年级班别 _________学号 _______________ 学生姓名 _____________指导教师 ______________2007年6月15日外文翻译译文1员工激励完善员工激励和增强的原则本文提供了一种结构及小费营造雇员的动机调查问卷还有员工激励原则和授权组织。
参见个人的动机相关理论文章。
这个组织的动机是文章发动机专家和作家帕尔宰提供的,这篇文章受到了普遍公认。
领导免费测试,也可以用来测试你的领导能力,并作为一项问卷/调查去评估经理和管理人员的领导能力,激励能力和效力。
雇员的动机或问卷调查。
调查人员通常都是非常有助于建立员工是否在你的公司有积极性,因此表现最佳效果。
除资料之外,问卷调查显示,参与的过程和咨询人员,是十分有益和激励自己的权利,:见“霍燊效应”:。
当你的调查将独有贵公司,你的人事问题,你的工业和文化,一些有用的通用准则,适用于大多数情况。
尽管不是面面俱到,以下的十点,可以帮助你弥补相关学利?领域,并有助于确立事实,而不是在激励员工,设计自己的问卷时进行的假设激励。
对员工激励十大要诀问卷1、什么是你的公司的主要目的,如果他们了解你的生意主要的目的。
你的员工可以更主动。
问到他们如何明确建立公司的原则,优先和使命。
2、什么障碍阻止员工表演的最佳效果,问卷对员工激励应包括:在工作和家庭生活,什么是员工能够忍受的,以达到该公司可以消除动机的实际。
3、真正激励你的员工,人们常常假定所有的人都出于同样的事情。
其实,我们的动机是一系列因素。
问题包括什么是真正激励员工,也包括了解他们自己的价值观。
他们是否在金钱上的报酬,地位,赞美与感激,竞争,就业保障,公众识别,恐惧,完美主义, 结果……得到激励。
4、员工感到授权,让你的员工对工作进行选择:让他们有自主权,让他们自己能够解决办,还是给他们发一个任务清单,并进行简单地告诉它们做什么,5、公司最新变化的公司,是否影响了激励,如果贵公司已裁员实行招聘或丢失了一些重要人物,这对激励一定影响。
薪酬管理英文文献翻译及参考文献
1) The Management of Broadbanding Salary浅谈宽带薪酬管理2) Talking about the Salary Management薪酬管理浅谈3) Salary payment is managed宽带薪酬理论例句>>4) Broadbanding salary宽带薪酬1.Application of a fuzzy comprehensive evaluation model to the broadbanding salary performance evalution;模糊综合评判模型在宽带薪酬绩效评估中的应用2.The broadbanding salary system is one that can be used in horizontal organized enterprises that have good conscious of management,innovation and performance.文章指出,宽带薪酬制度适用于管理基础扎实、制度化和规范化管理较强的企业、扁平化的组织结构、团队化管理的组织和具有创新和绩效文化的企业。
3.The article presents the meaning of broadbanding salary,analyzes the characteristics and advantages of broadbanding salary,expoundsing the processes of designing broadbanding salary and points out the problems for enterprises which implement broadbanding salary.针对传统薪酬结构的弊端,提出宽带薪酬是一种适用于技术型、创新型的高科技企业的新型薪酬体系。
企业员工福利英语作文
企业员工福利英语作文Employee Benefits in Enterprises。
Employee benefits are an essential part of any successful business. Providing a comprehensive benefits package not only helps attract and retain top talent, but also boosts employee morale and productivity. In this essay, we will explore the importance of employee benefits in enterprises and discuss how they contribute to the overall success of a company.First and foremost, employee benefits play a crucialrole in attracting and retaining top talent. In today's competitive job market, offering a competitive benefits package can make a significant difference in attracting qualified candidates to your company. When job seekers are comparing different job offers, they often look at the benefits package as a key factor in their decision-making process. By offering a comprehensive benefits package, including health insurance, retirement plans, paid time off,and other perks, companies can stand out from the competition and attract the best candidates for their open positions.Furthermore, employee benefits can also help improve employee morale and productivity. When employees feelvalued and appreciated by their employer, they are morelikely to be engaged and motivated in their work. Providing benefits such as flexible work schedules, wellness programs, and professional development opportunities can help employees feel supported and invested in their personal and professional growth. This, in turn, can lead to higherlevels of job satisfaction, lower turnover rates, and increased productivity within the company.In addition to attracting and retaining top talent and boosting employee morale, offering a comprehensive benefits package can also have a positive impact on the company's bottom line. While providing employee benefits can be a significant expense for businesses, the long-term benefits far outweigh the costs. Studies have shown that companies with strong benefits packages tend to have higher employeeretention rates, lower absenteeism, and increased productivity. This can result in cost savings for the company in the form of reduced recruitment and training costs, as well as increased revenue from higher levels of employee engagement and performance.In conclusion, employee benefits are a vital componentof any successful business. By offering a comprehensive benefits package, companies can attract and retain top talent, boost employee morale and productivity, and ultimately contribute to the overall success of the company. While providing employee benefits may require a significant investment, the long-term benefits far outweigh the costs. Therefore, it is essential for enterprises to prioritize employee benefits and ensure that they are meeting theneeds and expectations of their workforce.。
公司福利英文作文
公司福利英文作文Our company provides a wide range of benefits for employees. These include health insurance, dental andvision coverage, and a 401(k) retirement plan. We alsooffer flexible work schedules and paid time off for vacations and personal days.In addition to traditional benefits, we also provide wellness programs and gym memberships to help employees stay healthy and active. We believe that a healthy workforce is a productive workforce, so we encourage our employees to take advantage of these opportunities.Our company values work-life balance, so we offer parental leave for new parents and flexible scheduling for those with family obligations. We understand that employees have lives outside of work, and we want to support them in maintaining a healthy balance.We also offer professional development opportunities,including tuition reimbursement for further education and training programs. We want our employees to grow and succeed, so we provide resources to help them advance in their careers.Finally, we have a variety of employee recognition programs to acknowledge and reward outstanding performance. We believe in celebrating the achievements of our team members and showing our appreciation for their hard work.。
职工福利英语
职工福利英语Employee benefits are an important aspect of a company's compensation package. They are designed to support the overall well-being and work-life balance of employees, and can include various types of benefits such as health insurance, retirement plans, paid time off, and professional development opportunities.Health insurance is a crucial benefit that provides employees with access to medical care and helps them manage healthcare costs. This can include coverage for doctor visits, prescription medications, and hospital stays. By offering health insurance, companies demonstrate their commitment to the health and wellness of their employees.Retirement plans, such as 401(k) or pension plans, are another important employee benefit. These plans help employees save for their future and ensure financial security in their retirement years. Employers may alsooffer matching contributions to encourage employees to participate in the plan.Paid time off, including vacation days, sick leave, and holidays, is essential for employees to rest and recharge. It allows them to take time away from work to relax, spend time with family, or handle personal matters without worrying about loss of income.Professional development opportunities, such as training programs, workshops, and tuition reimbursement, are valuable benefits that help employees enhance their skills and knowledge. This not only benefits the employees themselves but also contributes to the company's overall success.Other employee benefits may include flexible work arrangements, wellness programs, childcare assistance, and employee assistance programs. These benefits can help employees achieve a better work-life balance and improve their overall job satisfaction.In conclusion, employee benefits play a crucial role in attracting and retaining top talent, as well as promoting the well-being and productivity of employees. By offering a comprehensive benefits package, companies can create apositive work environment and demonstrate their commitmentto their employees' success and happiness.员工福利是公司薪酬计划的重要组成部分。
外文翻译--书架上的员工福利
本科毕业设计（论文）外文翻译外文题目Employee Benefits: BOOKSHELF.外文出处Benefits Quarterl[J]y; 2010 Third Quarter, V ol. 26 : P55-57.外文作者Gillihan, Ashley Shilling, Dana Arnoff, Robert Shepherd原文：Employee Benefits: BOOKSHELF.Flexible Benefits Answer Book, Sixth EditionBy Ashley Gillihan. 2009. Aspen Publishers. 711 pages. Item #8807. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp?8807. $290 (I.F. and ISCEBS Members $280).A handy reference book on the design and implementation of flexible benefit plans, including compliance requirements. Although it concentrates on flexible benefit plans operating under Section 125, the book discusses other benefits such as health reimbursement arrangements (HRAs) and health savings accounts (HSAs). Appendixes provide charts and checklists to help you quickly identify legal requirements. Several model notices are also included. This updated edition provides overviews of new laws such as the Mental Health Parity and Addiction Equity Act, Michelle’s Law, the American Recovery and Reinvestment Act and the Genetic Information Non discrimination Act.Complete Guide to Human Resources and the LawBy Dana Shilling. 2009. Aspen Publishers. 1,416 pages. Item #8794. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp? 8794. $175 (I.F. And ISCEBS Members $165).This straightforward, no-nonsense reference should be on the desk of every human resources professional who deals with complex and potentially costly legal issues. The book covers a wide range of topics such as disability accommodation, diversitytraining and privacy issues in addition to benefits and compensation. It has been fully updated to reflect the Lilly Ledbetter Fair Pay Act, ADA Amendments Act and Michelle’s Law. Practical tips and checklists are also included in this fast, dependable, up-to-date resource.The Three Rs of Employee Benefits: Recruiting, Retention, RewardsBy Robert Arnoff and Leah Shepherd. 2009. Source Media Inc. 108 pages. Item #8835. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp?8835. $20.95 (I.F. and ISCEBS Members $19.95).Get more bang from your employee benefit dollars with a look at what benefits are most and least effective for recruiting, retaining and rewarding employees, along with tips on reducing benefit costs. The other purpose of this book is to help readers understand the goals of employee benefits from five different vantage points: key executives, financial officers, human resources professionals, employees and their families, and benefit advisors. Readers will learn how to save money on recruiting expenses, customize benefit plans, curb increases in health care premiums, work with benefit brokers and advisors and communicate more effectively to employees and senior executives.CCH’s Law, Explanation and Analysis of the Patient Protection and Affordable Care Act, Including Reconciliation Act ImpactBy CCH Editorial Staff. 2010. CCH Inc. 2,000 pages. #8833. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp? 8833. $156 (I.F. And ISCEBS Members $149).A comprehensive examination of this significant U.S. health care reform legislation. CCH’s expert staff provides guidance on every provision of the bill—a must have for employers, health and other professionals who need to understand and make sure they are in compliance.RIA’s Complete Analysis of the Tax and Benefits Provisions of the 2010 Health Care Act as Amended by the 2010 Health Care Reconciliation ActThomson Reuters. 2010. 805 pages. Item #8840. Order from the InternationalFoundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp? 8840. $79 (I.F. and ISCEBS Members $75).The massive health care changes that will affect almost all individual taxpayers and employers are explained in this volume, which provides practical guidance, planning strategies and tips on how to avoid pitfalls created by the new legislation. Among the topics covered in this book are financial incentives for providing insurance coverage, penalties for employers that don’t provide adequate and affordable insurance to employees, penalties for individuals who choose to remain uninsured, the surtax on “Cadillac” employer health plans, changes in Medica re taxes and the new limit on health FSA contributions under cafeteria plans. The book also includes Code and ERISA sections as amended, along with applicable committee reports, sample client letters and finding tables.RIA’s Analysis of the Medicare, Me dicaid, and Other Health Care Provisions of the 2010 Health Care Act as Amended by the 2010 Health Care Reconciliation Act Thomson Reuters. 2010. Item #8844. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books .asp?8844. $79 (I.F. and ISCEBS Members $75).Part two of RIA’s coverage of the health care changes goes beyond the tax and benefits provisions to explain simplified enrollment for Medicaid and CHIP; Medicaid service and quality improvements; provisions to prevent chronic disease and improve public health; improvements to the number, education and training of health care workers; and transparency and program integrity requirements. It also includes Code as amended by the acts and finding tables.Employee Benefits BookshelfThese abstracts of current books were selected by Patricia A. Bonner, Associate Director, Publications–Books, International Foundation of Employee Benefit Plans. They were drawn from the EMPLOYEE BENEFITS INFOSOURCETM database developed by the International Foundation’s Information Center. To order these books, please contact the publishers directly or check with a local bookstore about special orders.2010 CCH Medicare ExplainedBy CCH Editorial Staff. CCH Inc. 2010. 398 pages. #8815. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp? 8815. $57.95. (I.F. And ISCEBS Members $54.95).This book is for Medicare beneficiaries and others who need a relatively thorough explanation of the Medicare program. Particular emphasis is on services covered in institutional settings and services provided by physicians and suppliers. A detailed explanation of eligibility, enrollment, benefits, exclusions and payment rules for Medicare Parts A, B, C and D is provided. This edition also explains the process for submitting beneficiary claims and filing an appeal. Updates include an analysis of the final procedures regarding the Medicare claims appeals process, revised and reorganized regulatory requirements for Part D plan sponsors, and new regulations implementing the Genetic Information Non discrimination Act of 2008.Wellness Programs: Employer Strategies and ROIThompson Publishing. 2010. 315 pages. Item #8839. Order from the International Foundation Bookstore by calling (888) 334-3327, option 4, or visiting /books.asp? 8839. $309 (I.F. and ISCEBS Members $299).All the steps an employer needs to develop, implement and run a wellness program that will improve the health of employees while helping control rising costs. This how-to manual includes strategies and model policies an employer can use, adapt and apply, as well as a wealth of practical examples and methods from employers of all sizes and industries. It gives advice on selling the program to upper management, motivating employees to participate, implementing the program and effectively using measurement tools. One appendix includes over 100 pages of sample policies and documents. Another provides excerpts of federal laws and regulations that are most relevant to the establishment and operation of a wellness program.BENEFITS QUARTERLY, Third Quarter 2010 P57译文：书架上的员工福利阿什利Gillihan《灵活福利答卷》。
员工福利设计[外文翻译]
![员工福利设计[外文翻译]](https://img.taocdn.com/s3/m/544871da5a8102d277a22f12.png)
本科毕业论文（设计）外文翻译题目A公司员工福利现状、问题及对策研究专业人力资源管理外文题目Designing Employee Welfare Provision外文出处Personnel Review.2006:P33-35外文作者Ann Davis. Lucy Gibson原文：Designing Employee Welfare ProvisionAnn Davis. Lucy GibsonDescribes a process through which organizations might seek to implement interventions relating to employee wellbeing. Emphasizes the importance of a prehensive needs assessment both in obtaining the breadth of information needed to design appropriate interventions and also in providing baseline information against which to evaluate programs effectiveness. Discusses factors which influence the type of intervention appropriate for a particular situation and highlights their design implications. Finally, provides guidance on programs implementation and evaluation, and discusses some of the advantages and disadvantages of different approaches to tertiary.Having weighed up the most important design considerations, it is then necessary to select the most appropriate programs model. There are a large number of optionswhich may be chosen, but what is most important is that the program format is tailored carefully to the particular organization.Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a munication and collection information way, everyone's opinion prehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.Generally say, the academic circles development of human resource experience: Personal management, human resource management be recently till now rise of manpower capital management. The main dissimilarity namely lay in the principle that pany and business enterprise treat an employee of variety and development.At the personal management stage, the work of the personnel managers is a management officers and workers' welfare, and with the legal procedure of labor union. The upper level management of the pany section sees various activity and office clerk ofpersonnel section all make a pany of the big pen be pure expenditure, but possibly of reduction this part of expenditure. The pany maintain inactive support attitude to the activity of personnel department.At the management stage of human resource, business enterprise the employee is seen into a business enterprise of can increase in value of property but disheveled hair exhibition with period full make use of potential. Human resource section is full exploitation post analysis, work analysis, the post all say, personnel choice and job advertisement, employee training and so on activity e to raise the business enterprise employee's efficiency, thus increment business enterprise of management and luck camp more valid. When a pany practice human resource management strategy of time, human resource section will be bring into a pany strategy plan of an importance constitute part. When a pany practice human resource management strategy of time, human resource section will be bring into a pany strategy plan of an importance constitute part. The future development of pany, the market expand, new product development the etc. all want to lead long to pull a human resource section of support, moderate and cooperation. Human resource drive is an exaltation pany the strategy of the petition ability means but drive value. In addition, human resource management be help the pany encourage employee, through some satisfy of material and some finance reward, thus increment employee of to pany ownership feeling, increment employee morale with turn down to work of disaffection etc..At the management stage of the manpower capital, the basic job of manpower section still with human resource management period likeness, but business enterprisethe employee be no longer see make the property which have development potential, but pany can make use of capital. The each item activity of human resource section is turn by the quantity with the profit margin of the pany hook, and this be also the main means which measure whether officers and workers and each section is valid work or not.Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully acplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.Human resource management is for the sake of pletion the management involve person or personnel in the work of the mission carry on of management work. The human resource management work include: Work analysis; Establishment manpower requirement the plan and personnel enlist; Training and development; Salary and the welfare management, performance evaluation; Labor relation management etc.The main working talent of human resource management include: The personnel enlist; Training and development; Salary and welfare management; the results investigate; the relation of the employee; Corporate culture. This six human resource working talent is according to the west of human resource management practice induceof working talent, for big part in small scaled business enterprise but speech already enough, the large group business enterprise usually also will include human resource information-based, staff management etc.; Concrete arrive China of management practice medium, return have tradition of personnel file, title natural intelligence management etc. have China special features of mold piece.The personnel enlists and is called a personnel a job advertisement. Main is according to organization(pany, government, non- earnings organization etc.) of in the near future and long-term of business demand, establishment personnel need of plan, and pass various job advertisement means to pletion organization of personnel's need. The recruitment of key staff personnel involved in the planning, resume collection, selection, recruitment and staff induction training. Training and development is mainly done through training and development of technology and means to improve staff skills to meet the pany's business environment in which the skills and knowledge changes. . The main technology and tools include: training, job training, job rotation, staff continuing education programs, counseling, discipline.An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization’s HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas."Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization’s HRM strategy seeks to acplish such management by applying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization’s corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the firstparagraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and pensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have—and are aware of—personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Developmentdepartment or the other way around?"The HRM function and HRD profession have undergone tremendous change over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather more reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the pany. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.Human resources management prises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the pany.Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resourcesneeded for them to successfully acplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being: The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively.Given this caveat, employers have considerable scope for enabling employees to deal better with the difficulties they face. The EAP approach offering a confidential, professionally staffed individual service can facilitate putting depressed, immobilized or ineffective staff back to work. For some staff, a timely intervention may halt the development of more destructive, chronic or intractable responses, with consequent costs both to the individual and the organization for which they work. Lack of money tends to be the biggest argument against the development of EAP, or other interventions, yet the associated costs need not be prohibitive. Organizations may already possess many of the services or skills included in an EAP, but have not brought them together in a co-coordinated and structured program. In conjunction with existing services, health promotion and primary workplace interventions, EAP and similarservices can offer a cost-effective contribution to overall organizational effectiveness.译文：员工福利设计Ann Davis. Lucy Gibson通过这一过程，描述了一个组织可能会去实施有关员工的福利。
员工福利对企业影响的英语作文
员工福利对企业影响的英语作文Title: The Impact of Employee Benefits on a CompanyEnglish Essay:Employee benefits play a crucial role in the overall success of a company. These benefits can range from health insurance and retirement plans to flexible working hours and paid time off. The impact of such benefits on a company is multifaceted, affecting employee morale, productivity, and retention.Firstly, a comprehensive benefits package boosts employee morale. When employees feel that their well-being is a priority for their employer, they are more likely to be satisfied with their job. This sense of security and care translates into a positive attitude towards work, which can enhance teamwork and office morale. Happy employees are also more likely to go the extra mile for the company, contributing to a better work environment.Secondly, employee benefits can significantly increase productivity. Health insurance and wellness programs ensure that employees stay healthy and are less likely to take sick leaves. This means that the workforce is more consistently present and performing at a high level. Additionally, benefits like paid time off and flexible working hours can help preventburnout, allowing employees to recharge and maintain their energy levels, which is vital for sustained productivity.Lastly, a robust benefits package is a powerful tool for employee retention. In a competitive job market, offering attractive benefits can be the difference between retaining valuable employees and watching them leave for better opportunities. Companies that invest in their employees' future through retirement plans and professional development opportunities demonstrate a commitment to their long-term growth. This, in turn, fosters loyalty and encourages long-term employment.In conclusion, the impact of employee benefits on a company is profound. By prioritizing the well-being of their employees, companies can create a positive work environment, boost productivity, and retain a skilled workforce. It is clear that investing in employee benefits is not just a cost but a strategic decision that can lead to a more successful and sustainable business.中文翻译：标题：员工福利对企业的影响员工福利在公司的整体成功中扮演着关键角色。
职工津贴英文作文
职工津贴英文作文英文：As an employee, I believe that employee benefits are an important aspect of any job. One of the most crucialbenefits is the employee allowance, which is provided bythe company to support the living expenses of its employees. This allowance is essential for me as it helps me cover my daily expenses, such as food, transportation, and other necessities.In my company, the employee allowance is calculated based on the cost of living in the area where the employee resides. For example, if an employee lives in a high-cost area, the allowance will be higher compared to an employee living in a low-cost area. This ensures that all employees are able to maintain a decent standard of living regardless of their location.The employee allowance is also a form of recognitionfrom the company for the hard work and dedication of its employees. It shows that the company cares about the well-being of its employees and wants to support them in their daily lives. This not only boosts employee morale but also fosters a sense of loyalty and commitment to the company.Furthermore, the employee allowance can also be used as a tool for talent retention. By providing a competitive allowance, the company can attract and retain top talent in the industry. This is especially important in today's competitive job market where employees are constantly seeking better opportunities.In addition to the financial support, the employee allowance also serves as a form of motivation for employees. It gives them a sense of security and stability, knowingthat their basic living expenses are covered. This allows them to focus on their work without having to worry about financial constraints.Overall, the employee allowance plays a crucial role in ensuring the well-being and satisfaction of employees. Itnot only provides financial support but also serves as a form of recognition and motivation. I am grateful for the employee allowance provided by my company, as it hasgreatly helped me in managing my expenses and improving my overall work-life balance.中文：作为一名员工，我认为员工津贴是任何工作中的一个重要方面。
员工薪酬体系外文翻译文献
文献信息：文献标题：EMPLOYEE PREFERENCES FOR PAY SYSTEM CRITERIA: A PAY SYSTEM SURVEY（员工对薪酬体系标准的偏好:薪酬体系的调查）国外作者：Christine H.Schuldes文献出处：Ph.D.Capella University,2006(4):144-198字数统计：英文2297单词，12728字符；中文4159汉字外文文献：EMPLOYEE PREFERENCES FOR PAY SYSTEMCRITERIA: A PAY SYSTEM SURVEYBackground of the ProblemAs the 21st Century progresses, the highly competitive environment in which organizations operate and recent events, such as the failures and the terrorist attacks of 9/11, have caused numerous companies to downsize, lay-off employees, or reduce employee compensation, including GE, IBM, Citicorp, AT&T, Kodak, Goodyear, Exxon, Xerox, TRW, and GM (Bateman & Snell, 2004; Lawler, 2005). As a result, retaining the best employees and recruiting people with the greatest potential are vital to the success and survival of the organization (Lawler, 2003 & 2005). Reward systems can serve the strategic purpose of attracting, motivating, and retaining people; yet, a complex set of factors is used to determine an empl oyee’s compensation (Bateman & Snell, 2004).The earliest forms of rewards for productivity were food, shelter, and protection, all of which are vital to survival. Yet, the origination of monetary systems caused pay to become the most common form of reward and money has become the medium of exchange for all commodities. The use of economic incentives to motivate people has been a common practice in many societies and has generated a myriad of speculationand a plethora of research (Milkovich & Newman, 2005).Considered to be the father of scientific management, Frederick Taylor is credited with popularizing the use of money as a motivational work tool over a century ago (Bateman & Snell, 2004). Numerous theories that are relevant to the use of economic incentives to motivate workers are rooted in Taylor’s scientific management, including Vroom’s Expectancy Theory, Herzberg’s Two-Factor Theory, Skinner’s Reinforcement Theory, and Adams’Equity Theory (Lawler, 2000).In addition, there is an abundance of research studies that have focused on performance-based pay, of which the most famous are the Hawthorne Studies. Edward E. Lawler furthered the evolution of economic motivation theory when he proposed that employees perform at higher levels when their pay is related to performance (1966 & 1971) and conducted studies to demonstrate that employees perform at higher levels when pay is related to performance (Cammann & Lawler, 1973).It has been during the past four decades that pay satisfaction has become an intensive area of inquiry. Early pay satisfaction research focused on the antecedents of pay satisfaction, and this focus resulted in several theoretical models of pay satisfaction (e.g., Lawler, 1971). The development of the Pay Satisfaction Questionnaire (PSQ) by Heneman & Schwab (1985) led to considerable interest in the measurement of pay satisfaction, and research on the PSQ-dominated pay satisfaction research from the mid-1980s to the mid-1990s (Carraher & Buckley, 1996; Judge, 1993; Judge & Welbourne, 1994; Mulvey, Miceli, & Near, 1992; Orpen & Bonnici, 1987).Further evidence has indicated that pay dissatisfaction is related to reduced levels of performance (e.g., Bretz & Thomas, 1992), as well as to a number of indicators of withdrawal, such as lateness (Koslowsky, Sagie, Krausz, & Singer, 1997), turnover and turnover intentions (Sturman, Trevor, Boudreau, & Gerhart, 2003), absence (Weiner, 1980), and theft (Greenberg, 1993). As Heneman & Judge (2000) concluded, "Research has unequivocally shown that pay dissatisfaction can have important and undesirable impacts on numerous employee outcomes," (p. 85).To minimize turnover, retain the most highly skilled employees, and improveemployees’contributions to the organization, it is important that employers understand how best to pay their employees in order to optimally satisfy and motivate them (Lawler, 2003 & 2005). Since a good worker will define what he or she is worth and will go where he or she will get paid that amount, management can set up the pay system to attract the best workers and cause those workers to be highly motivated as well as highly productive (Sturman, Cheramie, & Cashen, 2005).An important aspect of designing a successful pay system is determining the appropriate criteria to use. I n 1997, Aminu Mamman studied Australian industry by conducting research that explored employees’attitudes toward some of the key criteria that usually determines pay. For his sampling frame, Mamman’s(1997) research proved conclusively that an employee’s choice of pay criteria is a function of factors such as education and age. In 1999, James Mirabella expanded on Mamman’s research by studying American employees, and his research confirmed Mamman’s conclusions outside the boundaries of Australia.This research study proposes to further investigate the choice of pay criteria by American employees in the 21st century, especially considering changes in workers’attitudes resulting from events since the turn of the century. Since the year 2000, numerous events, such as the terrorist attacks of 9/11, the bankruptcy of numerous large corporations, lay-offs, and downsizing have caused conditions in the business environment to become more and more unstable (Bateman & Snell, 2004). These unstable and highly dynamic conditions have resulted in numerous corporations seeking the most optimal way to operate, including how to appropriately compensate employees while minimizing costs (Lawler, 2003 & 2005). If employers want to optimally satisfy and motivate employees with a pay system, managers need to understand the attitudes and preferences of employees regarding the criteria used to determined pay systems.Statement of the ProblemNumerous previous studies have researched the relationship between various pay systems and the relative impact on pay satisfaction or overall employee satisfaction(Currall, Towler, Judge, & Kohn, 2005). Empirical research studies have demonstrated that many people prefer to use performance as a basis for rewarding others (Dyer, Schwab, & Theriault, 1976; Fossum & Fitch, 1985; Heneman, 1984; Heneman & Judge, 2000). Other researchers demonstrated that the preference to have pay contingent on performance is affected by several factors, including employee ability (Farh, Griffeth & Balkin, 1991; Sturman et al, 2005), age (Mamman, 1997; Mirabella, 1999), education (Mamman, 1997; Mirabella, 1999), and tenure (Dyer & Theriault, 1976; Dyer, Schwab & Theriault, 1976; Schwab & Wallace, 1974). Many factors have been analyzed to assess their influence on pay satisfaction, including quality of job performance (Lawler, 1966), gender (Lawler, 1971), skill level and training (Mamman, 1990), job responsibility (Mamman, 1990), mental effort and physical effort (Mamman, 1990).Despite the overwhelming research on pay systems, one area that has generated limited research has been employees’preferences for the criteria used in these pay systems. I n a study conducted in Australia, Aminu Mamman (1997) explored the similarities and differences in employees’attitudes toward some of the key criteria that usually determine pay. In 1999, James Mirabella confirmed Mamman’s conclusions regarding employees’preferences for pay criteria and concluded that American and Australian workers had similar attitudes toward pay system determinants. Yet, these results might not hold true for American workers since the turn of the 21st Century as a result of numerous events, such as the terrorist attacks of September 11, 2001 and subsequent terrorist activities, increased unemployment, and companies relying more heavily on consultants than full-time employees. All of these events have created an increased sense of uncertainty in employees and instability in the business environment (Bateman & Snell, 2004; Caudron, 2002). Therefore, it important for managers to employee people that enhance the firms opportunities for achieving competitive advantage, and a key to recruiting and retaining good employees is to design the most appropriate pay plan (Sturman et al., 2005).Recent Events Significantly Influencing EmployeesSince the terrorist attacks on the World Trade Center towers, there has been a shift in attitudes and behaviors of workers across America (Kondrasuk, 2004). The events of 9/11 resulted in numerous factors that have increased the stress level of American workers (Leonard, 2002). The increased level of stress experienced by workers and the understanding that there is potential for acts of terrorism in the future have caused a paradigm shift in the attitudes of employees (Kondrasuk, 2004; Leonard, 2002). In fact, workers have demonstrated a higher level of work force commitment since the attacks (Caudron, 2002). This shift in employees’ attitudes may include changes in their choice of criteria used in pay systems.In the 1990s, it was commonplace for workers to take new positions with different organizations on a frequent basis, simply for increased pay and/or benefits (Bateman & Snell, 2004; Lawler, 2001; Robbins, 2004). Since the events of 9/11, this trend has decreased and employees are more committed to their job and the organization (Caudron, 2002; Kondrasuk, 2004). “Now,54 percent of workers say they would remain with organizations even if offered a similar job with slightly higher pay elsewhere,”(Caudron, 2002, p. 26). The concept of remaining with an organization rather than jumping from one job to another is a large shift in the mindset of employees (Kondrasuk, 2004).Changes in the mindset of employees may be manifold and could include the criteria that are used in determining their pay. Human resources (HR) managers must be prepared to deal with these post-9/11 attitudes of employees regarding compensation and performance (Lincoln, 2002). Thus, continued investigation into employee preferences for pay system determinants is a necessity in order to provide much needed information to HR managers.UnemploymentAnother factor that has also altered the attitudes and behaviors of employees is unemployment, resulting from companies going bankrupt, downsizing, or replacing full-time employees with consultants (Bateman & Snell, 2004; Lawler, 2003). From the year 2000 to the middle of 2005, the unemployment rate increased 2% (NationalBureau of Labor, 2005). Starting in 1999, numerous corporations have declared bankruptcy, and an increased number of organizational restructuring efforts have been oriented around downsizing or hiring consultants rather than full-time employees (Lawler, 2003 & 2005).These kinds of corporate actions have adversely affected numerous people directly and indirectly (Lawler, 2005). Those directly affected have lost their jobs and those indirectly affected may exhibit survivor’s syndrome. Survivor’s syndrome occurs as a result of employees struggling with heavier workloads, wondering if they will loose their jobs, trying to figure out how to survive, losing commitment to the company and faith in their bosses, and becoming narrow-minded, self- absorbed, and risk-adverse (Bateman & Snell, 2004).All these changes within the work place have created a sense of fear and uncertainty in employees that may result in them viewing compensation in a greatly different way (Milkovich & Newman, 2005). Furthermore, this shift in employee attitudes since the year 2000 may play an important role in the choice of pay criteria preferred by workers, and is the focus of this study.Preferences for Pay SystemsSome studies focused on the choice of pay comparisons (Goodman, 1974), while others focused on the threshold of a meaningful pay increase (Krefting & Mahoney, 1977) or pay system administration (Dyer & Theriault, 1976; Lawler, 1971), and a few even focused on the criteria upon which recipients prefer to be paid (Dyer et al., 1976; Mamman, 1997; Mirablla, 1999). Several studies have shown that even though performance has been shown to have the largest impact on pay satisfaction, it was recognized that a number of non-performance related factors also influence pay satisfaction (Fossum & Fitch, 1985). After decades of research, experts continue to underscore the importance of linking pay systems to meeting organizational objectives (Lawler, 2000 & 2004; Milkovich & Newman, 2005).Researchers have found that employees prefer their pay to be determined first and foremost by performance, but this preference is contingent on many factors(Lawler, 1995 & 2000). Highly skilled employees tend to prefer performance-based pay more than low-skilled employees (Lawler 1995). Additionally, there are many negative side effects of individualized pay-for- performance plans (Cox, 2000). These negative effects include restricting output due to perceptions of possible social rejection by peers and of possible layoffs due to running out of work (Bateman & Snell, 2004; Farr, 1976). Lawler (1973) demonstrated that group incentive plans generally avoid these side effects and may do a better job of tying rewards to performance.Finally, employees' preferences for pay system determinants will be influenced by equity theory, such that satisfaction with the pay system will be determined by a comparison with the compensation received by others (Milkovich & Newman, 2005; Sweeney & McFarlin, 2005). Equity theory implies that satisfaction with pay is contingent on employees’ perceptions regarding the fairness of their compensation in comparison to their role/position in the organization and that of others in the organization (Lawler, 2000). Therefore, choice of pay systems by employees is dependent on their preferences for the criteria used to determine pay and their perceptions of the pay system. The pay determinants preferred by various employees will vary with their backgrounds (Mamman, 1997; Milkovich & Newman, 2005), and this fact needs to be incorporated into pay systems.Conclusions on Pay System ChoicesUtilizing a voluntary choice of pay plans binds employees to their choices and results in a commitment to the organization (Currall et al., 2005; Lawler, 2003). Student subjects selected reward schemes based on their prior performance, even though none of the subjects were paid on performance (Chow, 1983). As many studies have shown, allowing individuals to choose their pay plans probably will increase the likelihood that they attain the goals that are needed to get the pay (Lawler, 2000 & 2003).Taken in its entirety, research indicates that individuals will follow Vroom’s expectancy theory and maximize expected rewards by rationally choosing amongalternatives (Vroom, 1964). Furthermore, when faced with a decision to choose among different reward plans, it is anticipated that individuals will choose the alternative that yields maximum expected rewards or minimum expected costs (House et al., 1974). Thus, employees with high self-perceived ability levels would be expected to prefer plans that distribute rewards based on performance, while employees with low self-perceived ability would be expected to choose time-based reward plans (Cox, 2000; Farh et.al., 1991; Robbins, 2004).中文译文：员工对薪酬体系标准的偏好:薪酬体系的调查问题产生的背景随着二十一世纪的发展，组织面临着充满激烈竞争的环境，以及最近发生的一些事件，如的失败，911恐吓袭击，使许多公司减小规模、裁员，或者减少员工补贴。
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企业员工福利外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：西方企业员工福利满意度研究述评摘要：近年来，西方企业管理学界越来越重视员X-福利满意度理论研究，因为员工的福利满意度会直接影响他们的工作态度、工作行为与企业经营管理工作的效果。
本文概述了西方企业员工福利满意度理论研究的现状，并根据组织公平理论和双因素理论，探讨福利管理决策公平与不同类型的福利对员工满意度的影响，最后为我国企业加强福利管理工作提出了若干建议。
关键词：福利；满意度；组织公平；双因素理论一、企业福利政策的发展趋势福利是员工薪酬的一个重要组成部分。
近年来，越来越多的企业为员工提供良好的福利待遇，以便吸引、激励并留住优秀员工。
企业的福利政策出现了以下发展趋势：(1)福利在员工薪酬组合中的比重增大，企业支付的福利费用大幅增加。
(2)员工也必须承担部分福利费用。
企业以往为员工免费提供所有福利。
目前，许多员工必须承担部分医疗保险、养老保险费用。
(3)企业的福利制度越来越复杂，福利形式越来越多样化，管理人员需要花费更多的时间与精力来从事员工福利制度设计与管理工作。
许多企业在制定与实施福利制度时较少考虑员工的反应。
例如，有些企业为了降低福利费用，采用灵活的福利制度，或将部分福利管理工作外包给其他公司，而不考虑员工是否满意。
许多欧美学者认为，企业管理人员在制定与实施福利制度时必须考虑员工的反应。
他们的实证研究表明，员工对福利的满意度会直接影响企业福利制度的效果。
二、员工福利满意度理论研究概述20世纪60年代以来，西方企业管理学界对员工薪酬理论进行了大量的研究。
然而，企业管理学者却较少研究员工福利理论。
在现有文献中，欧美学者主要从福利的激励作用、员工对福利计划的理解和偏好、福利与员工薪酬满意度的关系、员工的福利满意度等方面研究员工福利理论。
美国学者威盛顿(Barton I。
．Weathington)和坦切克(I。
ois E．Tetrick)指出，企业管理学界在员工福利这个领域的研究成果存在以下不足：(1)许多学者实际上是研究员工的薪酬满意度或工作满意度，而不是研究员工的福利；(2)大多数学者只研究福利对员工的影响，却忽视各类福利对员工工作态度和工作行为的影响；(3)企业管理理论研究人员主要从企业的角度来研究福利制度，却很少考虑员工对福利的态度。
近年来，西方企业管理学界逐渐加强了对员工福利满意度的研究。
I．员工福利满意度的计量1985年，美国学者赫尼曼(Herbert G．Heneman)和希沃布(Donald P．Schwab)编制了一个由18个计量项目组成的“员工薪酬满意度”量表(pay satisfaction questionnaire，简称PSQ)。
他们采用以下四个项目来计量员工的“福利满意度”：(1)员工对整套福利的满意度；(2)员工对企业支付的福利费用数额的满意度；(3)员工对福利价值的满意度；(4)员工对福利类别的满意度。
许多欧美企业管理学者在实证研究中把员工的福利满意度作为薪酬满意度的一个组成成分，采用PSQ量表计量员工的福利满意度。
现在，许多欧美学者对员工的福利满意度进行更深入的研究。
不少学者认为员工福利满意度是一个多维概念。
美国学者戴恩霍(Carol Danehower)与勒斯特(John A．I．ust)指出，员工的福利满意度应包括员工对企业支付的福利费用与企业为他们提供的整套福利的质量的满意度。
他们设计了一个由11个项目组成的员工福利满意度量表(benefit satisfaction ques—tionnaire，简称BSQ)，从上述两个方面来计量员工的福利满意度。
他们的一系列实证研究支持员工的福利满意度是一个二维概念的结论。
然而，他们也发现BSQ量表中的某些项目不能很好地计量员工对福利质量的满意度。
因此，他们对BSQ量表进行了适当的修改，又增加了两个项目，并于1995年对美国某大学的2 815位员工进行了问卷调查。
他们的数据分析结果表明，新的BSQ量表中的13个项目分别属于员工对福利质量的满意度、对福利费用的满意度、对福利信息的满意度三个维度。
他们根据数据分析结果，指出员工的福利满意度是一个复杂的多维概念。
但是，加拿大学者特兰布雷(Michel Tremblay)等人的实证研究结果并不支持戴恩霍和勒斯特的观点。
他们发现，员工的福利满意度是一个单维概念。
美国学者米塞利(Marcia P．Miceli)和雷恩(Matthew C．Lane)把员工福利满意度分为两类：一类是员工对福利水平的满意度，它受员工感觉中“应该得到”与“实际得到”的福利之差的影响；另一类是员工对福利制度的满意度。
这种满意度不仅受到员工对企业“应该实施”和“实际实施”的福利制度的看法的影响，而且受到员工个人偏好、企业福利制度灵活性、福利管理程序、管理人员和员工之间的沟通的影响。
此外，有些欧美学者根据企业为员工提供的福利项目来研究员工对某类福利的满意度，如员工对医疗保险、养老金的满意度。
“总之，迄今为止，欧美企业管理学界对员工福利满意度的组成成分及其计量方法尚未达成共识。
2．员工福利满意度对员工工作态度与行为的影响许多欧美学者的实证研究结果表明，员工福利满意度会直接影响他们的工作态度和工作行为。
员工对自己享受到的福利感到满意，会增强他们的工作满意度、企业归属感和对管理人员的信任感，并且降低他们的离职意向。
三、福利决策公平对福利满意度的影响欧美学者从不同的角度研究员工福利满意度的影响因素。
有些学者主要研究员工的个人特征、心理特征对员工福利满意度的影响，另一些学者主要研究公平对员工福利满意度的影响。
他们的实证研究结果表明，福利决策公平是影响员工福利满意度的重要因素。
根据组织公平理论，福利管理公平包括结果公平、程序公平和交往公平。
1．福利管理工作中的结果公平员工从企业享受的福利水平通常是影响他们福利满意度的重要因素。
根据美国学者亚当斯(Stacy Adams)的公平理论，员工会对自己与他人的得失之比进行比较，判断分配结果的公平性。
“得”指企业为员工提供的各种福利，包括医疗保险、养老保险、失业保险和假期等；“失”指员工在工作中投入的各种资源，包括自己的工作经历、受教育水平和技能等。
员工会对自己和参照对象享受的福利进行比较。
参照对象包括同事或其他企业同类员工的福利、自己过去的福利、自己需要或希望得到的福利等。
员工比较的结果会直接影响他们对福利水平的满意度。
如果员工认为自己的得失之比低于参照对象．就会感到不满；反之，他们就更可能会对企业的福利分配结果感到满意。
员工的个人特征、工作环境、享受的福利水平不同，他们判断结果公平的标准也可能不同。
2．福利管理工作中的程序公平福利管理工作中的程序公平主要指企业福利决策过程是否公平。
许多欧美学者的研究成果表明，员工参与企业决策过程，可增强他们的公平感与满意度。
如果员工有机会表达自己对企业福利制度的看法，参与企业福利制度的制定与实施过程，就会显著提高他们对福利水平和福利制度的满意度。
加拿大学者车布雷等人对加拿大企业员工的福利满意度进行了两次实证研究。
他们发现，与结果公平相比，程序公平对员工的福利满意度产生更大的影响。
3．福利管理工作中的交往公平福利管理工作中的交往公平是指管理人员在福利管理工作中与一般员工交往的公平性。
员工通常不必经管理人员审批，就可按照他们的工种、工龄、级别，或根据聘任合同获得大部分福利。
然而，他们必须得到管理人员的同意，才可享受另一些福利。
例如，管理人员对员工的休假时问、病假、事假、补休等福利拥有直接的决定权。
因此，在福利管理工作中，管理人员对待员工的态度和方式也会影响员工对福利的满意度。
交往公平包括：(1)人际交往公平，指管理人员在制定与实施福利制度的过程中尊重员工、关心员工的利益；(2)信息公平，指管理人员向员工传递有关福利制度的信息，解释福利分配的过程与结果。
管理人员与员工之间的沟通是影响员工福利满意度的重要因素。
_2]员工认为管理人员与自己的交往比较公平，就会对企业的福利水平和福利制度感到比较满意。
四、员工看重的福利形式对其福利满意度的影响员工对各类福利的重视程度和偏好程度不同。
因此，企业提供的各类福利对员工的福利满意度会产生不同的影响。
美国学者布劳(Gary Blau)等认为，员工福利满意度包括员工对基本福利的满意度和员工对职业发展型福利的满意度。
基本福利包括假期、病假、事假、工伤保险、医疗保险、人寿保险、退休计划等满足员工安全、生活保障等基本需要的福利。
职业发展型福利指企业满足员工提高就业能力、工作技能等需要的福利，包括企业为员工提供继续学习、在职培训机会，资助员工学费，灵活安排员工工作和学习时间，根据员工获得的学历证书和学位证书来奖励员工等。
布劳等人指出，随着员工职业观念的变化，员工越来越重视职业发展型福利。
根据传统的职业观念，企业为员工提供工作保障和员工有权获得的各种福利，换取员工的忠诚，并负责员工的职业发展管理工作。
20世纪80年代以来，在许多企业里，“多变的职业”观念逐渐取代了传统的职业观念。
根据多变的职业观念，员工负责自己的职业发展管理工作，员工保持良好的工作业绩，才能继续就业，企业的责任是为员工提供更多职业发展机会。
美国波士顿大学管理学院教授霍尔(Donglsa T．Hall)指出，21世纪员工的职业是多变的职业。
员工不断地提高自己的工作能力，才能提高自己的任职能力，增大自己的就职可能性。
因此，许多员工越来越重视“职业发展型”福利项目，希望企业为自己提供更多的职业发展机会。
根据美国学者赫茨伯格(Frederick Herzberg)的双因素理论，企业缺乏保健因素，会引起员工的不满，但保健因素并不能调动员工的工作积极性。
激励因素能增强员工工作满意度，调动员工的工作积极性。
布劳等人认为，基本福利是保健因素，职业发展型福利是激励因素。
企业为员工提供基本福利，有助于稳定员工队伍，防止员工“跳槽”；企业为员工提供职业发展型福利，才能增强员工对企业的归属感。
布劳等人的实证研究结果表明，员工通常更重视基本福利，员工对基本福利的满意度可增强他们对福利的总体满意度，降低他们的离职意向；员工对职业发展型福利的满意度会增强他们对企业的情感性归属感。
不同的员工有可能会重视不同的福利。
例如，专业人员可能更重视职业发展型福利。
他们更可能认为这类福利可表明企业关心员工的职业发展前途。
美国学者威盛顿和坦切克的实证研究结果也支持这个观点。
他们指出，大多数员工认为自己有权得到某些基本福利。
企业提供这些福利，并不一定能提高员工的满意程度，但企业不提供这些福利，可能会引起员工不满。
除员工实际使用的福利之外，员工有权享受的福利也会影响员工的满意度。
例如，许多员工可能不会使用企业提供的工伤保险。