企业薪酬管理 英文原版
工商管理专业企业薪酬管理中英文对照外文翻译文献
企业薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Enterprise Salary Reward Management Salary the overall function of function and the management of human resource that rewards is consistent also for is can attract and encourage the human resource needed by enterprise from labor economy angle speak salary reward have 3 great merits can: guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function the salary with reasonable establishment reward management system is every problem that enterprise needs solve. In recent years, as enterprise manages , mechanism change and establish modern enterprise system step by step needs, the built-in wages degree of assignment system of enterprise the self who changes enterprise into gradually from government behavior. Therefore how to meet market needs establish with modern enterprise system appearance the supplemental salary, that suits enterprise self development reward management system and distribution scheme, high limit land development enterprise human resource Ian can, become every important program of current Chinese enterprise.Salary the substance that rewarded , it is that enterprise, for employee, is the contribution done by enterprise that function and purpose salary reward , include realization Jig effect , the corresponding repayment and that effort, time, knowledge, ability, experience and creation pay that paid out or thank. Essentially, it is a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy. And according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.Salary the overall function of function and the management of human resource that rewards is consistent, it is also to be able to attract and encourage the human resource needed by enterprise. Say from labor economy angle, salary reward have 3 great merits can ─ guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function.The existent problem of the traditional wages degree of assignment system is internal to lack fair sense, the external income degree of assignment system that lacks the traditional state-owned enterprise of competition ability major special Zhen is implement planned instruction and policy regulation, wages management system from in the restriction that gets planned economy , employee Ian can reality play will not often arouse the notice of people, so, the distribution of wages is major to wait according to standing, educational background, title and administrative rank, and overlook as every employee does , work analysis, do not more consider the discrepancy of working post and the contribution of employee.For realizing enterprise goal fully. It is very fair that this kind of system look , but actually is for working value negate , is hard to embody trunk the good dry difference of bad, horizontal difference in degree, its result can only be the "everybody eating from the same pot" of equalitarianism. Therefore under market economic condition continue this kind of practice Hour fruit is enterprise recruit do not enter person also reserve do not live person, is internal to lack fair sense , is external to lack competition ability.Salary reward is the contribution that enterprise does for employee for enterprise, include realization Jig effect, the time, knowledge, ability, experience and creation and effort that paid out are corresponding as paying to repay or thank , are a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy essentially, and according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.On knowledge with the mistake district in operation pass , the function understanding that rewarded for salary on pass frequently in quite, notice salary only the function of health protection that rewards , and have overlooked salary reward encourage function. No matter going to work , do not perform duty from time to tome , have to enterprise to make contribution, " go to work to take money" have become perfectly justified; Bonus in considerable level on have lost the meaning of award, become regular additional wages. What enterprise employee accumulates for a long period is that inertia and safe sense make salary reward and have lost, should be some to encourage function. Though along with enterprise, being thorough as reforming , the manager of human resource also begins to explore new method on salary rewards system , but when designing distribution scheme often lack for modern salary reward the knowledge of theoretical and design method, make scheme deviate from the law of value of the market of labor force.Now, in the wages system of state-owned enterprise and the most of domestic joint stock companies, do not consider that outside and the internal balance of distribution are balanced. The management of human resource replace labor personnel management not the simpledisplacement of noun, it signifies that from thought and theory, the method of arriving is basic as utilizing to change. Thus each manager must meet the development of socioeconomic culture; system accepts new management thought, theory and method, sets up the brand-new management concept of human resource.Design salary scientifically to reward the distribution scheme Japanese economic friendship association of central section encourage condition for the first big small and medium sized business to third production department carry out investigation, show as a result: In initiating vigor factor wages the only row position of 8th, and in weakening vigor factor, wages row is in the first place. It is been wages high that this explains and can not initiate vigor, and wages low definite reduction, vigor, therefore the difference in degree of pay for promote employee enthusiasm aspect influence great. Now a lot of western companies in salary reward aspect the experience of having explored some successes , share for example profit , profit share , stock option, employee holds share plan ( EOSP ) , is balanced to tally to block , key Jig effect index and group team spirit, and when establishing salary to reward policy, have considered the relation of short period, mid-term and long-term pay fully , and design for special talent " special salary reward scheme ", purpose is to make salary reward distribution scheme with encourage machine made , arouse creativity and the working enthusiasm of employee group team fully.Reward salary to fit into market economic category manage will salary reward fit into market economic category manage , from the distribution mechanism, 3 distribution management big aspects and degree of assignment system, carry out bold innovation. The degree innovation of assignment system is basic, distribution machine made innovation is crucial, management innovation is basic.Establish in order to press Lao distribution is main part. According to the salary the distribution of factor of production reward distribution structure establishment press Lao distribution with press factor of production distribution combination get up salary reward the degree of assignment system, it is the inevitable requirement of the development of socialist market economy, therefore modern enterprise salary reward distribution structure should be with press Lao distribution is main part , press Lao distribution with press factor of production the basic general layout distribution. Part is the income degree of assignment system in the row in cost, part is in tax Hour the degree of essential factor of assignment system of row in profit, make salary reward the technical, knowledge capital profit of distribution scheme design and employee labor income and employee appearance suit.Lead into market distribution mechanism, make the market and price of labor force conform the market price of labor force is the market labor rate that forms through marketcompetition, is decided by the supply demand relations of labor force. Therefore when designing salary to reward distribution scheme, will consider the market price of labor force, establish the price system of labor force of different post, post and related enterprise, regard it as the basic salary of enterprise inside to reward San shine standard, with the fully embodiment value of labor force, guide the reasonably floating and optimization disposition of labor force.Consider both enterprise benefit, establish the high benefit capital of senior engineer, the distribution idea of low being it low wages press Lao distribution must be the benefit distribution that created according to labor, if a product that worker offers (service) the needs that can not satisfy society, that Me him can not get the labor pay that reflects with market price, therefore must consider both the economic benefits of enterprise.According to employee working ability and accomplishment, pull open distribution gap reasonably, hang pay and contribution ability finger working complete level, through the goal reached or the effect realized, the latent ability that reflects and has denotes knowledge with ability synthesize to gr asp level as well as experience accumulation level. Salary the role that rewards for is will encourage employee all abilities of having self play, but these abilities must be level and the knowledge of place post first needs. Work accomplishmentwork Jig the size of effect, from the difference in ability can difference. Therefore the pay that worker gets should not be also identical. It is for enterprise, what is beneficial to it really is that the actual labor accomplishment of worker, therefore contribute big have to serve move should get higher pay.Establishment the salary " found on people " reward the system Japanese Hamburg shop of McDonald’s can give employee family members every year always the bonus of a considerable number; When they pass birthday, can send person to send last fresh flower. American chain hospital company in salary reward payment in much a extra bonus ─ " have oxygen sport challenge plan ", employee must reach every month minimum standard as jog 30 miles, play wall ball for 15 hours above etc., can be just qualified bonus. Haier in salary reward the system design of payment aspect is difference " the horse in 1000 the competitive platform " it is not same to put up and have built " ", as ordinary employee carries out , " 3 works coexist , development conversion " ─ excellent worker, qualified worker and trial worker, enter factory worker all recently have certain probation period , expire acceptable turn for qualified worker, otherwise, excellent worker turns probably because of working fault, is qualified worker or trial worker. It is 4 level development checks that according to excellent middle-level administrator, what Haier carry out is taking regularly check result as basis, it is " give your a ship, advance or retreat to float Sheen lean self " to design for the base salary ofbrainpower, according to the commission of economic benefits that new product gets in the market, get salary to reward.It is identical that the effect of leading work depends on the campaign in subordinate mainly, but each subordinate does not let in the aspects such as ability and wishes. Therefore leader must so implement different leading way as subordinate is going to analyze and find out discrepancy carefully , then can get the leading effect of the best. It is also such toreward systematic design for salad rye, employee demand has discrepancy, different employee or same employee in not at the same time wait demand possible difference. Forlow wages crowd, the role of bonus is very important; For taking in higher crowd especially knowledge share is with management cadre , promote post , respect personality, appointment title and encouragement the freely degree etc. of innovation and work look more important; For being engage in , it is heavy, dangerous. The physical labor with bad environment staff, the possibilities such as labor protection, labor condition and post subsidy are effective. Therefore to make salary reward system to develop larger effect, first want the needs for employee have ample understanding. If leader wants to make encouraging level for subordinate reach the biggest demand that melts and must value them, knows the variation of demand and makes positive reaction, embody really found on people thought.企业薪酬管理薪酬管理的功能和人力资源管理的功能总体来说是一致的。
薪酬管理体系中英文对照外文翻译文献
薪酬管理体系中英文对照外文翻译文献XXX people。
XXX enterprise management。
as it has a XXX attract。
retain。
and motivate employees。
particularly key talent。
As such。
it has XXX。
retain。
objective。
XXX on the design of salary XXX.2 The Importance of Salary System DesignThe design of a salary system is XXX's success。
An effective salary system can help attract and retain employees。
XXX。
XXX them to perform at their best。
In contrast。
a poorly designed salary system can lead to employee n and XXX。
which can XXX.To design an effective salary system。
XXX factors。
including the industry。
the enterprise's size and stage of development。
and the specific needs and goals of the XXX。
XXX.3 XXXXXX。
XXX incentives can help align the XXX with those of the enterprise and its shareholders。
XXX to perform at their best.When designing equity incentives。
薪酬管理Salary Management(外资公司)
薪酬管理Salary Management薪酬制度的目标是：效率目标/公平目标/合法目标。
The goal is the salary system: efficiency goals/targets/legitimate goal of equity.公司的薪酬价值观是在共同的目标下为公司及员工创造最大的利益和价值，价值和利益包括物质上和精神上的，公司提倡共同的社会责任和使命，员工和企业是公司最大的财富。
公司会尽最大的能力提供给员工一个合理公平的薪酬，以期企业和员工个人共同发展，实现共同的利益。
Companies pay values are under the common objectives for the company and staff create the greatest interest and value, value and benefits including physical and mental condition, the company to advocate common social responsibility and mission, staff and enterprises are a company's greatest panies will do our best ability to provide employees a reasonable and fair remuneration, with a view to businesses and individuals to participate in developing, implementing common interests.薪酬制度必须具有内部公平性原则/外部公平性原则/个人公平性原则/制度管理原则。
Pay system must have internal equity principle/external fairness principles/personal fairness principle/system management principles.薪酬制度方针是公平，公正，合理，合情，富有激励性和保障性。
薪酬管理培训课件：SALARY MANAGEMENT中英文
School of Management of HFUT WU, Cisheng
case analysis
XYZ公司刚刚决定把全公司的200名员工带 到海南进行由公司支付费用的一周休闲度 假，以对在过去一年中员工的出色业绩表 示感谢。你对这个决定有何看法？
case analysis
易行，但不够精确，无法说明职务级别之间的实 际差距，特别是类似职务的关系难以界定清楚。
B6. post classification method
将岗位划分为几个类别，每个类别有明确 的界限，根据岗位的特定价值与岗位类别 的关系，将工作岗位划入特定类别。
程序是：确定岗位类别的数目，对岗位类 别的各个级别进行定义，逐一将被评价岗 位与所设定的等级标准比较，确定相应的 类别和等级，设定薪酬等级。
岗位评价与薪酬等级、薪酬调查、薪酬计 划、薪酬结构、薪酬制度的制定与调整、 人工成本测算、福利保险管理等。
A2. classification
of salary
外在报酬
内在报酬
经济性 直接报酬：基本工资、 报酬 加班工资、津贴奖金、
利润分享、股票认购 间接报酬：保险/保健 计划、住房资助、员工 服务、带薪休假
影响企业整体薪酬水平的因素 企业薪酬策略 工会力量 产品需求弹性 劳动力市场供求关系 地区和行业的薪资 水平 企业财务实力 生活费用和物价水平
影响员工个人薪酬水平的因素 年龄工龄 工作条件 技术和培训水平 职务或岗位 劳动绩效
决定员工薪酬水平的主要因素
影响员工个人薪酬水平的因素
影响企业整体薪酬水平的因素
展阶段
保持利润 正常发
与保护市 展至成
场
熟阶段
(全篇)高级管理层薪酬政策英文版
（全篇）高级管理层薪酬政策英文版Document Title: Executive Compensation PolicyIntroductionThis document outlines the organization's executive compensation policy, which is designed to attract and retain top talent in senior management positions.ObjectivesThe main objectives of the executive compensation policy are to align executive pay with company performance, incentivize executives to achieve strategic goals, and ensure competitive compensation within the industry.Components of Executive Compensation1. Base Salary: The fixed component of executive compensation that reflects the executive's responsibilities and experience.2. Annual Bonus: A performance-based bonus tied to achieving individual and company goals.3. Long-Term Incentives: Equity-based compensation, such as stock options or restricted stock units, to align executive interests with shareholder value.4. Benefits and Perks: Additional benefits, such as health insurance, retirement plans, and executive perks, to enhance the overall compensation package.Performance MetricsExecutive compensation is tied to key performance indicators (KPIs) such as revenue growth, profitability, market share, and customer satisfaction. Executives are evaluated annually based on their performance against these metrics.Governance and OversightThe board of directors, compensation committee, and external consultants play a critical role in overseeing executive compensation. They ensure that compensation packages are fair, transparent, and in line with industry standards.Transparency and CommunicationIt is important to communicate the executive compensation policy to all stakeholders, including employees, shareholders, and the public. Transparency builds trust and confidence in the organization's governance practices.Compliance and RegulationsThe executive compensation policy complies with all relevant laws, regulations, and best practices to avoid any legal complications or controversies.ConclusionThe executive compensation policy is a key tool for attracting, motivating, and retaining top talent in senior management positions. By aligning executive pay with company performance and strategic goals, the organization can drive long-term success and shareholder value.。
全面薪酬管理的资料(ppt 32页)(英文)
Work Content
• Variety • Challenge • Autonomy • Meaningfulness • Feedback
Benefits
• Benefits • Non-cash recognition • Perquisites
Career
• Advancement • Personal growth • Training • Employment security
Indirect Financial
Direct Financial
• Base pay • Overtime • Pay differentials • Paid time off
6
Discussion Outline
Defining Total Compensation Employees’ Perceptions
The market may not reflect what your employees need and care about.
8
Employees’ Perceptions and Values
➢ Employees with a working spouse may view health insurance as less valuable than pay increases or other benefits
2
Discussion Outline
Defining Total Compensation Employees’ Perceptions and Values Quantifying Total Compensation Case Study—State of Arizona
薪酬管理制度 英文
薪酬管理制度英文IntroductionCompensation management is a crucial aspect of human resource management, as it involves the development and implementation of a system that fairly and equitably compensates employees for their efforts and contributions to the organization. A well-designed compensation management system is essential for attracting and retaining talent, motivating employees, and ensuring organizational success. This paper presents a comprehensive compensation management system that addresses various aspects, including job analysis, pay structure, benefits, and performance management.Job AnalysisJob analysis is the process of determining the duties, responsibilities, and requirements of a particular job. It involves collecting and evaluating information about a job to establish its essential functions, skills, qualifications, and performance expectations. Job analysis serves as the foundation for designing an effective compensation management system, as it provides the necessary data to establish job classifications, pay grades, and salary ranges. The following steps are involved in conducting a job analysis:1. Job Description: The HR department works with managers and supervisors to create detailed job descriptions for each position within the organization. Job descriptions outline the essential functions, duties, responsibilities, and qualifications required for the job.2. Job Evaluation: Job evaluation is the process of comparing jobs within the organization to determine their relative worth. This is typically done using a job evaluation method such as the point-factor method or the ranking method. Job evaluation helps in establishing the internal value of jobs and placing them within the organization's pay structure.3. Market Analysis: In addition to evaluating jobs internally, it is essential to conduct a market analysis to understand the external competitiveness of the organization's pay rates. This involves researching industry benchmarks, salary surveys, and compensation data to ensure that the organization's pay rates are competitive and aligned with the market.Pay StructureThe pay structure is the framework that determines how employees are compensated for their work. It consists of various components, such as base pay, incentives, bonuses, and equity-based compensation. A well-designed pay structure is essential for ensuring internal equity, external competitiveness, and the ability to attract and retain top talent. The following components are essential in determining the pay structure:1. Base Pay: Base pay refers to the fixed salary or hourly rate that employees receive for their work. It is based on the job's value, as determined through job analysis and jobevaluation. Base pay should be competitive, fair, and reflective of the employee's qualifications and performance.2. Incentives and Bonuses: Incentives and bonuses are additional forms of compensation that are tied to individual or organizational performance. These may include performance-based bonuses, sales commissions, profit-sharing, and other incentives that motivate employees to achieve specific goals and objectives.3. Equity-Based Compensation: Equity-based compensation, such as stock options, restricted stock, or employee stock purchase plans, provides employees with ownership stakes in the organization. This aligns their interests with the long-term success of the company and provides a valuable form of compensation for key contributors.4. Benefits: In addition to cash compensation, organizations typically provide various benefits to employees, such as health insurance, retirement plans, paid time off, and other perks. These benefits are an essential part of the overall compensation package and contribute to employee satisfaction and well-being.Performance ManagementPerformance management is closely tied to compensation management, as it involves evaluating and rewarding employees based on their performance. A sound performance management system includes setting clear goals and expectations, providing regular feedback and coaching, conducting performance appraisals, and linking compensation to individual and organizational performance. The following elements are essential in establishing an effective performance management system:1. Goal Setting: Setting clear and measurable goals is the first step in performance management. Employees should have a clear understanding of their job responsibilities, performance expectations, and targets that they are expected to achieve.2. Performance Appraisals: Performance appraisals are formal evaluations of an employee's performance, typically conducted on an annual or biannual basis. These appraisals provide an opportunity to review the employee's accomplishments, strengths, areas for improvement, and set performance targets for the future.3. Feedback and Coaching: Ongoing feedback and coaching are essential for guiding and developing employees. Managers should provide regular feedback to employees, acknowledging their achievements, addressing any performance issues, and offering support and guidance to help them succeed in their roles.4. Merit Increases and Bonuses: Compensation decisions should be tied to individual performance. High-performing employees should be rewarded with merit increases, performance-based bonuses, or other incentives that recognize their contributions to the organization.ConclusionA well-designed compensation management system is essential for attracting, motivating, and retaining employees. It provides a fair and equitable framework for compensating employees based on their job responsibilities, performance, and contributions to the organization. By incorporating job analysis, pay structure, benefits, and performance management, organizations can ensure that their compensation management system supports their strategic goals, fosters employee engagement, and drives organizational success.。
薪酬管理制度英文
薪酬管理制度英文IntroductionA comprehensive salary management system is crucial for any organization to attract, retain, and motivate its employees. A well-designed system reflects an organization's value and competitiveness in the market, while also ensuring fair and equitable compensation for all employees. In this paper, we will discuss the key components of a successful salary management system and the best practices for its implementation.Components of a Salary Management System1. Job Analysis and EvaluationThe first step in developing a salary management system is conducting a thorough job analysis and evaluation. This involves identifying and documenting the responsibilities, requirements, and qualifications for each position within the organization. Through job evaluation, organizations can determine the relative worth of each job and establish the internal equity of their salary structure.2. Compensation PhilosophyA compensation philosophy outlines an organization's approach to pay and benefits. It defines the organization's objectives and principles for determining employee compensation, such as pay for performance, external competitiveness, and internal equity.A well-defined philosophy guides decision-making and ensures consistency in compensation practices.3. Salary SurveysConducting regular salary surveys is essential for staying competitive in the market. By benchmarking their salaries against industry standards, organizations can identify any gaps and adjust their compensation packages accordingly. It is important to consider various factors such as geography, industry, and company size when comparing salaries to ensure accurate benchmarking.4. Job Grading and Salary StructureOnce job evaluations and salary surveys are complete, organizations can establish job grades and a salary structure. Job grading involves grouping similar jobs based on their relative worth, while the salary structure determines the pay ranges for each grade. A well-defined salary structure ensures that employees are compensated fairly based on their job responsibilities and market value.5. Performance ManagementLinking pay to performance is a key component of a salary management system. Performance management processes, such as performance appraisals and goal setting, help identify and reward high-performing employees. Pay for performance motivates employees to excel and aligns their goals with the organization's objectives.6. Benefits and PerksIn addition to base salary, organizations should also consider the value of benefits and perks offered to employees. These may include health insurance, retirement plans, paid time off, and other incentives. Offering a comprehensive benefits package enhances the overall compensation package and contributes to employee satisfaction.Best Practices for Implementing a Salary Management System1. Clear CommunicationTransparency and clear communication are crucial when implementing a salary management system. Employees should understand the organization's compensation philosophy, how their salaries are determined, and the performance expectations required for merit-based increases. Open communication fosters trust and enhances employee engagement.2. Regular Reviews and AdjustmentsA salary management system should be regularly reviewed and adjusted to align with market trends and organizational needs. Conducting annual salary reviews and adjustments ensures that the organization remains competitive and can attract and retain top talent.3. Compliance with RegulationsOrganizations must ensure compliance with labor laws, regulations, and industry standards when designing and implementing their salary management systems. This includes adhering to minimum wage laws, overtime regulations, and anti-discrimination laws to prevent any legal issues.4. Employee InvolvementInvolving employees in the salary management process can provide valuable insight and feedback. Employees should have the opportunity to provide input on their job evaluations, performance appraisals, and compensation expectations. This fosters a sense of ownership and empowerment among employees.5. Training and DevelopmentProviding training and development opportunities for managers and HR professionals is essential to ensure that they can effectively manage the salary management system. Training should include understanding job evaluations, conducting performance appraisals, and ensuring compliance with compensation laws.ConclusionA well-designed salary management system is essential for attracting, retaining, and motivating employees. By incorporating job analysis and evaluation, compensation philosophy, salary surveys, performance management, and a comprehensive benefits package, organizations can create a competitive and equitable compensation structure. Implementing best practices such as clear communication, regular reviews, compliance with regulations, employee involvement, and training and development will ensure the success of the salary management system. Ultimately, a well-crafted system will contribute to employee satisfaction, engagement, and organizational success.。
薪酬管理英文课件 (3)
7-15
Modifications to the Demand Side
• Economic theories must frequently be revised to account for reality
• High wages may increase efficiency and lower labor costs if they:
Exhibit 7.7 - Supply and Demand at the Market and Individual Employer Level
7-14
Labor Supply
• This model assumes:
• Many people are seeking jobs • People possess accurate information about all
7-12
Labor Demand
• Marginal revenue of lenerated when:
• The firm employs one additional person while other production factors are constant
7-4
Compensation Strategy: External Competitiveness
• Pay level
• The average of the array of rates paid by an employer
• Pay forms
• Various types of payments, or pay mix, that make up total compensation
企业薪酬管理 英文原版
• Bargaining points of employees • Individual Customization of Compensation • New Strategies to access talent marketswhere reward packages are defined differently by different groups • Addressing the notion of internal equity associated with
– Compares jobs or skill levels inside a single organization – Pertains to the pay rates both for employees doing equal work and for those doing dissimilar work – Pay relationships within an organization affect employee decisions to: • Stay with the organization • Become more flexible by investing in additional training • Seek greater responsibility
MACRO-ECONOMIC COMPENSATION FACTORS
Legislation relating to compensation & benefits
• • • • • The national minimum wage Hours of work, holidays and paid time off Equal pay for work of equal value Anti-discrimination legislation The nature of the employees benefits package including sick pay entitlement • Share ownership and profit sharing schemes • Pension schemes • Impact of anti-discrimination policies
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。
薪酬管理体系中英文对照外文翻译文献
中英文对照外文翻译(文档含英文原文和中文翻译) Enterprises salary system design andperformance evaluationAbstractAny 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.Key words: 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 information value，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 Americaneconomist 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 employee demand 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 westerndeveloped 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 theproblem 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, additional salary, 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 thesort, 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 EVA on the sales staff, can draw lessons from Tula bank ever take method, the sales staff to set up a commission systembased on EVA. 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 create enterprise interest, become the compulsory subject of enterprise owners and management, and improve the compensation system is retaining talents and attracting talents essential link.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。
薪酬管理制度英语
薪酬管理制度英语IntroductionCompensation management is an essential part of the human resources management system of any organization. It involves the development, implementation, and maintenance of a fair and competitive compensation system for the employees. A well-structured compensation management system can help attract and retain talented employees, motivate them to perform at their best, and ultimately contribute to the success of the organization. This paper will discuss the key components of a compensation management system, the importance of a fair and equitable compensation system, and the best practices for designing and implementing an effective compensation management system.Key Components of Compensation Management1. Job AnalysisJob analysis is the first step in developing a compensation management system. It involves gathering information about each position within the organization, including the duties, responsibilities, required skills and qualifications, and the value of the position to the organization. This information is used to create job descriptions and specifications that will be used to determine the appropriate compensation for each position.2. Salary StructureThe salary structure is the framework that determines the pay ranges for different positions within the organization. It is based on the job analysis and takes into account factors such as the level of responsibility, required skills and qualifications, market rates, and the organization's financial capacity. A well-designed salary structure ensures that the organization pays its employees fairly and competitively, and provides room for growth and advancement.3. Performance ManagementPerformance management is an important component of a compensation management system. It involves setting clear performance expectations, providing regular feedback and coaching, and evaluating employee performance. A performance-based compensation system links pay to individual and team performance, motivating employees to excel and rewarding them for their contributions to the organization's success.4. Benefits and IncentivesIn addition to base pay, many organizations offer benefits and incentives to attract and retain employees. Benefits may include health insurance, retirement plans, paid time off, and other perks. Incentives may include bonuses, profit-sharing, stock options, and other rewards for meeting or exceeding performance goals. A well-designed benefits and incentives package can enhance employee satisfaction and loyalty.Importance of Fair and Equitable CompensationA fair and equitable compensation system is essential for the success of any organization. When employees feel that they are being compensated fairly for their contributions, they are more likely to be motivated, engaged, and committed to their work. On the other hand, a perceived lack of fairness in compensation can lead to low morale, high turnover, and a negative impact on the organization's reputation.A fair and equitable compensation system also helps attract and retain talented employees. In today's competitive job market, top talent is in high demand, and organizations need to offer attractive compensation packages to attract the best candidates. A fair and competitive compensation system can give the organization a competitive edge in recruiting and retaining talented employees.Best Practices for Designing and Implementing a Compensation Management System1. Conduct Market ResearchTo ensure that the organization's compensation system is fair and competitive, it is important to conduct market research to understand the prevailing pay rates for similar positions in the industry and region. This information can be used to benchmark the organization's compensation levels and make adjustments as needed to attract and retain top talent.2. Communicate ClearlyIt is important to communicate the organization's compensation philosophy, structure, and policies clearly and transparently to all employees. This can help build trust and confidence in the compensation system and ensure that employees understand how their pay is determined and what opportunities for advancement and rewards are available to them.3. Link Pay to PerformanceA performance-based compensation system can be an effective way to motivate employees and reward them for their contributions. By linking pay to individual and team performance, employees are incentivized to work hard, achieve their goals, and contribute to the organization's success.4. Regularly Review and AdjustMarket conditions, business priorities, and employee needs can change over time, so it is important to regularly review and adjust the compensation system to ensure that it remains fair, competitive, and aligned with the organization's goals and values.ConclusionA well-designed compensation management system is critical for the success of any organization. It helps attract and retain talented employees, motivate them to perform attheir best, and ultimately contribute to the organization's success. By focusing on key components such as job analysis, salary structure, performance management, benefits and incentives, and ensuring fairness and equity, organizations can create a compensation system that is competitive, motivating, and aligned with their goals and values.。
薪酬管理毕业论文外文翻译资料
薪酬管理毕业论文外文翻译资料篇一：薪酬管理体系中英文对照外文翻译文献中英文对照外文翻译(文档含英文原文和中文翻译)Enterprises salary system design andperformance evaluationAbstractAny 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.Key words: 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 information value，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 Americaneconomist 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, thecontents 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 employee demand 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 westerndeveloped 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 employeesprogress 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篇二：薪酬外文文献毕业论文材料：英文文献及译文课题名称：薪酬体系专业工商管理学生姓名班级 B 工商 072学号指导教师专业系主任完成日期二零一一年三月The Changing Pattern of Pay and BenefitsTudor, Thomas R, Trumble, Robert RJournal of Compensation Benefits/May/2008Today, many companies still base their reward systems on the 1950s compensation model made popular during the brief period when U.S. companies dominated the world. With todays increasingly competitive environment, however, companies must look more closely at thecost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the company. Most importantly, companies must also attract and retain highperformers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new compensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems.Traditional compensation approaches are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global competition becoming an increasingly prominent issue, companies need reward systems that match their movement to decentralized structures. Larger numbers of companies are also becoming very aware that they cannot just pass additional compensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by becoming more flexible instead of remaining fixed. This adjustment involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job.In today s most successful companies, employee rewards and benefits are increasingly incorporated into an organization s strategic planning. Why? The rationale is that employee compensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organization s strategic requirements and should match organizational goals. Compensation strategic planning shouldinvolve:consideration of the internal and external environment; and creation of an organization s compensation statement, compensation goals, and the development of compensation policies.Today, one strategic compensation trend is the use of pay incentives instead of the traditional, annual “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to compensation. We can group the changing pattern of compensation into twogeneral areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these changing trends and determine the plan that is most suitable for their organization.PAY METHOD TRENDSThere are a number of pay methods available for use by employers, including general pay increases, cost-of-living increases, merit pay, bonuses, skill-based pay, competence-based pay, CEO compensation, gainsharing, and various types of incentive pay.General Pay IncreaseA general pay increase is a pay increase given to everyone in a company. It can be a lump-sum payment, but it is more likely to be a percentage increase in base salary. The employer s rationale for the pay increase may have been the result of a market survey, job evaluation, or just a profitable year. The trend, however, is for general increases to decline as pay-for-performance systems become increasingly dominant. In addition, giving everyone the same raise sometimes decreases morale becausehigh-performing employees see poor performers getting the same reward. Cost-of-Living IncreaseCost-of-living increases are general pay increases triggered by a rise in an inflation-sensitive index, such as the consumer price index or the producer price index. As with general pay increases, the use ofcost-of-living pay increases is decreasing among companies. The rationale for this decrease is that with lower inflation (thus little change in prices), incomes are more stable and the need for inflation adjustments is not as great as it was in the past. In addition, collective bargaining agreements are now less likely to include provisions for cost-of-living increases, so nonunion firms are not under as much pressure to provide them in an attempt to match union-negotiated compensation. Their declinecan also be attributed to the fact that employers are moving away from pay systems that are nonperformance related.Merit PayMerit pay is another generic term in which pay incentives are given for overall job performance.2 Some problems frequently encountered with merit pay plans include:? the use of subjective criteria when measuring employee performance; ? a lack of uniform standards for rating individual employees;? differences among managers in how to make individual ratings.Merit pay was the first attempt by firms to create apay-for-performance system. However, due to employer (and employee) dissatisfaction with merit pay plans, the trend is to eliminate them and instead use pay-for-performance plans that are more objective (such as bonus plans), and that use specific performance measuring criteria that aid in the performance appraisal process.3 This trend includes both the private and public sectors, because the merit pay system in the federal sector has also been inadequate.BonusA bonus is a generic term involving a type of pay-for-performance plan. Managers can give a bonus for individual or group performance, and for meeting objectives such as MBO (management by objectives). Researchers and practitioners have given these plans high marks for motivating employees, for creating loyalty, and for meeting performance objectives. In addition, bonuses reduce the turnover of high-performing employees and increase the turnover of low performers, who do not get bonuses. If the bonus system is well-designed, they also create internal equity. As such, bonus systems (pay-for-performance) are the current trend in compensation.Skill-Based PaySkill-based pay emphasizes a company s desire to increase the skills and knowledge of its workforce. It may involve classes, voluntary job rotation, or tests. Itsbenefits are many, including having trained people available to do a job if someone is absent. Skill-based pay also works well with quality circles because:? it provides employees with a better understanding of the jobs their coworkers perform;? it reduces resistance to restructuring or other needed changes; ? it leads to a more flexibleworkforce that can better adapt to new technologies or processes; and it encourages a learning environment.It does, however, require a large investment in training which can be expensive.Competence-Based PayCompetence-based pay (the grid system) is very new and does vary from plan-to-plan. The idea is not only to reward employees for how well they do a job, but for how they do the job. For example, a competence-based pay plan can be used to persuade workers to use the computers that are sitting on their desks, or to adapt to other changes that come along. The rationale behind a competence-based pay plan is to keep employee skills current.CEO CompensationThe compensation of CEOs (and other top executives) has also been changing, and now includes more pay incentives—such as stock options —to better link performance with compensation. Plans linking executive pay with performance may include stock options, cash bonuses, phantom stock, or deferred compensation, all of which are ways of making top management more accountable for company performance. Today, performance considerations are a larger part of executive compensation. TheSecurities and Exchange Commission also requires corporations to explain the rationale behind their executive compensation programs to shareholders.GainsharingGainsharing is a pay-for-performance plan in which “gains” are shared with employees for improvements in profitability orproductivity.Gainsharing plans are designed to create a partnership with employees so that both management and labor are working toward the same goals and that both groups are benefiting from the results. Gainsharing is a growing trend, and it fits well with other trends, such as participatory management, worker empowerment, and teamwork. It is also being used in many service businesses, such as banking and insurance. Gainsharing encourages employee involvement and acceptance of change, and aligns employee goals with company goals.Five Types of Pay IncentivesWhile all pay incentives can be generically coined as “gainsharing,”we will briefly mention five types:1. ESOPs. Employee Stock Ownership Plans allow the sharing of gains throughdividends and any increase in the value of company stock. ESOPs do create ownership in the company for employees that may result in additional motivation, but they do not necessarily have aparticipative-management component.2. Profit-Sharing Plans. Profit-sharing plans allow employees to share in the revenue they helped generate. This sharing can be either deferred or immediate. Some observers argue that associating rewards and performance is difficult if managersonly give rewards annually, and that perhaps employees should not share in the profits because they do not share in the risks. However, companiessuch as Lincoln Electric and Ford feel that profit sharing is a strong inducement to increase performance. The current rate of growth of these plans is significant. For best motivational results, companies should use a system that is based on some criteria that employees understand, instead of just an arbitrary amount. The advantage of profitsharing plans is that employers do not have to pay a large sum of money if the profit target is not met.3. Scanlon Plans. Scanlon plans allow employees to share in any savings in laborcost (using a ratio) that is due to their increased performance. The rationale for ScanIon plans is to help employees identify with and participate in the company. Employees participating in such plans may have access to suggestion programs, brainstorming sessions, or committees to solve production problems. The employer and the employees then share in the savings that result.4. Rucker Plans. Rucker plans allow employees to share in any improvement in theratio of employee costs to the valued added in manufacturing. This is the most complex gainsharing plan, because it deals with four variables: labor costs, sales value of production (changes in equipment, or work methods, for example), purchases of outside services such as subcontracting, or utilities, and purchases of outside materials, involving “inventory, theft, and so on”. Rucker plans are designed to give employees a stake in areas such as reducing labor costs, using raw materials, and outsourcing decisions. As such, everyone shares in the savings.5. Improshare Plans. Improshare plans allow employees to share in productivitygains that occur because of their efforts.[sup5] Following the Improshare approach, managers give bonuses when the actual hours for a specific amount of productivity are less than the standard that they created using a formula. The savings are split between the company and the workers, in a ratio such as 50?50. CHANGES IN BENEFIT PLANSChanges in benefit plans have occurred as a result of efforts to keep up with trends, to contain costs, and to meet government regulations. Employees often view benefits as an entitlement, and their cost—which has steadily increased—now averages 36 percent of total wages. The trend is to get the most out of benefits, while keeping costs down. For example, employers do not want to pay for any overlap of coverage, or to pay too much for coverage. As their costs continue to go up, employers are now starting to question how much employees value their benefits. For example: ? Do they support recruitment, motivate, and retain good employees? ? Do they support the strategic mission of the firm?? Do proposed benefits support the company s retention goals and the demographics of potential recruits?? Do they support the company culture or the culture the company now wants to promote? A movement now exists among employers for measuring benefit results and continuously evaluating benefits. A focus on Total Quality Management makes the internal employee the customer of HR departments who have the product of “benefits.” HR departments want to satisfy the篇三：企业薪酬管理外文翻译文献企业薪酬管理外文翻译文献(文档含英文原文和中文翻译)翻译：宽带薪酬体系——薪酬模式的创新视野摘要：最近，有关“企业人力资源管理中的有效激励”的问题吸引了许多产业界和学术界的学者的关注。
【企业管理工具】《薪酬管理的工具和技术》(英文版)
Employee Relations Mgt. • Benefits administration • Code of conduct & ethics • Employee discipline • Employee communications • Staff social, sports & recreation • Community services & relations
CULTURE/VALUE MANAGEMENT We believe in instilling our corporate core values and promoting a corporate culture that emphasizes results, teamwork, learning, sharing, service quality and work excellence.
Human Resource Admin. • Records & information mgt. • Personnel research • HR policy review • HR process improvements • HR performance stds & audit • Legal compliance • Document control
Strategic HR Planning
Organizational DStaffing
Performance Measurement
Succession Planning
Training & Development
Processes
People
Compensation
英国企业薪酬管理制度范文
英国企业薪酬管理制度范文英国企业薪酬管理制度范文AbstractThe compensation management system is a crucial aspect of any organization, as it plays a significant role in attracting, retaining, and motivating employees. This document outlines a comprehensive compensation management system for UK businesses. It covers various aspects, including salary structure, incentives, benefits, performance-based pay, and reviews. The aim is to establish a fair and transparent compensation system that aligns with organizational goals while ensuring employee satisfaction and engagement.1. IntroductionThe compensation management system is designed to compensate employees fairly and competitively based on their individual contributions to the organization. It encompasses all aspects of compensation, including salary, incentives, benefits, and allowances. An effective compensation management system is essential for attracting and retaining talented employees, promoting performance and productivity, and ensuring employee satisfaction.2. Salary StructureA well-defined salary structure is the foundation of any compensation management system. It provides a framework for determining salary levels based on factors such as jobresponsibilities, qualifications, experience, and market competitiveness. The salary structure should be transparent, fair, and regularly reviewed to ensure its relevancy in the changing market dynamics.a. Job Description and Evaluation: Each job position should have a clearly defined job description, outlining the key responsibilities, qualifications, and skills required. Job evaluation should be conducted to assign a relative value or worth to each job based on factors such as complexity, responsibility, and qualifications.b. Salary Bands or Grades: Jobs can be grouped into salary bands or grades based on their relative worth. Each band or grade should have a corresponding salary range, with minimum and maximum salary limits. The salary bands should reflect the market rates and be periodically reviewed to ensure competitiveness.c. Advancement and Promotion: Clear guidelines should be established for career advancement and promotion within the organization. Promotions should be based on performance, qualifications, and experience, and should be accompanied by an appropriate salary increase.3. Incentive ProgramsIncentive programs are an effective tool for motivating employees and rewarding exceptional performance. They can be linked to individual, team, or organizational goals and objectives. The following types of incentive programs can be implemented:a. Individual Performance Bonuses: These bonuses are awarded based on individual performance metrics, such as meeting or exceeding targets, achieving personal goals, or demonstrating exceptional skills and behaviors.b. Team-Based Incentives: These incentives are designed to reward the collective performance of a team or department. They can include profit-sharing, team bonuses, or recognition programs for achieving team objectives.c. Organizational Performance Incentives: These incentives are tied to the overall performance of the organization, such as achieving revenue targets, market share growth, or customer satisfaction goals. They can include profit-sharing, stock options, or special bonuses for exceptional performance.4. Benefits and PerksIn addition to the salary, organizations should provide a comprehensive benefits package and additional perks to attract and retain employees. The benefits package can include health insurance, retirement plans, paid time off, flexible working hours, and employee assistance programs. Additional perks can include gym memberships, tuition reimbursement, childcare facilities, and employee discounts on company products or services.5. Performance-Based PayPerformance-based pay is a critical component of the compensation management system. It involves linking a portion ofthe employee's salary or bonus to their performance, encouraging continuous improvement and productivity. Performance-based pay can be structured in the following ways:a. Merit-Based Pay Increases: Employees who consistently perform at a high level can be rewarded with an annual salary increase based on their performance appraisal results. The increase can be determined by a predetermined percentage or be discretionary based on the manager's evaluation.b. Performance-Linked Bonuses: Employees who achieve or exceed their performance targets can receive a one-time bonus based on their individual or team performance metrics. The bonus can be a percentage of the employee's salary or a fixed amount.c. Profit-Sharing: Employees can receive a share of the company's profits based on their individual or team performance. This can be distributed annually or quarterly, depending on the organization's financial performance.6. Performance ReviewsRegular performance reviews are crucial for assessing employee performance, providing feedback, and identifying areas for improvement. The performance review process should be fair, objective, and transparent. It should involve a two-way communication between the employee and their manager, where goals and expectations are discussed, feedback is provided, and development plans are formulated.ConclusionA well-designed compensation management system is essential for attracting, retaining, and motivating employees. It should be fair, transparent, and aligned with the organization's goals and objectives. The system should encompass a well-defined salary structure, incentive programs, comprehensive benefits, performance-based pay, and regular performance reviews. By implementing an effective compensation management system, UK businesses can create a positive work environment, promote organizational success, and ensure employee satisfaction and engagement.。
薪酬管理制度英文表达
薪酬管理制度英文表达The main objective of Compensation Management is to ensure that employees are fairly compensated for their work and contributions to the organization. A well-designed compensation system should take into account factors such as the organization's goals, market conditions, the skills and experience of employees, and legal requirements.There are several key components of a comprehensive compensation management system. These include:1. Job analysis and evaluation: This involves the systematic study of a job in order to determine its value to the organization. Job evaluation methods such as point factor analysis or ranking can be used to establish the relative worth of different jobs within the organization.2. Salary surveys and benchmarking: It is important for organizations to conduct regular salary surveys to ensure that their compensation packages are competitive in the market. Benchmarking against other organizations in the same industry or geographical region can help to determine appropriate salary ranges for different positions.3. Pay structure: A clear and transparent pay structure should be developed, outlining the salary ranges for different job levels and positions within the organization. This can help to ensure that employees are paid fairly and equitably based on their roles and responsibilities.4. Incentive programs: In addition to base salaries, organizations may also offer incentives such as bonuses, profit-sharing, or stock options to motivate and reward employees for their performance. Incentive programs should be aligned with organizational goals and objectives to encourage desired behaviors and outcomes.5. Benefits and perks: Along with salary and incentives, organizations may also offer a range of benefits and perks to employees, such as health insurance, retirement plans, paid time off, and professional development opportunities. These benefits can help to enhance employee satisfaction and loyalty.6. Legal compliance: It is essential for organizations to ensure that their compensation practices comply with relevant labor laws and regulations. This includes adhering to minimum wage requirements, overtime pay rules, and anti-discrimination laws.Effective Compensation Management can have a positive impact on employee engagement, retention, and productivity. When employees feel they are fairly compensated for their work, they are more likely to be motivated, committed, and satisfied in their jobs. This, in turn, can lead to higher levels of performance and organizational success.However, designing and implementing a successful compensation management system requires careful planning, analysis, and communication. It is important for organizations toregularly review and update their compensation practices to remain competitive in the market and meet the changing needs of their workforce.In conclusion, Compensation Management is a critical function of Human Resource Management that has a direct impact on the success of an organization. By designing a fair, competitive, and equitable compensation system, organizations can attract, retain, and motivate top talent, leading to improved performance and long-term success.。
薪酬管理的工具和技术英文版
Objectives of Performance-Related Pay (PRP)
Salary Problems
Deteriorating job evaluation schemes
the scheme may not have been controlled properly, so that grade drift occurs through unjustifiable upgradings.
Linking PRP to business strategy
the focus needs to be on strategic business issues which emerge from the business planning process.
Balancing quantitative and qualitative measures
Motivate all employees, not just the high-flyers.
Increase the commitment of employees by encouraging them to identify with its mission and values.
Reinforce existing cultures and values to foster high levels of performance, innovation and teamwork.
薪酬管理英文课件 (2)
13-16
Retirement and Savings Plan Payments
• Employees rank pensions as one of the more important benefits • Generic types of pension plans
• Defined benefit plans • Defined contribution plans
• Employees • Employers • Self-employed people during working years
13-8
Social Security
• Problem
• •
• •
Number of retired workers is rising No corresponding increase in number of contributors to offset costs
• Weekly benefit amount • Controlling unemployment taxes
ห้องสมุดไป่ตู้
13-13
Family and Medical Leave Act (FMLA)
• Coverage • Eligibility
• Employers with 50 or more employees • Must have worked at least 1,250 hours for the employer in the previous year • Specified family or medical reasons
• Reasons for decline of DB plans
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Total Returns for Work
PART I :OVERVIEW
• Main compensation components and structures
• Direct & Indirect • Extrinsic & Intrinsic • Statutory & Non-Statutory
MACRO-ECONOMIC COMPENSATION FACTORS
• Main areas of the Employment Act 1955, amended in 1989, 1995 and 1998
• • • • • • Contracts of Service and employment protection Payment of Wages and minimum wage levels Working hours and holidays Registers of employees Employee and Industrial Relations issues Statutory Benefits relating to Provident and Social security funds and paid leave.
Four Policy Choices (cont.)
3. Level of Employee contributions
– Directly affects employees‟ attitudes and work behaviors
4. Management Policies
– Focus - right people get the right pay for achieving the right objectives in the right way
25% 50%
• End of term examination
Part 1: Learning objectives
• To describe the main types of compensation components and structures currently in use • To address employer objectives in developing a compensation system • To list and explain the factors that influence pay decisions such as equity, transparency,national and international context. • To identify the unique features of compensation structures in the Knowledge based economy.
COMPENSATION & BENEFITS MANAGEMENT MGT 6353
Course Leader Perema Kumari Ponnampalam
Module Sections
PART I :OVERVIEW
PART 2 : MACRO-ECONOMIC COMPENSATION FACTORS PART 3: MICRO-ECONOMIC COMPENSATION CONCEPTS PART 4: MEASURING AND PAYING FOR PERFORMANCE PART 5 : STRATEGY & BENEFITS
What is Compensation?
Compensation refers to all forms of financial returns and tangible services and benefits employees receive as part of an employment relationship
Compensation components & structure
• Factors influencing pay decisions & rules of pay engagement
• • • • Legislation/ government policy Union influence Selection policy requirements Financial position to pay.
• Influences on individual/team pay decisions
• Seniority and job position/status • Cost of living allowances • Performance/Competency / Skill mix
Compensation components & structure
the market value
PART 2 : MACRO-ECONOMIC COMPENSATION FACTORS
• Employment Legislation
• Legislation relating to compensation & benefits - wage and labor hour laws, employee pension & welfare Laws • Other Issues
Four Policy Choices (cont.)
2. External competitiveness
– Focus – pay comparisons with competitors
– Pay is „market driven‟
– Objective:
• To ensure that pay is sufficient to attract and retain employees • To control labor costs to ensure competitive pricing of products/ services
Compensation Objectives
• Guide the design of the pay system • Serve as the standards for judging the success of the pay system
Four Policy Choices
1. Internal alignment
PART I :OVERVIEW
• Module Objectives and Learning Outcomes • Assessment Structure Discussion • Marking Criteria Guidelines
ASSESSMENT
• Assignment 1 • Work based project coursework 25% • Assignment 2 • Case Study
– Compares jobs or skill levels inside a single organization – Pertains to the pay rates both for employees doing equal work and for those doing dissimilar work – Pay relationships within an organization affect employee decisions to: • Stay with the organization • Become more flexible by investing in additional training • Seek greater responsibility
MACRO-ECONOMIC COMPENSATION FACTORS
Legislation relating to compensation & benefits
• • • • • The national minimum wage Hours of work, holidays and paid time off Equal pay for work of equal value Anti-discrimination legislation The nature of the employees benefits package including sick pay entitlement • Share ownership and profit sharing schemes • Pension schemes • Impact of anti-discrimination policies
Compensation structures in the knowledge based economy with individual customization to access talent markets
• Bargaining points of employees • Individual Customization of Compensation • New Strategies to access talent marketswhere reward packages are defined differently by different groups • Addressing the notion of internal equity associated with
Employee Compensation
• Employee Compensation - all forms of rewards to employees in return for the performance of their jobs • Rewards or Compensation Management – design policies & procedures for allocation of rewards that is fair, equitable and consistent with the value systems of the company. ( Perkins & White, 2009)