企业薪酬体系设计外文文献翻译中文字数3000多字
人力资源--薪酬外文文献原文和译文
管理风格和公正的工资制度约翰:拉夫伯勒科技大学生产管理专业教授摘要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。
有时，当管理制度明显非专制化，且更倾向于员工参与时，公司目前使用的对日常管理(人员)的不恰当的支付关系将带给公司极大的危机。
有时我们会采用一些简单的员工和管理人员的关系模式来鉴定四种大概的管理风格。
今天，在英国的工业生产中，这些风格常被使用于日常的职业评估和绩效评价。
对于未来的工资和管理风格关系的走向我得出了一些结论。
论文简介：英国企业内部的工资结果长久以来一直是相关管理人员和大量学生兴趣的所在。
近年来，设置公平合理的内部工资管理制度被赋予了极大的意义。
关于报酬标准，社会意识和管理层面的态度一直在迅速的改变。
关于工资的相对性问题目前已经转换未建立一个公正的工业社会。
个体企业内部管理人员和员工却在质疑传统的工作结构构建和工资制度。
一个不同于以往的向员工和参与运作产业的双方咨询的移动产业正在建立。
这一趋势也带来了分析和判定的工作薪金和福利的公平的差别的新方法。
英国多家公司已经制定了解决他们呢自己动态工作问题分析和奖励的办法。
现在，大部分的公司都在思考如何解决这些雷同却重要的问题。
事实上，关于这个问题，一直存在这大量的混乱甚至是纷争。
在过去的几十年里，公司管理一直致力于新的缴纳行政。
在一定的条件下所有这些技术都是有效可行的。
当然，管理人员应当首先熟悉自己所面临的问题，已找到合适有效地解决自身存在的问题的有效手段。
因为，大量令人无惋惜的解决方案与问题不符合的案例已经存在。
管理人员需要有一个全局性的公司工作管理分析和工资支付的观念。
公司管理风格和工资支付方式不需要在一定条件下高度整合，并且放宽管理制度的约束条件。
许多公司正在面临管理风格的迅速改变以及其他影响因素的巨变。
针对该种情况，公司的工资支付策略也必须随之改变来保持其工资制度的有效性。
理想情况下，内部工资结构应该影响组织结构模式（并且促进工作结构中的责任结构）。
有关薪酬体系的两篇外文原文跟翻译
关于薪水谈判的研究性别是个体因素，其做为谈判倾向的起薪，到目前为止，已经获得极大的关注。
许多实验室研究已证实,女性与男性相比，可能对回报的期望值低（卡拉汉-利维及麦斯，1979年；梅杰与科纳雷，1984年），而实际上产生这样的期望低工资也很有可能为女性（梅杰,旺德斯利斯, &麦克法林，1984年）。
这些结果的研究人员推测：女性与男性比更少为起薪谈判。
性别差异在谈判的可能性最近已经审查的范围内模拟招聘过程（卡曼＆海特尔，1994年）。
男性更有可能报告说，他们将从事哪些研究人员称之为“积极的谈判策略”，获得他们所需的工资水平，如拒绝提供初始工资和使用的谈判战略得到一个可接受的工资。
女性，另一方面，更可能预期使用“的传统战略”，如强调了相关的教育，并强调其动机如何努力工作。
除了采用不同的战术，实验室研究还表明，与男性相比，妇女可能会收到不太有利的谈判结果（金＆辛森，1994年）。
如果女性谈判技巧比较缺乏，通过工资谈判训练来降低男女之间的差异是很可能的。
在抽样的收到以内容为导向的谈判培训的工商管理硕士毕业生（例如学习了各种战术，可以以合理的薪金要求被雇佣），男性通过谈判得到的结果明显比女性更好。
然而，当自我管理培训（涉及制定目标，确定障碍，并制定计划，克服已查明的障碍）在以内容为导向的培训中被介绍，性别差异的对薪酬谈判的影响达到最低（史蒂文斯，诺维茨基，＆吉斯特，1993年）。
自我管理培训，有效地提高了妇女自觉控制局势，从而增加通过谈判提高其工资的可能性。
然而，由于史蒂文斯等人（1993）研究利用一个模拟的谈判任务，在何种程度上会讨价还价的妇女在现实世界的薪金谈判，不能进行评估，并围绕问题的成功妇女的努力，提高初始工资提供仍然没有答案。
虽然这些问题已收到超过较少注意性别方面的工资谈判，一些研究探索的影响结构性因素对谈判的策略和成果的一个实验室内的范围内。
例如，一个与他人有密切关系的电视广告的价格谈判的研究。
薪酬管理外文文献翻译
薪酬管理外文文献翻译The existence of an agency problem in a corporation due to the separation of ownership and control has been widely studied in literatures. This paper examines the effects of management compensation schemes on corporate investment decisions. This paper is significant because it helps to understand the relationship between them. This understandings allow the design of an optimal management compensation scheme to induce the manager to act towards the goals and best interests of the company. Grossman and Hart (1983) investigate the principal agency problem. Since the actions of the agent are unobservable and the first best course of actions can not be achieved, Grossman and Hart show that optimal management compensation scheme should be adopted to induce the manager to choose the second best course of actions. Besides management compensation schemes, other means to alleviate the agency problems are also explored. Fama and Jensen (1983) suggest two ways for reducing the agency problem: competitive market mechanisms and direct contractual provisions. Manne (1965) argues that a market mechanism such as the threat of a takeover provided by the market can be used for corporate control. "Ex-post settling up" by the managerial labour market can also discipline managers and induce them to pursue the interests of shareholders. Fama (1980) shows that if managerial labour markets function properly, and if the deviation of the firm's actual performancefrom stockholders' optimum is settled up in managers' compensation, then the agency cost will be fully borne by the agent (manager).The theoretical arguments of Jensen and Meckling (1976) and Haugen and Senbet (1981), and empirical evidence of Amihud andLev (1981), Walking and Long (1984), Agrawal and Mandelker (1985), andBenston (1985), among others, suggest that managers' holding of common stock and stock options have an important effect on managerial incentives. For example, Benston finds that changes in the value of managers' stock holdings are larger than their annual employment income. Agrawal and Mandelker find that executive security holdings have a role in reducing agency problems. This implies that the share holdings and stock options of the managers are likely to affect the corporate investment decisions. A typical management scheme consists of flat salary, bonus payment and stock options. However, the studies, so far, only provide links between the stock options and corporate investment decisions. There are few evidences that the compensation schemes may have impacts on thecorporate investment decisions. This paper aims to provide a theoretical framework to study the effects of management compensation schemes on the corporate investment decisions. Assuming that the compensation schemes consist of flat salary, bonus payment, and stock options, I first examine the effects of alternative compensation schemes on corporate investment decisions under all-equity financing. Secondly, I examine the issue in a setting where a firm relies on debt financing. Briefly speaking, the findings are consistent with Amihud and Lev's results.Managers who have high shareholdings and rewarded by intensive profit sharing ratio tend to underinvest.However, the underinvestment problem can be mitigated by increasing the financial leverage. The remainder of this paper is organised as follows. Section II presents the model. Section HI discusses the managerial incentives under all-equity financing. Section IV examines the managerial incentives under debt financing. Section V discusses the empirical implications and presents the conclusions of the study.I consider a three-date two-period model. At time t0, a firm is established and goes public. There are now two kinds of owners in the firm, namely, the controlling shareholder and the atomistic shareholders. The proceeds from initial public offering are invested in some risky assets which generate an intermediate earnings, I, at t,. At the beginning, the firm also decides its financial structure. A manager is also hired to operate the firm at this time. The manager is entitled to hold a fraction of the firm's common stocks and stock options, a (where0<a<l), at the beginning of the first period. At time t,, the firm receives intermediate earnings, denoted by I, from the initial asset. At the same time, a new project investment is available to the firm. For simplicity, the model assumes that the firm needs all the intermediate earnings, I, to invest in the new project. If the project is accepted at t,, it produces a stochastic earnings Y in t2, such that Y={I+X, I-X}, with Prob[Y=I+X] = p and Prob[Y=I-X] = 1-p, respectively. The probability, p, is a uniform density function with an interval rangedfrom 0 to 1. Initially, the model also assumes that the net earnings, X, is less than initial investment, I. This assumption is reasonable since most of the investment can not earn a more than 100% rate of return. Later, this assumption is relaxed to investigate the effect of the extraordinarily profitable investment on the results. For simplicity, It is also assumed that there is no time value for the money and no dividend will be paid before t2. If the project is rejected at t,, the intermediate earnings, I, will be kept in the firm and its value at t2 will be equal to I. Effects of Management Compensation Schemes on Corporate Investment Decision Overinvestment versus UnderinvestmentA risk neutral investor should invest in a new project if it generates a positiexpected payoff. If the payoff is normally or symmetrically distributed, tinvestor should invest whenever the probability of making a positive earninggreater than 0.5. The minimum level of probability for making an investment the neutral investor is known as the cut-off probability. The project will generzero expected payoff at a cut-off probability. If the investor invests only in tprojects with the cut-off probability greater than 0.5, then the investor tendsinvest in the less risky projects and this is known as the underinvestment. Ifinvestor invests the projects with a cut-off probability less than 0.5, then tinvestor tends to invest in more risky projects and this is known as thoverinvestment. In the paper, it is assumed that the atomistic shareholders risk neutral, the manager and controlling shareholder are risk averse.It has been argued that risk-reduction activities are considered as managerial perquisites in the context of the agency cost model. Managers tend to engage in these risk-reduction activities to decrease their largely undiversifiable "employment risk" (Amihud and Lev 1981). The finding in this paper is consistent with Amihud and Lev's empirical result. Managers tend to underinvest when they have higher shareholdings and larger profit sharing percentage. This result is independent of the level of debt financing. Although the paper can not predict themanager's action when he has a large profit sharing percentage and the profit cashflow has high variance (X > I), it shows that the manager with high shareholding will underinvest in the project. This is inconsistent with the best interests of the atomistic shareholders. However, the underinvestment problem can be mitigated by increasing the financial leverage.The results and findings in this paper provides several testable hypotheses forfuture research. If the managers underinvest in the projects, the company willunderperform in long run. Thus the earnings can be used as a proxy forunderinvestment, and a negative relationship between earningsandmanagement shareholdings, stock options or profit sharing ratiois expected.As theunderinvestment problem can be alleviated by increasing the financialleverage, a positiverelationship between earnings and financial leverage isexpected.在一个公司由于所有权和控制权的分离的代理问题存在的文献中得到了广泛的研究。
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。
薪酬系统理论[文献翻译]
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外文题目The Ethics of Compensation Systems外文出处Business Ethics.2004(52): P149-151.外文作者Matt Bloom原文：The Ethics of Compensation SystemsMatt BloomABSTRACT. Compensation systems are an integral part of the relationships organizations establish with their employees. For many years, researchers viewed pay systems as an efficient way to bring market-like labour exchanges inside organizations. This view suggested that only economic considerations matter for understanding how compensation systems effect organizations and their employees. Advances in organizational research, particularly those focused on issues of justice and fairness, suggest that the fully understanding the outcomes of compensation systems requires examining their psychological, social ,and moral effects. IntroductionCompensation has always been viewed as a centrally important element in almost any employment relationship (Milk vich and Newman, 2005). Early efforts to study compensation we dominated by economic views of compensation systems. Theper vasive view at that time was that optimal compensation systems met the ‘‘fair day’s wage for a fair day’s work’’ criteria. Employment relationships were viewed, for the most part, like market transactions for labour that had been brought inside the skin of a firm or organization. According to this view, the key for managers and others who design pay systems is to ensure that pay accurately reflected the economic value contributed to the firm by a worker. Here, fairness is expressed only in economic terms. Since that time, management scholars have developed a much richer understanding of what fairness means to employees and how perceptions of fairness affect their attitudes and behaviors (Folger and Cropanzano,1998). We know that the meaning of fairness for employees goes well beyond economic issues; it alsoincorporates issues related to trust, work relationships, and ethics.We now know that compensation systems are much more than simply mechanisms for bringing. market transactions for labour inside an organization. To be sure, compensation systems can help create effective economic exchanges of labour (which is given by workers) for financial remuneration (which is given by the employing organization). But, compensation systems also play important social and symbolic roles in organizations and through these roles pay systems effect a variety of important outcomes such as the nature of work relationships, employee commitment, and performance. Research on high-performing organizations strongly suggests that great organizations are those that create and nurture relational exchanges that are based upon trust, mutuality, care, and respect (Rousseau, 1995).Summarizing this literature, O’Reilly and Pfeffer(2000: 3) summarizes this literature this way: ‘‘great people want to work at great places where they can actually use their talents, where they are treated with dignity, trust, and respect, and where they are engaged .by the values and culture of the organization.’’Given the vital role that compensation systems play in employment relationships, it is also very likely that they play an important role in shaping whether people feel they are treated with dignity, trust, and respect and whether they believe the values and culture of the organization are worthy of their fullest commitment and highest efforts.Research on organizational justice has been particularly important for understanding the non-economic effects of compensation systems (Folger and Cropanzano, 1998; Greenberg and Cropanzano,2001). This research has shown how fairness issues form an important part of the fabric of employment relationships. It also creates a basis for understanding how fairness may also be a critical component of a well-designed compensation system. At one level compensation systems are viewed as fair when they meet the criteria of fair pay for fair work. Here fairness refers to the allocation of pay itself. These distributive justice concerns are known to be important factors when employees evaluate the fairness of their compensation. If someone does twice the work, distributive justice principles would argue that the person deserves more compensation, perhaps even twice the pay. In turn, distributivejustice evaluations influence attitudes like pay satisfaction, job satisfaction, and the employee’s intentions to stay or leave their organization (Greenberg and Cropanzano, 2001; Milkovich and Newman, 2005; Rousseau, 1995)There are other important standards of fairness that influence employees’ attitudes and behaviors (Folger and Cropanzano, 1998). Employees also are concerned about the fairness of the processes used to set and administer compensation. Research indicates that these procedural fairness concerns matter more to employees than distributive justice concerns (Brockneret al., 1997). This research indicates that the way compensation is allocated may be more important to employees than how much compensation they get .Fair procedures are those that are consistent, free from bias, accurate, correctable, participative, and ethical (Greenberg and Cropanzano, 2001). Procedural fairness judgments appear to have a strong impact on whether employees view their managers and their organization as trustworthy, whether they feel that their organization values them as a person, and whether they believe their employment exchange is simply an economic transaction or a trust-based relationship involving mutuality (Folger and Cropanzano,1998; Rousseau, 1995). We know, for example, that people will accept and even be satisfied with decreases in their pay if those decreases were determined in a just manner (Turillo et al., 2002). People use their perceptions of procedural justice to determine whether they have value, standing, and dignity within the organization.Employees want to know that they are valued as people, not just as means to an end (Brockner et al., 1998). Fair compensation practices are likely to signal that the organization cares for its employees and wishes to treat them well (Rhoades and Eisen berger, 2002). Fair compensation systems may also help foster mutual trust between the employee and the organization (Brockner et al., 1997) which is a critical component of high-performance work relationships (Pfeffer, 2000).Another important category of fairness judgments are those called interactional justice which are concerned with interpersonal treatment, especially the treatment people receive by those who set and carry out organizational policies and procedures. Often overlooked in the compensation literature is how compensation decisions areactually delivered to employees.Evaluations of interpersonal fairness have a significant impact on whether employees believe their employment exchange is a simple economic transaction or a relationship built on trust and mutuality (Greenberg and Cropanzano, 2001). This topic has received almost no research attention, yet anecdotal evidence indicates that people are very concerned about the interpersonal treatment that accompanies decisions about their compensation and rewards. Given that existing research indicates that interactional justice concerns,like procedural fairness, matter more to employees than distributive justice concerns, it is likely that whether or not employees find compensation systems fair and satisfying is significantly impacted by their perceptions of interactional justice.Fair compensation systems may also be important signals of the values, morals, and virtues upon which the organization operates (Folger and Cropanzano,1998; Turillo et al., 2002).Values are conceptions about desirable ways of behaving and desirable goals or end states (Verplanken and Holland, 2002).Whether by conscious intent or through the way core values effect decision makers’ choices,the design of compensation systems is likely to reflect the underlying ideology about people and employment that is held by the organizations’ senior decision makers.Fair pay systems are likely to be viewed as a reflection of noble organizational values. Fairness not only ensures things are right, it ensures that the causal explanations behind the way things work are morally acceptable and ethical (Cropanzano et al., 2001a). For example, research on differences in pay levels within organizations indicates that paying top performers more than average performers makes sense unless those differences become too large.When they do, both individual and team performance are likely to suffer (Bloom, 1999). One explanation for this effect is that people find those differences not only unfair, but immoral. Complaints that the salaries of CEOs have become exorbitant, wrong, or unethical have increased recently (Lavelle, 2002). Statements like these suggest that the fairness of compensation systems may have deontological implications.Because compensation systems are such a dominant feature of modern businesses and organizations, a wider audience is expressing concerns about the fairness of pay practices, at least in the U.S. (Lavelle, 2002).People seem to expect organizations to do what is ‘‘right’’ and not just what is practical, feasible, or profitable(Cropanzano et al., 2001a).Meara (2001: 222) writes that, ‘‘understanding the character of an org anization can be enhanced if it is explicit about the mores,moral traditions, and the virtues that characterize it or that it hopes will characterize it.The general public needs to know an organization’s standards and what they can expect from it. Compan ies also need to understand the mores, moral traditions, and virtues of those they employ and those they hope to serve or have as customers. Simply put, our goals determine what virtues we aspire to promote and in turn these virtues determine the organizational climate in which we live and work.’’ At least in the U.S., compensation systems are often viewed as powerful symbols of the mores, moral traditions, and values espoused by an organization because they are one important way that organizations enact those morals and values (Lavelle, 2002). Some organizations are clear about this link. Southwest Airlines, for example, is clear that its use of profit sharing is meant to signal that it values all employees, strong team work, and a spirit of unity and camaraderie (Gittell, 2003). Organizations like the SAS Institute offer a variety of rewards which are purportedly intended to help employees not only balance work and non-work life, but also to communicate to employees that the organization values them as human beings and respects their needs to live a full and meaningful life (Fishman, 1999). But it is rare to see an organization explicitly address how its reward systems is meant to reflect and support the its underlying culture and values. Research is silent on these issues.There are no published studies in the management sciences on how an organization’s core values are reflected in its compensation systems. Likewise, there has been no work on the fidelity of the signal compensation systems send about an org anization’s ethics, morals, and core values. Researchers have yet to study the degree to which employees and outsiders notice and rely on those signals and how effective any such signal is for communicating core values. Given the powerful influence that organizational culture has on individual attitudes and behaviors, this is a gap that researchers need to fill.ConclusionMeara (2001: 223) urges us to not, ‘‘forget … either in research or practice that the view of the least powerful may in the end be the most important view in building just organizations and in doing research about how to build them. Those who do not have the power to distribute the burdens and benefits, and have probably had to bear more of the former and have enjoyed less of the latter, should never be far from our theorizing, empirical inquiry, or practice. They look to the organization to be virtuous and to honor their individual contributions and uniqueness, not just to compare them to others or evaluate their worth.’’ Compensation systems are almost always set and administered by the most powerful members of an organization – its senior decision makers – and imposed upon the least powerful which also constitute the bulk of the human resources an organization relies on for its survival and success. Meara reminds us that people expect more from their organizations than economic rationality or meeting minimal standards for appropriate conduct. People aspire to be a part of organizations that they see as just, moral, even virtuous (Folger and Cropanzano, 1998; Greenberg and Cropanzano, 2001). Compensation systems can be both powerful determinants and important reflections of organizational values and ethics. Research strongly indicates that people inside and outside of organizations are concerned about matters of fairness in compensation systems even when they have no direct implications for their own pay and rewards (Turillo et al., 2002). The time seems ripe for compensation researchers to begin addressing these important issues.Source：Business Ethics.2004(52): P149-151.译文：薪酬系统理论薪酬是与员工建立关系的组织的一个组成部分。
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。
论文文献翻译-薪酬相关外文翻译--改善薪酬提高绩效-中英文对照文献翻译
中文4480字薪酬相关外文翻译--改善薪酬提高绩效一、外文原文原文：To Improve Performance, Revise Your PayCloutier，GeorgeCompensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration.Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of the elements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four fol.lowing factors.1.External environment factorsImpacting compensation management to the external environment factors including: Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments foremployees of these social changes.Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact,therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.anization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.3.Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on.4.Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, perso nality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.Compensation is a complex economic and social phenomenon from differentangles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation.Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.External compensation means enterprises according to the staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms:Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basic compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff.Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content.Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, the provision of free or low-priced canteens bathhouse, clubs, and so on.Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and jobcharacteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies.According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work pay and outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.Pay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation.From the point of view of productivity, it is production or other economic activities of human labor input the monetaryfunds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and thatcontinued toimprove pay levels of this contradiction and make an adjustment.The function of compensation may from the enterprises, workers and social aspects to inspect:From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials andstructure can effectively mediate the conflict between the employees, and harmony the human relationships.From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff.From the point of view of the social, compensation has the relocate function of laborforce resources for the social. Most people will be willing to the higher compensation regions,departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage theemployees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of aparticular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,itwill also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory,Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point ofmotivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectivelyinspire subordinates, it is necessary to understand their subordinates what is need to meet.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system,the compensation system of enterprises has failed to play the role of in centive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study oncompensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, theexisting compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worthfrom the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the enterprises, demanding change, hope that the pay compensation opened for pay truly reflect the quality of workers and the contribution reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap.Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.资料来源：Business Week Online.2009(05):P12.二、翻译文章译文：改善薪酬,提高绩效Cloutier，George薪酬是员工因向其所在组织提供劳动或劳务而获得的各种形式的酬劳或答谢，是组织支付给其员工的所有劳动报酬。
外文翻译--民营企业的工资规划
外文文献翻译译文一、外文原文原文：The Salary Planning of the Private EnterprisesLuo Bo, U.K D&G资料来源：International Holding Limited Abstract: With the arrival of the era of knowledge-driven economy, private enterprises are required to accommodate themselves subject to the change of economic environment and to be highly innovative and adaptable. As a result, establishing a complete, competitive and motivating salary system is an important issue for private enterprises to face in order to maintain continuous development. There are a lot of problems of salary system in Chinese enterprises, and a lot of private enterprises do not have complete and scientific private salary systems and the regarding motivating systems. This article analyzed the current situation of planning salary of private enterprises in our country, announced the universal question that exists in private enterprises and the produced reasons, and gave some effective tactic on how to optimize the salary planning of private enterprises.Key words: Private enterprises, Salary, Salary planning1. INSTRUCTIONAs an important component of the socialist market economy of our country, private economy demonstrates the irreplaceable function in the course of our country's economic development, being a fresh combatant of socialist market economic development of our country. With the further promotion of the economic system reform of our country, the market competition is also becoming fiercer day by day. Whether the private enterprises could stand firmly in fierce competition, it is up to retaining staff, and retaining staff depends on what a kind of salary management system enterprises can set up. As the manpower cost that enterprises must pay, the salary is also the important means to attract and keep outstanding talents. The management of the salary is a very important problem for an enterprise , and is the most difficult job and has the most contradictions in enterprise's manpower resources management, as well. This text discusses on the basis of this kind of consideration. 2. CHARACTERISTIC AND ADVANTAGE OF SALARY PLANNING OF PRIVATEENTERPRISES2.1 The summary of salary planningThe salary is the corresponding repayments paid or thanking which are given by enterprises for the contribution, including efforts , time, knowledge, technical ability, experience and creation,that the staff do,According to the different mechanismhappening,the salary can be divided into inherent salary and external salary. Inherent salary evolves from staff work itself, which means that the staff regards job as a kind of enjoying or living needs. The external salary evolves from the expenditure of enterprises, such as the staff's currency , material object ,etc.External salary is generally composed of currency salary, welfare and not financial affairs salary .salary planning is the decision of the system of the salary which is made by enterprise's administrator. It is the process of earning the competition advantage for enterprise, confirming the system direction of the salary, solving the course of the problem of the salary, under the basis of enterprise's strategic development goal and actual needs. With the arrival of times of the global economic integration, the range of enterprise's competition is expanded rapidly, and the competition is aggravated to an unprecedented degree..2. 2 Characteristic and advantage of salary planning of private enterprisesCompared with other enterprises of our country ,especially the state-owned enterprise, the characteristics of the salary planning of private enterprises of our country have the following three aspects mainly.2.2.1 Independence of salary planning of private enterprisesPrivate enterprises of our country reflect really " independent operatement , self- responsibility for itsprofits or losse , manage itself ". The country does not interfere in the production and operating activities inside enterprises. Under the regulation and control of the national macro-scope policy ,enterprises determine various kinds of operational and managerial activities independently ,such as what it will produce, how much it will pproduce ,recruitment , discharging management and management and so on, which is not as the state-owned enterprises that have so many restriction, like it should be in the charge of the responsible institution,; it will also often take care of the business activities inside enterprises by relevant , irrelevant personnel. All these make salary planning of private enterprises demonstrates obvious independence.2.2.2 Flexibility of salary planning of private enterpriseIin terms of designation , private enterprises can adjust the most suitable salary strategic to the development of enterprise , according to the needs of oneself constantly . The flexibility of salary planning of private enterprise has close ties with its independence; without independence, it will be very difficult to accomplish the flexibility, and the flexibility is the concrete behavior of independence, otherwise it will be " slave girl whoadminister the key but not the manager ".2.2.3 Profitability of salary planning of private enterprisesThe purpose of salary planning of private enterprise is very clear, that is, bring larger profit through the salary lever. No matter how much the salary that the private enterprise gives to the staff ,all is to earn more profits and maintain the long-term existence and development of enterprises. However, the state-owned enterprise is not totally for making profits; it is bearing other social duties that the country gives , such as solving employment , safeguarding social stability , improving national defense and whole national force ,etc..These main characteristics of three aspects have offered the good platform for private corporatation planning scientific, rational salary system.3. THE CURRENT SITUATION AND EXISTING PROBLEM OF SALARYMANAGEMENT OF PRIVATE ENTERPRISESAs an important strength of our national economy, private enterprises have already made enormous achievement, but ,it is undeniable that private enterprises are non-standard and not scientific in manpower resources management ,especially planning of the salary system.3.1 Salary determined mechanism isnonstandardBecause of influence of management of its own family,a lot of private enterprises do not have perfect and scientific salary standard and salary system, , and it is random to confirm its salary ,which shows concretely in the following facets: (1) the boss decides the mode of the salary confirmation. The function of this kind of mode is remarkable on initial stage of private enterprises , because it can reduce the salary design cost and make the boss know capital turnover flow situation of enterprise very well , but the salary confirm mode demonstrates its enormous drawback on enterprise’s great-leap-forward development stage , especially on the second phase of development stage. Firstly, the boss deciding mode is limited by restraining in boss' personal salary view and experience, so it is not scientific. Secondly , the mode may cause and strengthen the contradiction between enterprise’s leader and staff .(2)Salary’s fuzziness. A lot of private enterprise staff feel confused about how to determine their salary and what is the standard ;what kind of behavior salary stems from,;which approach can help get higher salary , etc. This kind of salary’s fuzziness may cause the staff various conjecture even discontented easily3.2 See the salary as the pure costs of enterprisesOn present stage, most of private enterprises always think in this way: The profit is the gross income minus total cost , and the gross income is directly correlated with scale of enterprises;the larger the scale is, the more thegross incomes are, and they think wrongly that the scale is decided by machine , equipment , factory building ,etc, and the total cost includes the cost of labor and the cost of non- labor. The cost of non-labor is usually directly correlated with scale, that is to say , when the scale does not change much , neither does the cost of labor; for instance ,there is no need to buy the new equipment , newly-built factory building . However, the cost of labor is different ,it can be controlled independently by private enterprises ,and it can increase and decrease artificially. So many private enterprises have high enthusiasm on the investment of factory building and equipment, but are unwilling to improve salary levels of staff, even defer or decrease staff's salary at will. They hardly realize , one of the basic ideas of the modern salary management is that benign cycle between the increase of salary levels of staff and the improvement of staff's quality is important sign of enterprise's flourish.3.3 The dearth of fair degree of evaluation of staff's salaryPrivate enterprises may have noticed the fair problem in the management of the salary, as horizontal fair of same grade staff and vertical fair of different grade staff , etc.. But they have often only paid attention to the justice of the result of the salary design on, ignored the fairness of the procedure of salary evaluation. In their view, so long as he staff’s salary is equal to their relative working value, or equal to thecontribution to the enterprise, it is not important whether is fair or not on design and operation of salary’s frame. Therefore, at growth sta ge of enterprises, quite a few of private enterprises chose to operate the salary frame inwardly. The method make the uncertainty of staff about relative fairness of their income , which lead to the system of the salary unable to get up already existing motivation effect.3.4 The lack of the salary encouraged policyInside the exchanges relation of low-grade private enterprises, individuals of staff are totally passive and mechanical, and the work also lacks the enthusiasm and creativity. But with the improvement of staff's quality, the staff individuals ,as the independent interests subject, its characteristics appear as well , and staff's personal enthusiasm , exertion of creation need enterprises offer omni-directional encouragement, but many private ente rprises’ salary policy lack encouragement. First, the salary is not complete; there aren't even basic retirement and medical insurance. Second, salary of administrative staff hasn’t considered their range and radius of management. Third , the encouragement to the key staff and staff with outstanding contributions to the company is insufficient.4. THE OPTIMIZATION TACTICS OF SALARY PLANNING OF PRIVATEENTERPRISESThe salary management is the important content of enterprise's manpower resources management, and the salary management’s foundation is the salary planning. If private enterprises of China want to attract and keep high-quality talents and establish in an unassailable position in the talent competition of the world, they must do the salary planning of enterprises well , in order to go out of the mistaken idea of salary planning of private enterprises.4.1 Changes the idea of the salary, bring up strategically leading the salary view which pays attention to manpower growthThe transition of the idea is the prerequisite for enterprise improvement; the private enterprises should fully realize the function of the manpower capital consider the appreciation effect of the manpower capital emphasize the gain sharing between both sides of the labour and capital, use a part of enterprise's profit for the staff's reward, set up to the staff’s reward plan in year, let the staff share the achievement of enterprise’s development. They can set up stock right , fictitious stock , performance unit , share and reward etc. and encouraging plan to senior administrator , key technical backbone; let they participate in company's management , administration and profit distribution and make their interests linked to interests of enterprises closely. This is the concentrated reflection that the private enterprises use the tie of salary management to operate " manpower capital stock right " in enterprise's manpower capital. Strategically leading the salary view emphasize the salary design should take the development strategies of enterprises as the direction in strategy of the salary, the system of the salary and management strategy , staff's structure , corporate culture and development of enterprises make a reservation to match , emphasize supporting platform function and Strategically leading function of salary system. Salary is no longer regarded as the unavoidable costs, but a kind of tool and important lever to accomplish the goal of organization. The private enterprises are on thethreshold of re-building, so its salary system should put forth effort to reflect the strategic intention of enterprises, pay attention to mold a kind of corporate culture which is concerning manpower growth of capital, form the key competitiveness which is favorable to enterprise's development.4.2 Pays attention to the fairness of the contact between work and salaryThe fairness of the contact between work and salary includes the course’s fairness and result’s fairness. it The so-called course’s fairness ,salary determination-mechanism , avoided the fuzziness of salary confirmation .The result’s fairness embodies the course’s fairness ; when private enterprises design the salary, they should forecast the fairness of salary’s system, to make the course’s fairness structure the result’s fairness, and make the result’s fairness reflect the course’s fairness .Therefore, they should allow and encourage the staff to participate in the design and management of the system of the salary . The foreign company’s practice result in this respect shows : comparied with the salary system without the staff’s participation, the design and management of the system of the salary which let the staff participate in always make more satisfaction and can be effective for a long time. It is no doubt that the more the staff’s participation in the design and management of the salary system ,the better the salary system which is suitable for the staff's needs and corresponding to reality. During the process of participating in system design, communicating to the policy of the salary with purpose , promoting the mutual trust between administrator and the staff ,which can make the wages system with defect more effective.4.3 Salary incentive systems should show the cultural idea —" people first "Setting up the salary incentive system of people first requires enterprises to hold the inherent demand of different staff, improve staff's interests positively, and excite the high-level demand of the staff constantly in creation. On one hand enterprises should offer the rational and quantitive currency value to staff; on the other hand they should provide the work with challenge ,the fulfillment in work and the appropriate social status , attractive corporate culture, good working environment, the elastic working time and the commendation and gratitude to personnel. Enterprises should explore the suitable and pluralistic salary system for enterprise and set up flexible incentive system and elastic self-service welfare plan; in bonus granting respect , make enterprises be enable to adjust the number of the bonus in time according to the change of the staff’s performance, let the staff have the fulfillment and crisis awareness at any time, make the bonus really play a role in encouraging excellent staff; in welfare insurance aspect, get achievement in touch with the welfare, stop the drawback of average welfare through system, meanwhile enterprises can offer the self-service welfare insurance forms, which enable staff to choose the necessary welfare insurance plan freely and make the employee welfare utility maximized. In this way ,both of the staff's satisfaction and loyalty to enterprises will be promoted. 5. CONCLUSIONSIn a word, due to the restriction of multiple factors ,such as traditional salary concept ,unperfected theory ,the inadequate technology progress , there are a lot of defects in the planning of the system of the salary in the private enterprises. However,the characteristic and advantages of the private enterprises of our country have offered the good platform to make and implement the normal and scientific salary system. It is the inevitable choice to accelerate the improvement of the system of the salary planning for the development of private enterprises of our country will promote the sustainable development of whole national economy of our country as well. Therefore, the salary of private enterprises of our country in new period will be planned in order to change the traditional idea ,to bring up the stigma strategically salary view which pays attention to manpower growth of capital ,concern on the fairness of the course of the salary planning system and increase the transparency of salary planning, and will pour the cultural idea —people first into in the incentive system of the salary, launch for the core with how to optimum the salary system. It is a significant responsibility for us to perfect the salary planning of the private enterprises constantly in our country, so relevant administrators and entrepreneurs should all cooperate actively and offer the new opportunity to accelerate the development of the private enterprises.二、翻译文章译文：民营企业的工资规划罗博、U·凯西资料来源：国际控股有限公司摘要：随着知识经济时代的到来，民营企业被要求使自己适应经济环境的变化并且成为高创新和高适应力的企业。
以奋斗者为本的薪酬体系
以奋斗者为本的薪酬体系【中英文实用版】英文文档："Fighting Spirit-oriented Compensation System"The fighting spirit-oriented compensation system is a human resource management approach that emphasizes rewarding employees based on their contribution, dedication, and fighting spirit rather than just their seniority or qualifications.This system is designed to motivate employees to actively participate in the company"s development, improve their work efficiency, and create value for the organization.The core idea of the fighting spirit-oriented compensation system is to align employees" interests with the company"s goals.By linking compensation to performance, employees are incentivized to work harder and more efficiently to achieve better results.This system encourages a culture of competition and continuous improvement within the organization, leading to increased productivity and overall success.To implement a fighting spirit-oriented compensation system, companies need to establish clear and objective evaluation criteria that reflect the value of each employee"s contribution.This may include factors such as sales revenue, customer satisfaction, project completion rate, or innovation.By rewarding employees based on these criteria, companies can ensure that their compensation packages truly reflect theiremployees" efforts and achievements.In addition, the fighting spirit-oriented compensation system should also include mechanisms for career development and training to help employees improve their skills and abilities.By investing in their employees" growth, companies can create a more skilled and motivated workforce, which in turn leads to better business performance.In conclusion, a fighting spirit-oriented compensation system is an effective way to motivate employees and drive organizational success.By aligning compensation with performance and providing opportunities for growth, companies can foster a culture of dedication and continuous improvement, leading to improved business outcomes.中文文档：“以奋斗者为本的薪酬体系”以奋斗者为本的薪酬体系是一种人力资源管理方法，它强调根据员工的贡献、奉献和奋斗精神来给予回报，而不是仅仅基于工龄或资格。
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。
企业薪酬设计外文翻译文献
企业薪酬设计外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：创新型企业的宽带薪酬设计一、创新型企业的宽带薪酬设计宽带薪酬Compensation），是指企业将原来相对比较多的薪酬等级合并压缩为几个级别，同时拉大每个薪酬级别内部薪酬浮动的范围，取消原来狭窄的工资级别带来的工作间明显的等级差别，从而形成一种新的薪酬管理系统及操作流程。
宽带中的“带”意指工资级别，宽带则指工资浮动范围比较大；与之对应的则是窄带薪酬管理模式，即工资浮动范围小、级别较多。
这体现了由以岗位为核心的薪酬体系向以胜任力为核心的绩效薪酬体系的转化。
员工的个人薪酬水平建立在相应的胜任素质评价的基础上，并直接表现为在薪酬带内或带间的不同移动状态。
任何“微”升的薪酬增长允许在薪酬带范围内移动。
而大的晋升或工作范围的变化，如成为经理或技术专家，可通过将个人薪酬移入一个更高层级的薪酬带来体现。
这反映了以胜任力为基础的薪酬设计思维，鼓励员工的横向职业发展，重视技能的增长和能力的提高，改变过去注重纵向职业发展的思维。
宽带薪酬的产生有其必然性。
企业要想在竞争日趋激烈的今天生存和发展，吸引人才、发展人才、留住人才是企业众多战略中的重中之重。
根据我国各类员工的市场调查的研究，影响各种类型员工满意度的前四位重要因素中都有“金钱激励”这一项，甚至对于很多类型的员工，“金钱激励”因素排在首位，所以合理公平的货币薪酬设计对我国企业员工非常重要。
而传统薪酬的方式越来越不能适应许多行业中激烈的人才竞争，特别是对于创新型企业，因此宽带薪酬被提出并且付诸实践。
依据创新型企业的组织特征以及研发人员作为创新人才的个性特征和研发人员的工作特征，传统薪酬日益显示出其不适用性，而宽带薪酬则显示出适用性。
但是，创新型企业实施宽带薪酬需要具备以下一些条件。
1、支持扁平型组织结构。
20世纪90年代以后，企业界兴起了一场组织扁平化的运动，而宽带薪酬的出现可以说正是为了配合这场组织扁平化的运动。
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。
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。
(外文翻译)薪酬体系
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 R Journal 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 the cost-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 high performers, 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 should involve: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 two general 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 because high-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 of cost-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 decline can 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 encounter ed 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 a pay-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. Its benefits 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. Therationale 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. The Securities 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 or productivity.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 gainsthrough dividends and any increase in the value of company stock. ESOPs do create ownership in the company for employees that may result inadditional motivation, but they do not necessarily have a participative-management component.2.Profit-Sharing Plans. Profit-sharing plans allow employees to sharein the revenue they helped generate. This sharing can be either deferred or immediate. Some observers argue that associating rewards and performance is difficult if managers only give rewards annually, and that perhaps employees should not share in the profits because they do not share in the risks. However, companies such 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 savingsin labor cost (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 improvementin the ratio 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 reducinglabor costs, using raw materials, and outsourcing decisions. As such, everyone shares in the savings.5.Improshare Plans. Improshare plans allow employees to share inproductivity gains 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 depar tments who have the product of “benefits.”HR departments want to satisfy the customer, but are also benchmarking and quantifying each benefit. The strategic trend is to design benefits to make it easier to realize the corporate mission and to enhance the value of the benefits offered. Anothermajor trend is offering flexible benefits where employees make benefit decisions to fit their lifestyles.401(k) PlansToday, 401 (k) plans are popular retirement vehicles because contributions are made on before-tax basis and investment earnings are tax deferred. They also address the trend of more mobile employees, who do not stay with a company for their entire working lives. With 401 (k) plans, employee accounts can be transferred to another company's plan or to an Individual Retirement Account. A company can also establish 401(k) plans without providing for employer matching contributions, so the only employer cost is for plan administration.Managed Care PlansManaged care plans, such as Preferred Provider Organizations (PPOs) and Health Maintenance Organizations (HMOs), are a growing benefit trend away from traditional medical insurance. These plans often include preventive maintenance features that attempt to treat illnesses earlier to avoid higher costs. Although they have disadvantages, they are designed to save benefit expenses. And, due to the of rising cost of health care, companies can no longer afford to write a blank check to cover their employees' health care costs. So, they are requiring employees to pick up a portion of these costs by shifting more of the premium burden to employees, and⁄or increasing deductibles.Prepaid Legal ServicesPrepaid legal services are new plans in which legal expenses are paid before the services are used. The growing number of lawsuits in this country has sparked demand for this type of benefit. A company may offer this benefit if it wants to protect its employees from the threat of litigation, so that their minds are on their work. Or, it may offer this benefit to keep up with its competitors who are offering such plans. At this point, it is too early to tell how popular prepaid legal servicesplans will be in the future, though it is possible that they will be offered as a flexible benefit option.Dependent-Care AssistanceDependent-care assistance is also a new benefit whose popularity is growing. Companies are beginning to recognize that in todays economy, both parents often work and that many workers are raising children in single-parent households. This benefit can help attract employees and reduce turnover because parents do not like to make changes if their child-care provider satisfies them. In addition to caring for children, many employees are responsible for the care of elderly parents or other relatives. Eldercare is a benefit that addresses this need, and allows employees to stay focused on work instead of worrying about their parents. Dependent care assistance is likely to be increasingly offered as an option in flexible benefit plans.Wellness ProgramsWellness programs are designed to reduce sick-leave and medical expenses. These programs may include exercise, nutrition, stress reduction classes, as well as smoking and substance abuse help. Why the popularity of wellness and counseling programs? Studies show that lifestyle and diet impact illness, and that counseling programs can help curtail other higher cost benefit usage.In linking benefits to a corporate strategy plan, employers want to: ∙help employees to lower their health costs;∙reduce turnover of good employees; and∙increase productivity.A company's HR department can perform audits to make sure that a wellness program is a valued added benefit.Flexible Benefit PlansFlexible benefit plans are increasing in number because the needs of workers are more diverse today. The rationale behind these plans is toincrease employee satisfaction, reduce turnover, and decrease expenses to employers. Flexible benefit plans can also help employees realize the value of their benefits. The cost to administer these plans may be higher than with standard benefit provision, but flexible benefit plans can save money by not providing a specific benefit to an employee who does not want it. Flexible benefit plans support workplace diversity and changing employee demographics by allowing employers to offer a variety of benefits to their workers.Frequently included in flexible benefit plans are salary reduction features that enable employees to divert pretax dollars into nontaxable benefit choices. If an employer needs to reduce costs because of low profits one year, it can lessen its contribution to benefits, but still allow employees to direct where they want their benefit dollars to go, instead of making across-the-board cuts in coverage.Flexible benefit plans also put a price on benefits, which helps makes employees aware of their actual cost—a fact often taken for granted. Flexible benefit plans help to equalize benefits provision because one employee may want a child-care benefit, but an older employee may want more life insurance coverage. These plans tend to have a positive impact on employees and are more cost-effective to employers.Flexible benefit plans also:∙reduce the entitlement mentality that has become associated •with the provision of many benefits;∙better associate benefits with direct compensation; and∙fit well with the trend of more employee involvement in company decision-making.Outplacement Benefit PlansOutplacement benefits plans provide support for terminated employees, and in turn show the remaining employees that the company is trying to be fair. Such plans may include office space, resume writing assistance,and employment counseling, among other benefits. These plans are designed to reduce termination litigation and to help maintain the morale of remaining employees.外文翻译：工资和福利的变化模式都铎，托马斯R，特朗布尔，罗伯特《薪酬与福利杂志》现在,很多公司还在以1950年代的补偿模型作为他们报酬系统的基础,这一模型曾经流行于美国公司称雄世界的短暂时期.然而现在随着行业环境竞争的愈加激烈，公司必须更加关注报酬的成本效益分析，而不是仅仅试图使用它来减小雇员的不满。
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。
30000字 XX公司薪酬体系优化设计
硕士学位论文XX公司薪酬体系优化设计XX company compensation system optimization design作者（小二号黑体）指导教师（小二号黑体）XX公司薪酬体系优化设计摘要薪酬管理作为企业人力资源管理的重要内容，是对企业员工行为影响最大的因素之一。
随着企业管理理论与实践的深入发展，如何根据公司的发展战略目标，合理配套相应的人力资源体系和薪酬设计，从而达到有效激励员工行为的目的，是企业管理者重点思考的问题。
本研究以薪酬管理相关理论为基础，结合XX公司的薪酬管理现状，在深入分析和诊断的基础上，设计了一套符合XX公司的薪酬体系。
并通过实施政策建议和实施效果评估，为其他企业进行薪酬体系的设计与实施提供案例借鉴。
本文采用理论研究与案例研究相结合、文献归纳法、定性研究和定量研究相结合的方法，对薪酬管理的相关理论及研究现状进行概述，以现代化的企业薪酬制度设计理论为指导，分析XX公司的薪酬体系现状，提出其存在的问题。
在对XX公司薪酬制度再设计时充分考虑这些因素，使其更加合理，并研究其薪酬制度的执行与评价，为有效地留住优秀人才、激励员工提高工作绩效及适应新时期经营战略需要提出建议。
【关键词】薪酬体系；人力资源；激励机制；优化设计XX公司薪酬体系优化设计AbstractAs an important part of human resource management, compensation management is one of the most influential factors to the behavior of employees. With the further development of the theory and practice of enterprise management, according to the company's strategic goals, reasonable matching the corresponding human resources system and compensation design, so as to achieve the purpose of effective incentive employee behavior, is the key problem for enterprise managers. In this study, based on the theory of compensation management, combined with the status of XX company's compensation management, in-depth analysis and diagnosis on the basis of the design of a set of XX company's compensation system. And through the implementation of policy recommendations and implementation effect evaluation, for other enterprises to pay system design and implementation of the case for reference.This paper uses the method of combination of theoretical research and case research, literature review, qualitative research and quantitative research, it analyzes the current situation of salary management theory and Research on the theory, design of modern enterprise salary system for guidance, analysis of salary system of XX company's present situation, the problems are put forward. These factors are fully considered in the design of compensation system of XX company, make it more reasonable, implementation and evaluation and study the salary system, in order to effectively retain talent, motivate employees to improve work performance and the proposed new strategy needs to adapt to.【Keywords】Compensation system; human resource; incentive mechanismXX公司薪酬体系优化设计目录摘要 (I)Abstract ........................................................................................................................ I I 目录 (III)第一章绪论 (1)1.1 研究背景与意义 (1)1.1 研究背景 (1)1.2 研究意义 (2)1.2 国内外研究现状 (3)1.2.1 国外研究现状 (3)1.2.2 国内研究现状 (5)1.3 研究方法 (7)1.4 研究内容 (8)第二章相关概念与理论 (8)2.1 相关概念的界定 (8)2.1.1 薪酬 (8)2.1.2 薪酬管理 (9)2.2 薪酬体系相关的理论 (10)2.2.1 需求层次理论 (10)2.2.2 双因素理论 (12)2.2.3 期望理论 (12)2.4 薪酬制度设计概述 (13)第三章XX公司薪酬体系现状分析 (16)3.1 XX公司人力资源现状 (16)3.1.1 XX公司简介 (16)3.1.2 XX公司人力资源现状 (16)3.2 XX公司薪酬体系现状调查 (21)3.2.1 薪酬体系的总体满意度情况 (22)3.2.2 薪酬体系的内部激励性和外部竞争性情况 (23)3.2.3 薪酬结构情况 (24)3.2.4 薪酬沟通情况 (24)3.2.5 薪酬动态管理和调整情况 (25)3.3 XX公司薪酬制度存在的问题 (26)3.3.1 薪酬结构不合理 (26)3.3.2 企业各类岗位设置不科学 (26)XX公司薪酬体系优化设计3.3.3 薪酬沟通渠道不畅 (30)3.3.4 薪酬体系缺乏动态调整机制 (30)第四章XX公司薪酬制度再设计 (32)4.1 薪酬制度设计的原则和目标 (32)4.2 薪酬制度设计思路 (33)4.3岗位设置 (34)4.4 工作分析与评价 (34)4.5 绩效考核体系设计 (35)4.6 薪酬结构设计 (37)4.7 薪酬设计结果 (40)4.7 薪酬制度的评价 (41)第五章XX公司薪酬体系实施的保障措施 (43)5.1 完善薪酬管理体系，消除系统偏差 (43)5.2 健全绩效管理体系，完善激励制度 (44)5.3 建立科学的考核制度，加强制度保障 (44)5.4 加大培训资金投入，加强人力资源保障 (47)第六章总结与展望 (50)6.1 总结 (50)6.2 展望 (51)参考文献 (52)致谢 (56)附录 (57)XX公司薪酬体系优化设计第一章绪论1.1 研究背景与意义1.1 研究背景20世纪中叶人类社会进入知识经济时代，带来的最为显著的特征之一就是简单的人类劳动逐步被机器取代。
员工薪酬体系外文翻译文献
薪酬管理外文文献翻译1 薪酬管理的涵义与内容1.1薪酬管理的涵义企业的薪酬管理，就是企业管理者对本企业员工报酬的支付标准、发放水平、要素结构进行确定、分配和调整的过程。
传统薪酬管理仅具有物质报酬分配的性质，而对被管理者的行为特征考虑较少，其着眼点是物质报酬。
现代企业薪酬管理理念发生了完全不同的变化，薪酬管理的着眼点转移到了人。
企业经营首先要树立目标，企业目标的实现有赖于对员工的激励。
激励分为外部和内部两种。
按照传统的类别划分，工资、奖金、福利等物质报酬是外部激励要素；而岗位的多样化、从事挑战性的工作、取得成就、得到认可、承担责任、获取新技能和事业发展的机会等则是员工的内部激励要素。
现代薪酬管理将物质报酬的管理过程与员工激励过程紧密结合起来，成为一个有机的整体。
1.2薪酬管理的内容企业薪酬管理主要包括以下几个方面的内容:1、确定薪酬管理目标薪酬管理目标根据企业的人力资源战略确定，具体地讲包括以下二个方面:(1)建立稳定的员工队伍，吸引高素质的人才；(2)激发员工的工作热情，创造高绩效；(3)努力实现组织目标员工和个人发展目标的协调。
2、选择薪酬政策所谓企业薪酬政策，就是企业管理者对企业薪酬管理运行的目标、任务和手段和组合，是企业在员工薪酬土所采取的方针策略。
(1)企业薪酬成木投入政策。
比如，根据企业组织发展的需要，采取扩张劳动力成本或紧缩劳动力成本政策。
(2)根据企业的自身情况选择企业合理的工资制度。
例如，是采取稳定员T收入的政策，还是激励员工绩效的政策?前者多与等级和岗位工资制度相结合，后者与绩效工资制度相结合。
(3)确定企业的工资结构以及工资水平。
例如，是采取向高额1资倾斜的工资结构，还是采取均等化，或者向低额结构倾斜的工资政策?前者要加大高级员工比例，提高其薪酬水平；后者要缩减高薪人员比例，降低其员工薪酬水平。
因此薪酬政策是企业管理者审时度势的结果，决策正确，企业薪酬机制就会充分发挥作用，运行就会畅通、高效。
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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。