宽带薪酬体系中英文对照外文翻译文献
宽带薪酬文献综述
宽带薪酬文献综述摘要：随着企业市场化的走向不断加强，国内许多企业都处于薪酬体制的转型期。
公司战略的变化，扁平化组织结构的出现，相同职位员工业绩的显著差异等，众多因素都使宽带薪酬模式成为企业所关注的热点。
本文主要是在阅读了大量有关宽带薪酬的文献基础上，归纳总结了宽带薪酬的优势以及在实践运用中隐含的危机。
并就如何在合适的企业中导入这种薪酬模式，及其可能出现的问题做了相应的探讨。
关键词：宽带薪酬；绩效；综述Literature overview about the Broadband Compensation Abstract: As companies continue to strengthen the trend of the market, many domestic enterprises are in the pay system in transition. Changes in corporate strategy, the emergence of flat organizational structure, employee job performance of the same significant differences, a number of factors make broadband compensation model become the focus of attention. This article is read a lot of literature on broadband pay on the basis of sums up the advantages of broadband compensation as well as in practice in the use of hidden crisis. And businesses how import the appropriate pay model, and its potential problems to do the appropriate study.Keywords: broadband compensation; performance; overview一、宽带薪酬的定义宽带薪酬（Broadband Compensation），又被称为薪酬宽带，是一种新型的薪酬结构设计方式，它是对传统薪酬管理体系中带有大量等级层次的垂直型薪酬结构的一种改进或调整。
工资制度中英文对照外文翻译文献
工资制度中英文对照外文翻译文献工资制度中英文对照外文翻译文献(文档含英文原文和中文翻译)Management Style and FairPaymentTom HusbandThis article discusses the relationship between management style within a firm and the procedures used to determine internal wage and salary differentials. At a time when management styles are apparently becoming less authoritarian and paternalistic in favour of greater worker participation there is obviously a danger of firms using payment techniques which are inappropriate to the current management/worker relationship. Some simple models of workers and organization are used to identify four broad styles of management. These styles are then related to the job evaluation and performance rating techniques in common use in British industry today. Some general conclusions are drawn concerning future trends in payment to suit management style.IntroductionProblems of internal pay structuring have always been of keen interest to both managers and students of British industry. In recent years however the setting of rational and fair pay differentials has taken on a particular significance. Our social andmanagerial attitudes to criteria for reward are changing fast. The whole question of pay relativities is now seen to be central to the establishment of a just industrial society. Within individual firms managers and employees are questioning the traditional approaches to work structuring and wage payment. There is adistinct move from both sides of industry towards a greater degree of employee consultation and participation in the running of the firm. This trend has brought with it fresh approaches to the analysis of work and the determination of equitable wage and salary differentials.A great many British companies have already applied themselves to solving the dynamic problems of work analysis and reward. The majority are probably only now deciding how best to approach these same problems. It is fair to say that a great deal of confusion and even controversy surrounds the issues involved. In the last decade managers have been deluged with new techniques of pay administration.All of these techniques are valid when applied under appropriate conditions. The dilemma which has faced managers is to know which of the techniques is relevant to the solution of their particular problems. There have been many sad cases of mismatch between technique and situation.Managers need an overall company strategy for work analysis and pay. The integration of techniques into a total package of wage and salary administration must reflect the management style employed in the company, as well as recognize the many constraints put on managerial control.Many companies are now facing up to situations where management styles are altering and technological and other influences are changing fast. The company pay strategy has to mirror these changes if it is to remain effective.Ideally the internal payment structure should reflect the organization structure (and hence the structure of responsibility carried across job hierarchy). However there is no single ideal structure of organization and consequently there can be nosingle ideal structure of pay. Each firm has a range of needs which are met or partially met by the measures taken by management. We can begin the argument by examining the management styles associated with the needs of the employee/ manager relationships - the so-called 'psychological contract'.Management Styles and the Psychological ContractObviously the management style used in fulfilling the psychological contract reflects the way in which managers in the company expect employees to behave. Some managerial teams expect their employees to simply have what is known as a 'calculative' involvement with the company. They are expected to do what is required by the goal-setters (the management team) and no more. The contract is fulfilled by paying sufficient wages or salaries to motivate the employees to meet the goals set by the managers. Many small family firms operate this management style and there are possibly a great many large companies too. It is convenient to label this type of management view of the organization as 'goal oriented'. In the extreme such managers might perceive only a single goal (profit ratio, market share, etc) without requiring the employees to have any identification or 'moral involvement' with that goal. A totallydifferent conceptual model of the organization allows for the achievement of a whole range of needs24 Personnel Review Vol 4 Number 4 Autumn 1975by the organization. Managers who conceive of their companies in this fashion see the need for balancing the 'system' of needs. Employees (and especially other, junior managers) are perceived as people whose actions should influence the entire organization not just their own department or subsystem of, for example, production control or purchasing or marketing, etc. Theview held here is that it is no good to have nine tenths of the company's needs being met and the other tenth ignored. It is a 'systems' approach and is a model which is apparent in the management philosophy of our larger and more progressive industrial companies.Between these two polar models of organization there is obviously scope for many other concepts. A pluralistic model, for example would allow for different constituent parts of the organization to have their own separate goals.The models that managers hold of men as distinct from the goals of the company are described in a massive literature of organizational psychology. It is possible in this area also to establish extreme, polar concepts. One extreme would be the assumption that man is a 'rational-economic' animal. Because of this a manager holding such a view might use McGregor's well-known Theory X approach to his subordinate. McGregor1 points out that 'rational-economic' man assumptions imply that man is lazy by nature and is motivated primarily by financial incentives. The employee is seen to need direction and control so that he will work towards the organization's goals. He is seen to be unambitious and reluctant to take responsibility. The assumptions associated with Theory X are, of course, built into the foundations of the Classical organization theories. The employee, in short, is seen to react to his environment.The model of man seen to be at the opposite from the reactive, Theory X man is McGregor's Theory Y approach. Assumptions on which Theory Y are based include the fact that most men do not dislike work, they seek a challenge from the work environment and in fact welcome the opportunity to achieve a 'moral' involvement with the organization. Underappropriate conditions the employee, says Theory Y, will seek out responsibility and is capable of imagination, ingenuity and creativity.There have been several attempts to classify the various models of man and organization, a notable example being the typology developed by Etzioni2. For the purpose of this present discussion, however, the simple model constructed by Limerick3 to show the type of management style implied by management's assumptions about men and organization seems appropriate. The model takes the form of the matrix shown in Figure 1 below: Reactive Man Self-Active ManGoal Organization AuthoritarianManagementConsultativeManagementSystem Organization PaternalisticManagementParticipativeManagementFigure 1 The Limerick Matrix of Management StylesThe matrix suggests that if management holds Theory X (reactive man) assumptions and sees the organization as being single goal orientated, the style implied is authoritarian. At the other extreme, should the assumptions be of Theory Y nature and the organization be seen as systems orientated, the model implies that the strategy is participative. It must be borne in mind, of course, that this classification represents pure types of organization which probably do not exist as such in practice. It is meant to be a relative model which shows only the extreme assumptions and implied strategies. It is, however, veryimportant to be able to put the problem of differing styles into some perspective.Equitable PaymentThe four styles of management proposed in the model can be considered with special reference to problems of equitable payment. Authoritarian management is typified by the proposals of the Classical management theorists (eg Fayol,Urwick, Gulick). The organization is managed along the universal principles of planning, organizing, motivating and controlling and the structure is pyramidal with great emphasis on line authority. There is rigid specialization and departmentalization. Participation by non-management in meeting the organization's goal is severely restricted.In paternalistic management the systems needs of the organization must be met by those employees who are not seen to be reactive. Thus, for example, some large, sophisticated industrial organizations typically perceive themselves to have 'systems' of needs, the non-managers and even junior management are seen as reactive while the senior management team is often assumed to consist of self-active men. Here the senior managers assume that they have to meet their subordinates' needs for them; say by providing preferential pension schemes and welfare benefits and cheap canteens, sometimes with little consultation with the employees involved.A paternalistic organization is also typified by a pyramidal structure and an emphasis on line authority. Paternalism is improved over the authoritarian strategy in that employees are often allowed to present alternatives for action in non-task activities. Many British concerns are run on clearly paternalistic lines. There are several well-known, large organizations (typicallythe major employers in their respective communities) which adopt a 'cradle to grave', protective attitude to their employees. In the past such firms tended to discourage trade union representation believing that a company union or association could better meet the needs of their workpeople.In a paternalistic company one would expect the pay level for shop floor and clerical workers to be relatively low, the employees being compensated by superiorwelfare benefits and greater job security in general. In an authoritarian firm the pay levels in the lower job grades could be expected to be slightly higher (for the same economic and technological conditions) than in the paternalistic company. In fact, however, some of the larger well established paternalistic concerns often have a reputation for paying basic wages and salaries above the norm.A consultative management strategy implies that man is seen as self-active but requires to be directed so that his needs are integrated with the goal of the organization. The manager's functions are, as in the authoritarian strategy, to plan, organize, motivate and control but in this case the process is carried out in such a way that maximum autonomy for employees is allowed without endangering the goal of the organization. The strategy implies a pyramidal structure with only a limited recognition of the non-managers' right to be heard. Participation is allowed to the extent that employees can present alternatives for action in task activities. The style of management is man-to-man but the strategy is also characterized by the use of joint consultative conferences and the like.Participative management assumes that self-active man will make a responsible contribution to the achievement of thesystem's needs. The manager's function is to act as a monitor of the system needs and to create conditions in which they can be met. This strategy implies a fluid, 'organic' structure and recognizes both formal, line authority and the authority of non-executives as a result of their personal expertise. Group work is encouraged and, in participating, employees are allowed to present and evaluate alternative courses of action.In the consultative and participative strategies, then, employees are encouraged to view the organization as a unitary system. Because of this, one would expect to find the pay of low level jobs being compared, formally, to that of the higher-level jobs. In short, one could expect an approach to an all-company job evaluated pay structure since employees are concerned more with the company as a whole compared with their counterparts in companies managed by the first two strategies outlined above. Participation and PaymentThere appears to be some movement towards greater involvement of all employees in the management of British firms. The mood of the day suggests that authoritarian management is fast becoming unacceptable to employees and that even paternalism is unwelcome.At least one large British corporation has developed work designs which eliminate the need for the traditional foreman.The workers operate in teams which decide, for themselves,on the allocation of work duties, shift rota details, holiday arrangement details and the like. More importantly the workers participate, in the true sense, in writing the team's job description and consequent pay grade. Obviously this type of job design and organizational thinking greatly affects a company's philosophy of work and reward. If the apparent trend towards greaterparticipation continues we can therefore expect to see a greater emphasis on the workers' 'knowledge' authority. The managerial style used by a company is clearly important in deciding the most appropriate forms of work analysis and reward. It is obviously wrong for a companywhich is, say, essentially paternalistic to install pay systems which depend on true participation for their effectiveness. Yet this is not at all unusual.If there really is a strong move towards consultative and participative management styles across British industry what are the implications for payment techniques in the future? Managers usually apply two types of technique - one, job evaluation, to provide a ranking of job value in terms of basic wages or salaries and, two, merit rating (or performance appraisal, or incentive systems) to provide a means of rewarding individual employee effort and achievement.Job evaluation techniques which yield a single, company-wide payment structure would seem to offer promise within participative firms. Two fairly recent ideas fit the specification ideally. Elliott Jaques' widely discussed time span of discretion system developed in his famous Glacier Project suggests that all jobs at all levels within a firm can be evaluated and rewarded in terms of a single criterion. That criterion is the responsibility carried by the employee in his job and is measured in terms of the time he has to wait to find if his tasks or decisions have been effective. The longer the time span the greater the responsibility and the higher the reward. In addition Jaques has found that when time span values are plotted against the corresponding 'felt fair' wages or salaries a specific distribution exists. Thus he can analyse all jobs in the company in terms of the time spanmechanism and produce a payment structure which relates, on one graph, the pay of the labourer and copy typist gto that for the sales manager and managing director. The time span approach has not so far been widely implemented for job evaluation purposes (although it is a well recognized and valuable approach in other areas such as management development). Is it likely to become more popular? If the trend in management style is towards more participation the answer must surely be no. Because the evaluation criterion (time span) and the pay distribution are so well defined and specified it is extremely difficult to see how employees can participate in its implementation. Employees are forced to accept that the company 'knows best' (paternalism implied) or that the company has the right to enforce the system of its choice (autocracy implied).A second, and superficially similar proposal, comes from Paterson whose decision band technique of job evaluation and payment structure is currently being widely discussed. Paterson's sole criterion of job value is the hierarchical level of decision-making required by the job. The higher the decision level (policy-making as against routine, procedural decisions) the greater the responsibility implied and the higher the reward. The decision band method is applied to all jobs in the company and provides a specific shape of payroll distribution. (When wages and salaries for the jobs are plotted on a log scale against their decision levels a straight line should be achieved. Paterson argues that this exponential relationship is a necessity for internal payment equity.) Again, as in Jaques' proposals, there appears to be too much predetermination to allow for much employee participation in applying the scheme. However Paterson is muchless rigid in his approach and accepts that certain job factors have to be bargained and paid for in addition to the payment levels established by decision band grading. The fact that Paterson's method is now in use in several British firms and is about to be applied to all jobs within the Danish civil service implies its acceptability. The method probably will be used considerably in future since, although the decision level framework is inflexible, the analysis of jobs emphasizes the 'knowledge' authority of the employee to a very considerable extent. In short the system puts high value on information and advice for decisionmaking as well as the decision-making itself. It must be said however that, in itself, the decision band approach is unlikely to be widely applied as a job evaluation technique within craft union job families. The great attraction of the method is the provision of a payment structure and evaluation framework which can be used as a valuable guide in bargaining and consultation situations.The conventional methods of job evaluation can be applied in an autocratic or democratic fashion by management. The hybrid forms of job evaluation, developed by firms of consultants,which tend to make use of the most relevant aspects of a number of separate schemes possibly hold the greatest promise for participative firms. By allowing as many employees as is feasible to participate in the ranking and grading of jobs, management can develop a genuinely acceptable profile of the job values. The snag with conventional and hybrid schemes is that they provide separate payment structures for separate job families. A system such as the decision band method is then required to knit the component pay structures into a company-wide whole.In payment for individual performance the greatest emphasis seems to lie, still, on incentive schemes for manual workers. In the orthodox incentive system management control depends heavily on stop watch time standards. Employees are inclined to be seen as having the 'calculative involvement' noted earlier in the goal oriented philosophy. In moving from an individual incentive system to measured daywork the workers are seen to be less reactive and more self-active.26 Personnel Review Vol 4 Number 4 Autumn 1975They are consulted with a view to improving methods and production planning. In the plant-wide bonus schemes (such as the Scanlon or the Rucker Plans) the employees are seen to have a 'moral involvement' with the company's total objectives. To achieve this degree of involvement often requires that the employees gain access to information which has been considered to be traditionally for management eyes only. It calls, in fact, for true participation.Thus the orthodox piecework systems tend to fit best with an authoritarian management style; measured daywork with a consultative style; plant wide schemes with participation. Where do the paternalistic companies fit? Typically they employ merit rating systems which assess (through the supervisor's rating) how well the employee matches the company norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping.The appraisal of managers' performances has recently been seen to be appropriately tackled by the Management-by- Objectives approach. This calls for a considerable degree of participation or at least consultation in agreeing with a subordinate manager what constitutes realistic future targets forhim to achieve. On the face of it this type of approach appears to have continuing promise for the future. There are some mechanical problems often associated with applying MBO but its participative forward-looking basis is surely appropriate.We come to the view then that as firms change their management styles from authoritarian/paternalistic to consultative/ participative they must review the nature of their payment strategies. Hopefully the management style will match the mood of the firm's employees and, in turn, be reflected in the determination of an equitable payment structure. It is obviously wrong to apply techniques, however sophisticated, which will call for a management style which does not exist in the company. Equally it is just as wrong to persevere with techniques which were right for the management style and the mood of the employees ten years ago but inappropriate today.If the trend towards consultation and participation does gather force we can expect to see job evaluation in terms of the hybrid type with maximum employee participation in its implementation. We can also expect a move towards a single company-wide payment structure using a system such as Paterson's decision band framework to integrate the separate job family structures. The trend towards measured daywork and plant-wide incentives should also gather force. Executives can expect to have their performances appraised more and more by an MBO type of system (although the details may vary from the current MBO models).We must not be too sure however that there will be a rush away from authoritarian/paternalistic styles. People in industry, as in all walks of life, are resistant to change. The managers who are most important in making participative payment strategiesoperational are those in the middle levels. Unfortunately, many such managers do not or cannot accept the validity of worker participation and would, consequently, be unable to apply the newer schemes successfully. However it is difficult to see the trend being resisted in the long run. We should be ready for it and plan payment strategies accordingly. It is too important an issue to ignore.管理风格和公正的工资制度约翰本文主要涉及在固定范围内公司的管理风格和确定内部工资差别的程序的关系。
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 performance from 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 the corporate 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 schemeson 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 (where 0<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 ranged from 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 the manager'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 ratio is expected.As the underinvestment problem can be alleviated by increasing the financialleverage, a positive relationship 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。
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。
外文翻译--薪酬管理新概念的理解框架
中文3600字原文：外文出处International Foundation News外文作者Frank L.GiancolaA Framework for Understanding New Concepts in CompensationmanagementOver the past 25 years, several major new concepts in compensation management have reflected overly ambitious goals . Experts have disagreed about their basic premises, and the business world has had trouble accepting them. Examining the history of three such concepts-skill-based pay, broadbanding and total rewards -is worthwhile , for it reveals the challenges they present and helps define a pattern for how professionals deal with these and other new ideas in the profession . Skill -Based PayThe skill -based approach for determining base pay is based on an employee’s skills, rather than his or her current job. Leading thinkers in compensation management have supported this approach since the 1980s. According to compensation experts Patricia Zingheim and Jay Schuster it is the “next great thing in pay and benefits”. In an interview Edward Lawler called it “the compensation system of the future.”This approach shifts the focal point from the job to the person, with the goals of providing employees with greater incentives to improve skills and competencies and giving management a more versatile workforce. Generally, employees are paid to acquire higher skills in their own field or lateral ones in related fields. From a systems standpoint, job descriptions, job evaluation plans and job-based salary surveys are replaced by skill profiles, skill evaluation plans and skill-based salary surveys.The disappearance of the traditional job provides the primary rationale for this change. Today，employees are said to have variable and unstable work assignments , with roles that cannot be assigned a valid pay rate in traditional job evaluation plans . Contentious TenetsThe main tenets of skill-based pay (SBP) conflict with mainstream business thinking. The first tenet is that pay should be based only on skills, taking the value of an employee’s work to an organization out of the pay equation. In effect, SBP advocates are asking compensation professionals to set the same pay rate for employees, based on their skills, even though they might have substantially different duties and responsibilities and make substantially different contributions to a firm’s success. The omission of something of fundamental value to the firm makes the concept a hard sell with managers and employees. In recent years, compensation experts have affirmed the value of work as an essential part of the pay equation.The second tenet is the notion that pay should be based on how many skills employees have or how many jobs they potentially can do , not on the job they currently hold . Here again, SBP advocates make what many firms consider an unreasonable request. They introduce a controversial pay for potential concept that directly contradicts the pay for performance concept compensation professionals have diligently strived to establish. In recent years, emphasis has been on what employees actually accomplish on the job, rather than on static concepts relating to who they are, such as their management potential or length of service. Also, by asking firms to pay employees for a job that they might perform in the future, SBP is a practice few firms could afford. With these core beliefs, SBP has experienced an uphill battle for acceptance as the primary means to determine base pay.Questionable AssumptionThe SBP concept rests on a questionable assumption -that a job does not reflect the skills of the person required to do it. That makes job evaluation plans an inappropriate method for evaluating skills and setting pay rates. According to SBP advocates, skills must be valued by using market-based skill surveys. They overlook the fact that most point-factor job evaluation plans award the bulk of their points for the possession and application of knowledge, skills and abilities. On this point, Lawler has stated ,“In many cases , this ( skill-based pay ) will not produce dramatically different pay rates than are produced by paying for the nature of the job . After all, the skills that people have usually match reasonably well the jobs that they are doing.”Also overlooked is the fact that many occupations (e.g., accountant, electrician and actuary) do reflect the skills required to perform them; when salary surveys are conducted and employees are paid based on occupation titles and job summaries , skill requirements are being valued .Ambiguous DefinitionFew “new” ideas in compensation management represent a complete break from the prior ideas. Although SBP was billed as a new idea in compensation when introduced, it included old compensation practices, such as career ladders and generalist classifications.The result is that today，when companies are surveyed to see if they use SBP practices , those that use old SBP practices are counted among the firms that have signed on to the concept . This gives a false picture about the adoption of this “new”, way of paying employees and contr ibutes to varying descriptions of the concept’s level of acceptance.Competency-Based PayIn the 1990s, competency-based pay was introduced as a type of SBP plan for professional and managerial employees. It calls for base pay to be determined based on competencies instead of duties and responsibilities. Shortly after the concept was introduced, controversy arose as to what constitutes a legitimate competency. Today, there are many alternatives to choose from—core, organizational, behavioral and technical competencies. One compensation expert has asked for a governing body, similar to those in the accounting profession, to help sort out what the termcompetency actually means in the world of employee compensation.Changes in the economy and the nature of work—such as the rise of the contingent workforce and the disappearance of traditional jobs, which were predicted to result in a need for SBP—have not materialized. That and the lack of administrative support systems probably have contributed to the concept’s slow growth. Today, SBP is associated with blue-collar workers in manufacturing industries, which are in decline in the United States, while competency-based pay has had a greater impact on performance management than on base pay.Despite these issues and setbacks, prominent compensation experts continue to support the concept.BroadbandingOne of the most visible concepts in compensation management in the 1990s was broadbanding, which collapses many salary grades and ranges into fewer bands with broader salary spans. Its popularity was attributed in part to the 1990s trend to downsize organizations by reducing the number of hierarchical levels.When broadbanding was introduced, some thought leaders saw it as a new pay program for managing salaries and supporting organizational initiatives, such as eliminating bureaucracy and reducing costs.Others saw it as a “higher order of change” and a new way of managing human resources that would be a catalyst for organizational change and represent much more than a new way to reduce bureaucracy and costs.The concept was loosely defined, and companies were said to have welcomed the opportunity to adapt it to their unique needs. And some were given credit for adopting it, even though one cited plan had 13 bands, with multiple salary ranges within them, making it resemble a traditional salary administration plan.FlexibilityOne constant in the dialogue on broadbanding is that it provides the flexibility to accommodate change and to define job responsibilities more broadly. Proponents have dismissed traditional salary administration systems as being too structured, with too many rules.Execution IssuesEarly experience with broadbanding was not completely positive. Although these systems were supposed to reduce costs, managers had too much discretion to increase salaries within the bands. After several years, salaries had progressed to levels that could not be justified.“Second generation” banded systems gave less freedom for managers to determine salaries. These systems include more bands and specifically define salary ranges within the bands,making them resemble the traditional systems they were supposed to replace.Two compensation textbooks have reserved final judgment on the value of broadbanding. One sees it as a potential reprise of the type of salary administration “flexibility” that gave rise to the traditional plans. These plans were developed to reduce favoritism and inconsistencies that resulted from a lack of structure and controls that exist in broadbanding.Total RewardsIn the past decade, professional associations, major human resource consulting firms and compensation experts have advocated the total rewards approach to the development of a firm’s rewards strategy. Some billed it as more than a passing phase and possibly the greatest breakthrough in compensation since health care plans were combined with pay packages.The approach calls for HR professionals to consider all aspects of the work experience of value to people when developing a strategy to attract, retain and motivate employees .It extends the prior concept of total compensation, which encompassed only pay and benefit programs, and gives form to an idea described in a compensation textbook widely used in the 1970s.Thus, the idea is more novel than radical.In the early 2000s, after the intense competition for talent and the economy of the 1990s had cooled, employers sought ways to reduce costs and needed a strategy that places more emphasis on low-cost rewards and less on costly pay and benefit programs, such as stock options. Total rewards meets that need with its message that learning and development, recognition and other soft-dollar programs are as important as pay and benefits in satisfying employees. In addition, it provides a flexible and broad array of rewards that responds well to globalization, mergers and acquisitions, and other forces that increase workforce diversity.Execution IssuesThe launch of total rewards confirmed the axiom that new compensation programs typically are simple in concept, but complex in execution. When HR practitioners put the concept into practice, they encountered many stumbling blocks. That led two consultants to describe human resource professionals in late 2004 as “feeling confused or sensing chaos regarding total rewards.” A primary cause of the confusion was experts who used different names, definitions and models to describe it. Corrective actions were taken to address these issues, courses were developed on total rewards management and the basic concept was simplified.Still, compensation professionals are likely to use other terms to refer to it, with the labels for outdated reward strategies—compensation and benefits package and total compensation—being used about as frequently as the new term.ConclusionsIn sum, new concepts in compensation management have the following general profile:•Are novel, but not radically new•Are simple in concept, but complex in execution•Do not always have expert agreement on main tenets•Overlap with prior concepts, creating a misleading impression about their adoption•Result in major execution issues, largely because of conceptual confusion •Do not reach expected adoption figures•Have a place in the field, but not a dominant role.Given this pattern, compensation professionals are advised to examine newconcepts closely to see if the ideas are too broadly defined, reflect expert agreement,represent significant change and provide guidance on execution and best applications. In addition, practitioners should closely review usage surveys of new concepts to determine if a concept’s broad definition and historical roots have caused related prior practices to be counted as evidence of the new one’s acceptance. They also should seek information as to why organizations have turned down or stopped using a new concept. And, at the risk of appearing behind the times, they would bewell-advised to wait until the knowledge base on the concept has been fully developed before adopting it.Source: International Foundation News, 2009(5):p12-15.译文：薪酬管理新概念的理解框架法兰克·詹科拉在过去的25年里，几个主要的薪酬管理的新理念过于反映其雄心勃勃的目标。
薪酬管理体系中英文对照外文翻译文献
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薪酬管理英文文献翻译及参考文献英语论文
薪酬管理英文文献翻译及参考文献-英语论文薪酬管理英文文献翻译及参考文献目录1 薪酬管理的涵义及其影响因素 (1)1.1 薪酬与薪酬管理的内涵 (1)1.2 薪酬管理的影响因素 (1)2 薪酬的构成、性质、功能及与薪酬有关的激励理论 (3)2.1 薪酬的构成、性质和功能 (3)2.1.1 薪酬的构成 (3)2.1.2 薪酬的性质和功能 (4)2.2 与薪酬有关的激励理论 (5)2.2.1 需求层次理论 (6)2.2.2 期望理论 (6)3 南京DE阀门厂薪酬管理存在的问题及问题成因分析 (8)3.1 薪酬制度缺乏基于战略的思考 (8)3.2 薪酬结构不合理，与市场水平脱节 (8)4 南京DE阀门厂薪酬管理体系再设计 (10)4.1 南京DE阀门厂薪酬体系设计的思路 (10)4.2 一线生产人员质量计件薪酬制 (10)外文原文 (12)参考文献［1］刘听.薪酬福利管理.北京:对外经济贸易大学出版社，2003［2］李新建.企业雇员薪酬福利.北京:经济管理出版社，1999［3］杨东龙，杨文志等.如何设计人力政策和制度.北京:中国经济出版社，2001［4］湛新民，张帆.薪酬设计技巧.广洲:广东经济出版社，2002［5］王学力.企业薪酬设计与管理.广州:广东经济出版，2001［6］陈清泰，吴敬琏.可变薪酬体系原理与应用.北京:中国财政经济出版社，2001［7］刘雄，赵延.现代工资管理学.北京:北京经济学院出版社，1997［8］「美」托马斯•B•威尔逊著.薪酬一以薪酬战略撬动力企业变革.北京:中国社会科学出版社，2001［9］斯蒂芬•P•罗宾斯.组织行为学精要.北京:电子工业出版社，2002［10］江洪明.薪酬激励满意度的几点思考.人才开发，2000 (2)［11］米尔科维奇和纽曼.薪酬管理.第六版.北京:中国人民大学出版社，2002［12］孙剑平.薪酬管理.长春:吉林人民出版社，1999 (8)［13］杨东涛，朱武生.激励性薪酬体系设计.中国人力资源开发.2001 (7)［14］温立成，陈耀发，许多光.工资分配改革的实践与思考.甘肃经济日报.1999［15］程亮.整体薪酬回报.人力资源开发与管理.2004 (4): 46-48［16］顾慧慧，张文璋.引入股票期权制度，重塑长期激励机制.经济理论与经济管理.2000 (3): 21一25［17］Becker. G. Murphy, K and Tamura .R. "Human Capital. Ferility and EconomicGrowth,” Journal of Political Economy.1998. Vo1.98［18］Becker. Gary. "Investment in Human Capital: A Theoretical Analysis,”The Journal of Political Economy.Vol.70 (2)［19］Ashok . Gurta and Arvind Singhal. "Managing Human Resources for InnovationAnd Creativity,” Research-Technology Management.1998 (5)［20］Hash imoto ,Masamori. "Firm-Specific Human Capital as a Shared Investment，American Economic Review ,June 1981,71(3)，475-482-1258薪酬管理英文文献翻译及参考文献1 薪酬管理的涵义及其影响因素1.1 薪酬与薪酬管理的内涵薪酬 ( compensation)，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。
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。
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XXX enterprises。
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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。
员工薪酬体系外文翻译文献
文献信息：文献标题：EMPLOYEE PREFERENCES FOR PAY SYSTEM CRITERIA: A PAY SYSTEM SURVEY（员工对薪酬体系标准的偏好:薪酬体系的调查）国外作者：Christine H.Schuldes文献出处：Ph.D.Capella University,2006(4):144-198字数统计：英文2297单词，12728字符；中文4159汉字外文文献：EMPLOYEE PREFERENCES FOR PAY SYSTEMCRITERIA: A PAY SYSTEM SURVEYBackground of the ProblemAs the 21st Century progresses, the highly competitive environment in which organizations operate and recent events, such as the failures and the terrorist attacks of 9/11, have caused numerous companies to downsize, lay-off employees, or reduce employee compensation, including GE, IBM, Citicorp, AT&T, Kodak, Goodyear, Exxon, Xerox, TRW, and GM (Bateman & Snell, 2004; Lawler, 2005). As a result, retaining the best employees and recruiting people with the greatest potential are vital to the success and survival of the organization (Lawler, 2003 & 2005). Reward systems can serve the strategic purpose of attracting, motivating, and retaining people; yet, a complex set of factors is used to determine an empl oyee’s compensation (Bateman & Snell, 2004).The earliest forms of rewards for productivity were food, shelter, and protection, all of which are vital to survival. Yet, the origination of monetary systems caused pay to become the most common form of reward and money has become the medium of exchange for all commodities. The use of economic incentives to motivate people has been a common practice in many societies and has generated a myriad of speculationand a plethora of research (Milkovich & Newman, 2005).Considered to be the father of scientific management, Frederick Taylor is credited with popularizing the use of money as a motivational work tool over a century ago (Bateman & Snell, 2004). Numerous theories that are relevant to the use of economic incentives to motivate workers are rooted in Taylor’s scientific management, including Vroom’s Expectancy Theory, Herzberg’s Two-Factor Theory, Skinner’s Reinforcement Theory, and Adams’Equity Theory (Lawler, 2000).In addition, there is an abundance of research studies that have focused on performance-based pay, of which the most famous are the Hawthorne Studies. Edward E. Lawler furthered the evolution of economic motivation theory when he proposed that employees perform at higher levels when their pay is related to performance (1966 & 1971) and conducted studies to demonstrate that employees perform at higher levels when pay is related to performance (Cammann & Lawler, 1973).It has been during the past four decades that pay satisfaction has become an intensive area of inquiry. Early pay satisfaction research focused on the antecedents of pay satisfaction, and this focus resulted in several theoretical models of pay satisfaction (e.g., Lawler, 1971). The development of the Pay Satisfaction Questionnaire (PSQ) by Heneman & Schwab (1985) led to considerable interest in the measurement of pay satisfaction, and research on the PSQ-dominated pay satisfaction research from the mid-1980s to the mid-1990s (Carraher & Buckley, 1996; Judge, 1993; Judge & Welbourne, 1994; Mulvey, Miceli, & Near, 1992; Orpen & Bonnici, 1987).Further evidence has indicated that pay dissatisfaction is related to reduced levels of performance (e.g., Bretz & Thomas, 1992), as well as to a number of indicators of withdrawal, such as lateness (Koslowsky, Sagie, Krausz, & Singer, 1997), turnover and turnover intentions (Sturman, Trevor, Boudreau, & Gerhart, 2003), absence (Weiner, 1980), and theft (Greenberg, 1993). As Heneman & Judge (2000) concluded, "Research has unequivocally shown that pay dissatisfaction can have important and undesirable impacts on numerous employee outcomes," (p. 85).To minimize turnover, retain the most highly skilled employees, and improveemployees’contributions to the organization, it is important that employers understand how best to pay their employees in order to optimally satisfy and motivate them (Lawler, 2003 & 2005). Since a good worker will define what he or she is worth and will go where he or she will get paid that amount, management can set up the pay system to attract the best workers and cause those workers to be highly motivated as well as highly productive (Sturman, Cheramie, & Cashen, 2005).An important aspect of designing a successful pay system is determining the appropriate criteria to use. I n 1997, Aminu Mamman studied Australian industry by conducting research that explored employees’attitudes toward some of the key criteria that usually determines pay. For his sampling frame, Mamman’s(1997) research proved conclusively that an employee’s choice of pay criteria is a function of factors such as education and age. In 1999, James Mirabella expanded on Mamman’s research by studying American employees, and his research confirmed Mamman’s conclusions outside the boundaries of Australia.This research study proposes to further investigate the choice of pay criteria by American employees in the 21st century, especially considering changes in workers’attitudes resulting from events since the turn of the century. Since the year 2000, numerous events, such as the terrorist attacks of 9/11, the bankruptcy of numerous large corporations, lay-offs, and downsizing have caused conditions in the business environment to become more and more unstable (Bateman & Snell, 2004). These unstable and highly dynamic conditions have resulted in numerous corporations seeking the most optimal way to operate, including how to appropriately compensate employees while minimizing costs (Lawler, 2003 & 2005). If employers want to optimally satisfy and motivate employees with a pay system, managers need to understand the attitudes and preferences of employees regarding the criteria used to determined pay systems.Statement of the ProblemNumerous previous studies have researched the relationship between various pay systems and the relative impact on pay satisfaction or overall employee satisfaction(Currall, Towler, Judge, & Kohn, 2005). Empirical research studies have demonstrated that many people prefer to use performance as a basis for rewarding others (Dyer, Schwab, & Theriault, 1976; Fossum & Fitch, 1985; Heneman, 1984; Heneman & Judge, 2000). Other researchers demonstrated that the preference to have pay contingent on performance is affected by several factors, including employee ability (Farh, Griffeth & Balkin, 1991; Sturman et al, 2005), age (Mamman, 1997; Mirabella, 1999), education (Mamman, 1997; Mirabella, 1999), and tenure (Dyer & Theriault, 1976; Dyer, Schwab & Theriault, 1976; Schwab & Wallace, 1974). Many factors have been analyzed to assess their influence on pay satisfaction, including quality of job performance (Lawler, 1966), gender (Lawler, 1971), skill level and training (Mamman, 1990), job responsibility (Mamman, 1990), mental effort and physical effort (Mamman, 1990).Despite the overwhelming research on pay systems, one area that has generated limited research has been employees’preferences for the criteria used in these pay systems. I n a study conducted in Australia, Aminu Mamman (1997) explored the similarities and differences in employees’attitudes toward some of the key criteria that usually determine pay. In 1999, James Mirabella confirmed Mamman’s conclusions regarding employees’preferences for pay criteria and concluded that American and Australian workers had similar attitudes toward pay system determinants. Yet, these results might not hold true for American workers since the turn of the 21st Century as a result of numerous events, such as the terrorist attacks of September 11, 2001 and subsequent terrorist activities, increased unemployment, and companies relying more heavily on consultants than full-time employees. All of these events have created an increased sense of uncertainty in employees and instability in the business environment (Bateman & Snell, 2004; Caudron, 2002). Therefore, it important for managers to employee people that enhance the firms opportunities for achieving competitive advantage, and a key to recruiting and retaining good employees is to design the most appropriate pay plan (Sturman et al., 2005).Recent Events Significantly Influencing EmployeesSince the terrorist attacks on the World Trade Center towers, there has been a shift in attitudes and behaviors of workers across America (Kondrasuk, 2004). The events of 9/11 resulted in numerous factors that have increased the stress level of American workers (Leonard, 2002). The increased level of stress experienced by workers and the understanding that there is potential for acts of terrorism in the future have caused a paradigm shift in the attitudes of employees (Kondrasuk, 2004; Leonard, 2002). In fact, workers have demonstrated a higher level of work force commitment since the attacks (Caudron, 2002). This shift in employees’ attitudes may include changes in their choice of criteria used in pay systems.In the 1990s, it was commonplace for workers to take new positions with different organizations on a frequent basis, simply for increased pay and/or benefits (Bateman & Snell, 2004; Lawler, 2001; Robbins, 2004). Since the events of 9/11, this trend has decreased and employees are more committed to their job and the organization (Caudron, 2002; Kondrasuk, 2004). “Now,54 percent of workers say they would remain with organizations even if offered a similar job with slightly higher pay elsewhere,”(Caudron, 2002, p. 26). The concept of remaining with an organization rather than jumping from one job to another is a large shift in the mindset of employees (Kondrasuk, 2004).Changes in the mindset of employees may be manifold and could include the criteria that are used in determining their pay. Human resources (HR) managers must be prepared to deal with these post-9/11 attitudes of employees regarding compensation and performance (Lincoln, 2002). Thus, continued investigation into employee preferences for pay system determinants is a necessity in order to provide much needed information to HR managers.UnemploymentAnother factor that has also altered the attitudes and behaviors of employees is unemployment, resulting from companies going bankrupt, downsizing, or replacing full-time employees with consultants (Bateman & Snell, 2004; Lawler, 2003). From the year 2000 to the middle of 2005, the unemployment rate increased 2% (NationalBureau of Labor, 2005). Starting in 1999, numerous corporations have declared bankruptcy, and an increased number of organizational restructuring efforts have been oriented around downsizing or hiring consultants rather than full-time employees (Lawler, 2003 & 2005).These kinds of corporate actions have adversely affected numerous people directly and indirectly (Lawler, 2005). Those directly affected have lost their jobs and those indirectly affected may exhibit survivor’s syndrome. Survivor’s syndrome occurs as a result of employees struggling with heavier workloads, wondering if they will loose their jobs, trying to figure out how to survive, losing commitment to the company and faith in their bosses, and becoming narrow-minded, self- absorbed, and risk-adverse (Bateman & Snell, 2004).All these changes within the work place have created a sense of fear and uncertainty in employees that may result in them viewing compensation in a greatly different way (Milkovich & Newman, 2005). Furthermore, this shift in employee attitudes since the year 2000 may play an important role in the choice of pay criteria preferred by workers, and is the focus of this study.Preferences for Pay SystemsSome studies focused on the choice of pay comparisons (Goodman, 1974), while others focused on the threshold of a meaningful pay increase (Krefting & Mahoney, 1977) or pay system administration (Dyer & Theriault, 1976; Lawler, 1971), and a few even focused on the criteria upon which recipients prefer to be paid (Dyer et al., 1976; Mamman, 1997; Mirablla, 1999). Several studies have shown that even though performance has been shown to have the largest impact on pay satisfaction, it was recognized that a number of non-performance related factors also influence pay satisfaction (Fossum & Fitch, 1985). After decades of research, experts continue to underscore the importance of linking pay systems to meeting organizational objectives (Lawler, 2000 & 2004; Milkovich & Newman, 2005).Researchers have found that employees prefer their pay to be determined first and foremost by performance, but this preference is contingent on many factors(Lawler, 1995 & 2000). Highly skilled employees tend to prefer performance-based pay more than low-skilled employees (Lawler 1995). Additionally, there are many negative side effects of individualized pay-for- performance plans (Cox, 2000). These negative effects include restricting output due to perceptions of possible social rejection by peers and of possible layoffs due to running out of work (Bateman & Snell, 2004; Farr, 1976). Lawler (1973) demonstrated that group incentive plans generally avoid these side effects and may do a better job of tying rewards to performance.Finally, employees' preferences for pay system determinants will be influenced by equity theory, such that satisfaction with the pay system will be determined by a comparison with the compensation received by others (Milkovich & Newman, 2005; Sweeney & McFarlin, 2005). Equity theory implies that satisfaction with pay is contingent on employees’ perceptions regarding the fairness of their compensation in comparison to their role/position in the organization and that of others in the organization (Lawler, 2000). Therefore, choice of pay systems by employees is dependent on their preferences for the criteria used to determine pay and their perceptions of the pay system. The pay determinants preferred by various employees will vary with their backgrounds (Mamman, 1997; Milkovich & Newman, 2005), and this fact needs to be incorporated into pay systems.Conclusions on Pay System ChoicesUtilizing a voluntary choice of pay plans binds employees to their choices and results in a commitment to the organization (Currall et al., 2005; Lawler, 2003). Student subjects selected reward schemes based on their prior performance, even though none of the subjects were paid on performance (Chow, 1983). As many studies have shown, allowing individuals to choose their pay plans probably will increase the likelihood that they attain the goals that are needed to get the pay (Lawler, 2000 & 2003).Taken in its entirety, research indicates that individuals will follow Vroom’s expectancy theory and maximize expected rewards by rationally choosing amongalternatives (Vroom, 1964). Furthermore, when faced with a decision to choose among different reward plans, it is anticipated that individuals will choose the alternative that yields maximum expected rewards or minimum expected costs (House et al., 1974). Thus, employees with high self-perceived ability levels would be expected to prefer plans that distribute rewards based on performance, while employees with low self-perceived ability would be expected to choose time-based reward plans (Cox, 2000; Farh et.al., 1991; Robbins, 2004).中文译文：员工对薪酬体系标准的偏好:薪酬体系的调查问题产生的背景随着二十一世纪的发展，组织面临着充满激烈竞争的环境，以及最近发生的一些事件，如的失败，911恐吓袭击，使许多公司减小规模、裁员，或者减少员工补贴。
宽带薪酬系列文
宽带薪酬系列文————————————————————————————————作者：————————————————————————————————日期：宽带薪酬：一种新型的薪酬结构设计形式所谓宽带薪酬或者薪酬宽带（Broadbanding）实际上是一种新型的薪酬结构设计方式，它是对传统上那种带有大量等级层次的垂直型薪酬结构的一种改进或替代。
根据美国薪酬管理学会的定义，宽带型薪酬结构就是指对多个薪酬等级以及薪酬变动范围进行重新组合，从而变成只有相对较少的薪酬等级以及相应的较宽薪酬变动范围。
一般来说，每个薪酬等级的最高值与最低值之间的区间变动比率要达到100%或100%以上。
一种典型的宽带型薪酬结构可能只有不超过4个等级的薪酬级别，每个薪酬等级的最高值与最低值之间的区间变动比率则可能达到200%～300%。
而在传统薪酬结构中，这种薪酬区间的变动比率通常只有40％～50%。
宽带这种概念来源于广播术语，而宽带型薪酬则始于20世纪80年代末到90年代初。
在美国经济1987年开始走下坡路，至199O年正式进人衰退期后，宽带型薪酬结构作为一种与企业组织扁平化、流程再造、团队导向、能力导向等新的管理战略相配合的新型薪酬结构设计方式应运而生。
宽带薪酬最大的特点是压缩级别，将原来十几甚至二十、三十个级别压缩成几个级别，并将每个级别对应的薪酬范围拉大，从而形成一个新的薪酬管理系统及操作流程，以便适应当时新的竞争环境和业务发展需要。
比如，IBM公司在20世纪90年代以前的薪酬等级一共有24个，后来被合并为10个范围更大的等级。
宽带薪酬的特点及其作用与企业传统的薪酬结构相比，宽带薪酬具有以下几个方面的特征和作用：1．支持扁平型组织结构20世纪90年代以后，企业界兴起了一场以扁平型组织取代官僚层级型组织的运动，而宽带薪酬结构可以说正是为配合扁平型组织结构而量身定做的，它的最大特点就是打破了传统薪酬结构所维护和强化的那种严格的等级制，有利于企业提高效率以及创造参与型和学习型的企业文化，同时对于企业保持自身组织结构的灵活性以及迎接外部竞争都有着积极的意义。
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。
工资制度中英文对照外文翻译文献
工资制度中英文对照外文翻译文献(文档含英文原文和中文翻译)Management Style and FairPaymentTom HusbandThis article discusses the relationship between management style within a firm and the procedures used to determine internal wage and salary differentials. At a time when management styles are apparently becoming less authoritarian and paternalistic in favour of greater worker participation there is obviously a danger of firms using payment techniques which are inappropriate to the current management/worker relationship. Some simple models of workers and organization are used to identify four broad styles of management. These styles are then related to the job evaluation and performance rating techniques in common use in British industry today. Some general conclusions are drawn concerning future trends in payment to suit management style.IntroductionProblems of internal pay structuring have always been of keen interest to both managers and students of British industry. In recent years however the setting of rational and fair pay differentials has taken on a particular significance. Our social andmanagerial attitudes to criteria for reward are changing fast. The whole question of pay relativities is now seen to be central to the establishment of a just industrial society. Within individual firms managers and employees are questioning the traditional approaches to work structuring and wage payment. There is a distinct move from both sides of industry towards a greater degree of employee consultation and participation in the running of the firm. This trend has brought with it fresh approaches to the analysis of work and the determination of equitable wage and salary differentials.A great many British companies have already applied themselves to solving the dynamic problems of work analysis and reward. The majority are probably only now deciding how best to approach these same problems. It is fair to say that a great deal of confusion and even controversy surrounds the issues involved. In the last decade managers have been deluged with new techniques of pay administration.All of these techniques are valid when applied under appropriate conditions. The dilemma which has faced managers is to know which of the techniques is relevant to the solution of their particular problems. There have been many sad cases of mismatch between technique and situation.Managers need an overall company strategy for work analysis and pay. The integration of techniques into a total package of wage and salary administration must reflect the management style employed in the company, as well as recognize the many constraints put on managerial control.Many companies are now facing up to situations where management styles are altering and technological and other influences are changing fast. The company pay strategy has to mirror these changes if it is to remain effective.Ideally the internal payment structure should reflect the organization structure (and hence the structure of responsibility carried across job hierarchy). However there is no single ideal structure of organization and consequently there can be no single ideal structure of pay. Each firm has a range of needs which are met or partially met by the measures taken by management. We can begin the argument by examining the management styles associated with the needs of the employee/ manager relationships - the so-called 'psychological contract'.Management Styles and the Psychological ContractObviously the management style used in fulfilling the psychological contract reflects the way in which managers in the company expect employees to behave. Some managerial teams expect their employees to simply have what is known as a 'calculative' involvement with the company. They are expected to do what is required by the goal-setters (the management team) and no more. The contract is fulfilled by paying sufficient wages or salaries to motivate the employees to meet the goals set by the managers. Many small family firms operate this management style and there are possibly a great many large companies too. It is convenient to label this type of management view of the organization as 'goal oriented'. In the extreme such managers might perceive only a single goal (profit ratio, market share, etc) without requiring the employees to have any identification or 'moral involvement' with that goal. A totallydifferent conceptual model of the organization allows for the achievement of a whole range of needs24 Personnel Review Vol 4 Number 4 Autumn 1975by the organization. Managers who conceive of their companies in this fashion see the need for balancing the 'system' of needs. Employees (and especially other, junior managers) are perceived as people whose actions should influence the entire organization not just their own department or subsystem of, for example, production control or purchasing or marketing, etc. The view held here is that it is no good to have nine tenths of the company's needs being met and the other tenth ignored. It is a 'systems' approach and is a model which is apparent in the management philosophy of our larger and more progressive industrial companies.Between these two polar models of organization there is obviously scope for many other concepts. A pluralistic model, for example would allow for different constituent parts of the organization to have their own separate goals.The models that managers hold of men as distinct from the goals of the company are described in a massive literature of organizational psychology. It is possible in this area also to establish extreme, polar concepts. One extreme would be the assumption that man is a 'rational-economic' animal. Because of this a manager holding such a view might use McGregor's well-known Theory X approach to his subordinate. McGregor1 points out that 'rational-economic' man assumptions imply that man is lazy by nature and is motivated primarily by financial incentives. The employee is seen to need direction and control so that he will work towards the organization's goals. He is seen to be unambitious and reluctant to take responsibility. The assumptions associated with Theory X are, of course, built into the foundations of the Classical organization theories. The employee, in short, is seen to react to his environment.The model of man seen to be at the opposite from the reactive, Theory X man is McGregor's Theory Y approach. Assumptions on which Theory Y are based include the fact that most men do not dislike work, they seek a challenge from the work environment and in fact welcome the opportunity to achieve a 'moral' involvement with the organization. Under appropriate conditions the employee, says Theory Y, will seek out responsibility and is capable of imagination, ingenuity and creativity.There have been several attempts to classify the various models of man and organization, a notable example being the typology developed by Etzioni2. For the purpose of this present discussion, however, the simple model constructed by Limerick3 to show the type of management style implied by management's assumptions about men and organization seems appropriate. The model takes the form of the matrix shown in Figure 1 below:Reactive Man Self-Active ManGoal Organization AuthoritarianManagementConsultativeManagementSystem Organization PaternalisticManagementParticipativeManagementFigure 1 The Limerick Matrix of Management StylesThe matrix suggests that if management holds Theory X (reactive man) assumptions and sees the organization as being single goal orientated, the style implied is authoritarian. At the other extreme, should the assumptions be of Theory Y nature and the organization be seen as systems orientated, the model implies that the strategy is participative. It must be borne in mind, of course, that this classification represents pure types of organization which probably do not exist as such in practice. It is meant to be a relative model which shows only the extreme assumptions and implied strategies. It is, however, very important to be able to put the problem of differing styles into some perspective.Equitable PaymentThe four styles of management proposed in the model can be considered with special reference to problems of equitable payment. Authoritarian management is typified by the proposals of the Classical management theorists (eg Fayol,Urwick, Gulick). The organization is managed along the universal principles of planning, organizing, motivating and controlling and the structure is pyramidal with great emphasis on line authority. There is rigid specialization and departmentalization. Participation by non-management in meeting the organization's goal is severely restricted.In paternalistic management the systems needs of the organization must be met by those employees who are not seen to be reactive. Thus, for example, some large, sophisticated industrial organizations typically perceive themselves to have 'systems' of needs, the non-managers and even junior management are seen as reactive while the senior management team is often assumed to consist of self-active men. Here the senior managers assume that they have to meet their subordinates' needs for them; say by providing preferential pension schemes and welfare benefits and cheap canteens, sometimes with little consultation with the employees involved. A paternalistic organization is also typified by a pyramidal structure and an emphasis on line authority. Paternalism is improved over the authoritarian strategy in that employees are often allowed to present alternatives for action in non-task activities. Many British concerns are run on clearly paternalistic lines. There are several well-known, large organizations (typically the major employers in their respective communities) which adopt a 'cradle to grave', protective attitude to their employees. In the past such firms tended to discourage trade union representation believing that a company union or association could better meet the needs of their workpeople.In a paternalistic company one would expect the pay level for shop floor and clerical workers to be relatively low, the employees being compensated by superiorwelfare benefits and greater job security in general. In an authoritarian firm the pay levels in the lower job grades could be expected to be slightly higher (for the same economic and technological conditions) than in the paternalistic company. In fact, however, some of the larger well established paternalistic concerns often have a reputation for paying basic wages and salaries above the norm.A consultative management strategy implies that man is seen as self-active but requires to be directed so that his needs are integrated with the goal of the organization. The manager's functions are, as in the authoritarian strategy, to plan, organize, motivate and control but in this case the process is carried out in such a way that maximum autonomy for employees is allowed without endangering the goal of the organization. The strategy implies a pyramidal structure with only a limited recognition of the non-managers' right to be heard. Participation is allowed to the extent that employees can present alternatives for action in task activities. The style of management is man-to-man but the strategy is also characterized by the use of joint consultative conferences and the like.Participative management assumes that self-active man will make a responsible contribution to the achievement of the system's needs. The manager's function is to act as a monitor of the system needs and to create conditions in which they can be met. This strategy implies a fluid, 'organic' structure and recognizes both formal, line authority and the authority of non-executives as a result of their personal expertise. Group work is encouraged and, in participating, employees are allowed to present and evaluate alternative courses of action.In the consultative and participative strategies, then, employees are encouraged to view the organization as a unitary system. Because of this, one would expect to find the pay of low level jobs being compared, formally, to that of the higher-level jobs. In short, one could expect an approach to an all-company job evaluated pay structure since employees are concerned more with the company as a whole compared with their counterparts in companies managed by the first two strategies outlined above. Participation and PaymentThere appears to be some movement towards greater involvement of all employees in the management of British firms. The mood of the day suggests that authoritarian management is fast becoming unacceptable to employees and that even paternalism is unwelcome.At least one large British corporation has developed work designs which eliminate the need for the traditional foreman.The workers operate in teams which decide, for themselves,on the allocation of work duties, shift rota details, holiday arrangement details and the like. More importantly the workers participate, in the true sense, in writing the team's job description and consequent pay grade. Obviously this type of job design and organizational thinking greatly affects a company's philosophy of work and reward. If the apparent trend towards greater participation continues we can therefore expect to see a greater emphasis on the workers' 'knowledge' authority. The managerial style used by a company is clearly important in deciding the most appropriate forms of work analysis and reward. It is obviously wrong for a companywhich is, say, essentially paternalistic to install pay systems which depend on true participation for their effectiveness. Yet this is not at all unusual.If there really is a strong move towards consultative and participative management styles across British industry what are the implications for payment techniques in the future? Managers usually apply two types of technique - one, job evaluation, to provide a ranking of job value in terms of basic wages or salaries and, two, merit rating (or performance appraisal, or incentive systems) to provide a means of rewarding individual employee effort and achievement.Job evaluation techniques which yield a single, company-wide payment structure would seem to offer promise within participative firms. Two fairly recent ideas fit the specification ideally. Elliott Jaques' widely discussed time span of discretion system developed in his famous Glacier Project suggests that all jobs at all levels within a firm can be evaluated and rewarded in terms of a single criterion. That criterion is the responsibility carried by the employee in his job and is measured in terms of the time he has to wait to find if his tasks or decisions have been effective. The longer the time span the greater the responsibility and the higher the reward. In addition Jaques has found that when time span values are plotted against the corresponding 'felt fair' wages or salaries a specific distribution exists. Thus he can analyse all jobs in the company in terms of the time span mechanism and produce a payment structure which relates, on one graph, the pay of the labourer and copy typist gto that for the sales manager and managing director. The time span approach has not so far been widely implemented for job evaluation purposes (although it is a well recognized and valuable approach in other areas such as management development). Is it likely to become more popular? If the trend in management style is towards more participation the answer must surely be no. Because the evaluation criterion (time span) and the pay distribution are so well defined and specified it is extremely difficult to see how employees can participate in its implementation. Employees are forced to accept that the company 'knows best' (paternalism implied) or that the company has the right to enforce the system of its choice (autocracy implied).A second, and superficially similar proposal, comes from Paterson whose decision band technique of job evaluation and payment structure is currently being widely discussed. Paterson's sole criterion of job value is the hierarchical level of decision-making required by the job. The higher the decision level (policy-making as against routine, procedural decisions) the greater the responsibility implied and the higher the reward. The decision band method is applied to all jobs in the company and provides a specific shape of payroll distribution. (When wages and salaries for the jobs are plotted on a log scale against their decision levels a straight line should be achieved. Paterson argues that this exponential relationship is a necessity for internal payment equity.) Again, as in Jaques' proposals, there appears to be too much predetermination to allow for much employee participation in applying the scheme. However Paterson is much less rigid in his approach and accepts that certain job factors have to be bargained and paid for in addition to the payment levels established by decision band grading. The fact that Paterson's method is now in use in several British firms and is about to be applied to all jobs within the Danish civil serviceimplies its acceptability. The method probably will be used considerably in future since, although the decision level framework is inflexible, the analysis of jobs emphasizes the 'knowledge' authority of the employee to a very considerable extent. In short the system puts high value on information and advice for decisionmaking as well as the decision-making itself. It must be said however that, in itself, the decision band approach is unlikely to be widely applied as a job evaluation technique within craft union job families. The great attraction of the method is the provision of a payment structure and evaluation framework which can be used as a valuable guide in bargaining and consultation situations.The conventional methods of job evaluation can be applied in an autocratic or democratic fashion by management. The hybrid forms of job evaluation, developed by firms of consultants,which tend to make use of the most relevant aspects of a number of separate schemes possibly hold the greatest promise for participative firms. By allowing as many employees as is feasible to participate in the ranking and grading of jobs, management can develop a genuinely acceptable profile of the job values. The snag with conventional and hybrid schemes is that they provide separate payment structures for separate job families. A system such as the decision band method is then required to knit the component pay structures into a company-wide whole.In payment for individual performance the greatest emphasis seems to lie, still, on incentive schemes for manual workers. In the orthodox incentive system management control depends heavily on stop watch time standards. Employees are inclined to be seen as having the 'calculative involvement' noted earlier in the goal oriented philosophy. In moving from an individual incentive system to measured daywork the workers are seen to be less reactive and more self-active.26 Personnel Review Vol 4 Number 4 Autumn 1975They are consulted with a view to improving methods and production planning. In the plant-wide bonus schemes (such as the Scanlon or the Rucker Plans) the employees are seen to have a 'moral involvement' with the company's total objectives. To achieve this degree of involvement often requires that the employees gain access to information which has been considered to be traditionally for management eyes only. It calls, in fact, for true participation.Thus the orthodox piecework systems tend to fit best with an authoritarian management style; measured daywork with a consultative style; plant wide schemes with participation. Where do the paternalistic companies fit? Typically they employ merit rating systems which assess (through the supervisor's rating) how well the employee matches the company norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping.The appraisal of managers' performances has recently been seen to be appropriately tackled by the Management-by- Objectives approach. This calls for a considerable degree of participation or at least consultation in agreeing with a subordinate manager what constitutes realistic future targets for him to achieve. On the face of it this type of approach appears to have continuing promise for the future. There are some mechanical problems often associated with applying MBO but itsparticipative forward-looking basis is surely appropriate.We come to the view then that as firms change their management styles from authoritarian/paternalistic to consultative/ participative they must review the nature of their payment strategies. Hopefully the management style will match the mood of the firm's employees and, in turn, be reflected in the determination of an equitable payment structure. It is obviously wrong to apply techniques, however sophisticated, which will call for a management style which does not exist in the company. Equally it is just as wrong to persevere with techniques which were right for the management style and the mood of the employees ten years ago but inappropriate today.If the trend towards consultation and participation does gather force we can expect to see job evaluation in terms of the hybrid type with maximum employee participation in its implementation. We can also expect a move towards a single company-wide payment structure using a system such as Paterson's decision band framework to integrate the separate job family structures. The trend towards measured daywork and plant-wide incentives should also gather force. Executives can expect to have their performances appraised more and more by an MBO type of system (although the details may vary from the current MBO models).We must not be too sure however that there will be a rush away from authoritarian/paternalistic styles. People in industry, as in all walks of life, are resistant to change. The managers who are most important in making participative payment strategies operational are those in the middle levels. Unfortunately, many such managers do not or cannot accept the validity of worker participation and would, consequently, be unable to apply the newer schemes successfully. However it is difficult to see the trend being resisted in the long run. We should be ready for it and plan payment strategies accordingly. It is too important an issue to ignore.管理风格和公正的工资制度约翰本文主要涉及在固定范围内公司的管理风格和确定内部工资差别的程序的关系。
薪酬管理体系中英文对照外文翻译文献
中英文对照外文翻译(文档含英文原文和中文翻译) Enterprises salary system design andperformance evaluationAbstractAny effective way of management must rely on a basis: people, all the staff of enterprises. Compensation system as an important aspect of enterprise management system, for an enterprise to attract, retain and motivate employees have a significant impact, attract, retain and motivate key talent, has become the core of the enterprise recognized goal. The compensation system design is not only an effective way to realize the core objective, is also an important content of modern enterprise development.Key words: salary system and equity incentive, senior executives, design1 IntroductionHuman capital to the enterprise wealth maximization, the greatest degree of retaining key talent, attract potential talent, the basic principals and successful is perfect competitive compensation system. With the concept of human capital is more and more people Heart, attract, retain and motivate key talent, has become the core of enterprise determine target, compensation system for enterprises An important aspect of the system, to attract talents play an important role. Compensation system design is an effective way to reality is the core objective, but also an important content of the development of the enterprise to modernization, so the height weight by enterprises Depending on the.2 Literature reviewEarly in the traditional compensation phase, the employers always minimize workers to cut costs as much as possible, and through this method make the Labor of workers have to work harder in order to get paid enough to make a living. William. First, Quesnay’s minimum wage theory is that wages and other commodities, there is a natural value, namely maintain staff minimum standard of living life information value，the minimum wage for workers does not depend on the enterprise or the employer's subjective desire, but the result of the competition in the market. The classical economists Muller believed that certain conditions, the total capital in the enterprise salary depends on the labor force and for the purchase of labor relationship between capital and other capital; For the payment of capital wage fund is difficult to change in the short term. Wages fund quantity depends on two factors: one is a worker, directly or indirectly, in the production of products and services production efficiency; the other one is in the process of production of these goods directly or indirectly employ labor quantity. With the development of era, the simple forms of employment have already can't satisfy the demand of the workers, so some interests to share views was put forward to motivate workers.On this basis, the Gantt invented the "complete tasks rewarded" system to perfect the incentive measures. Represented by Americaneconomist Becker’s theory of human capital school of thought argues that human capital is determined by the human capital investment, is present in the human body to the content of knowledge, skills, etc. Martin Weizmann share of economic theory that wages should be linked to corporate profits. Increase in profits, employee wages fund, increased profits, and employee wages fund. Between enterprises and employees is the key of the labor contract is not in a fixed wage of how many, but in the division of labor both sides share proportion. In modern compensation phase, the contents of the compensation has been changed, increased a lot of different compensation models, and more and more pay attention to employee's personal feelings and development, employees can even according to individual condition choose different salary portfolio model. Employees can be paid off on surface of the material and spiritual.3 Pay system overviewIn the past the traditional pay system, usually are business owners value orientation as the guide to carry on the design. With the continuous development of the overall market environment, in the modern enterprise management concept has also changed. They are aware of the established compensation system should adapt to the employee benefit as a starting point, the self-interest pursuit and employee demand together, to establish a set of enterprises and employees to maximize the interests of the two-way, so as to achieve win-win situation. Since the 90 s, the westerndeveloped economies in the enterprise owners and managers try to change the traditional form of compensation, relocation compensation system, the importance of also constantly try to innovate salary system of design and diversification.Performance pay system is established in accordance with the enterprise organization structure based on the results of the individual or team performance appraisal for salary distribution system. Total compensation is generally associated with individual or team performance. Now the enterprise model is used to combine individual performance and team performance. At the same time will be long term incentive and short-term incentive flexible model. In this kind of pay structure, contains a variety of forms of performance pay.Skill-based pay system on the basis of employees' skill determine employee wages level, and to the improvement of skills as their employees progress criteria. The compensation model can encourage employees to continuously learn new knowledge, to keep up with The Times, is the industry leader, when technology and equipment upgrades to the fastest response time to complete the change, and is helpful to form the learning corporate culture. If for flat organization structure, management jobs and opportunities for advancement are less, the compensation system can be very skillful professionals to make up for in terms of compensation. But with technical compensation system with theproblem is that the enterprise needs to pay for a large number of staff training, and if the participants of the training is not all to use knowledge in actual production, enterprises will not be able to obtain benefits, resulting in wasted costs.Total compensation is the unity of the material reward and spiritual reward. Among them, external compensation including all in monetary form of economic compensation, internal compensation includes not to substantial form of economic compensation, more focused on the return of spirit. John’s Lipoma at the end of last century proposed the compensation design, customization and diversity is more representative of the overall package. He should show that the basic wage, additional salary, salary welfare, work supplies allowance, bonus, promotion and development opportunities, psychological income, life quality, and individual factors that ten compensation factors into consideration, the formation of compensation system, the design method is different from the past traditional salary structure, is the biggest different compensation system design approach from the owner as the center to the worker as the center, employees can choose a suitable for their own pay combination, is no longer a passive receiver. In this compensation mode, economic compensation and the economical compensation together, paying equal attention to material and spiritual.4 The implementation of the compensation system designSalary survey is the key in the compensation system design. It is not only the necessary to understand the enterprise existing compensation system, is also the basis of compensation system design again. Salary survey should be real in-depth internal employee survey, as far as possible let employees at all levels give true feelings, make compensation system designers understand the staff for the specific demands of overall compensation. In had certain understanding of the current salary system and problems, will determine the compensation system on that basis to the general principles of design. Compensation system and the determination of design general principle also should according to the specific conditions of different enterprise itself to specific design. At the same time, according to the general principle to determine the scope of the staff at the level of compensation.Enterprise in selecting the most suitable for their own compensation system, the following sections are often the most concern, such as the division of different levels and at the same level of position within the sort, the post assessment results and with the duty staff due to personal quality differences between how to determine the pay difference. Enterprise in selecting the most suitable for their own compensation system, the following sections are often the most concern, such as the division of different levels and at the same level of position within thesort, the post assessment results and with the duty staff due to personal quality differences between how to determine the pay difference.Enterprise operators and management personnel representing the highest quality, at the same time they also foreign representative enterprise image, and holds the enterprise the way forward. They tend to have certain matter accumulation, more the pursuit of spiritual satisfaction and the realization of self-worth. For management personnel shall be designed to be scientific and reasonable compensation system, comprehensive consideration, not only give reasonable compensation in terms of material, at the same time to consider their spiritual pursuit.General manager's daily work mainly are transactional, administrative work, but is not directly concerned with the production related, so during the design compensation system will post wage and performance wage together, thus the personal salary combined with enterprise business objectives. To general managers to take a wider range of incentives, such as the annual performance review top employees equity incentives, encourage managers over fulfilled the goal, and form a competitive atmosphere of the company culture, drive the enterprise vitality. Increase the general manager’s shareholding proportion.For the use of EVA on the sales staff, can draw lessons from Tula bank ever take method, the sales staff to set up a commission systembased on EVA. Each sales staff receives a salary, in addition to qualification to get bonuses, the bonus amount depends on the "added value" has created. So that the program works: the company will be the added value of products are listed out, after distribution after the full cost of the product. The finance department monthly compiled a list of each product and added value of the net sales report. Each sales staff receives a copy of the report, as well as the use of the added value of the net total details of its own performance in the same format of monthly report. Further to deduct from the added value of net pay, perks and other fees and should share part of the management fee. After adjusting for these report line represents the added value.5 ConclusionIn the modern enterprises increasingly competitive today, talents become the key factor of enterprise long-term development more and more Business owners. And how to retain existing talent, and recruit more people of insight to join together create enterprise interest, become the compulsory subject of enterprise owners and management, and improve the compensation system is retaining talents and attracting talents essential link.企业薪酬体系设计与绩效评估Prasetya A摘要:任何一种行之有效的管理方式的运用都必须依赖于一个基础：人，企业的所有员工。
薪酬管理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。
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宽带薪酬体系中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译：宽带薪酬体系——薪酬模式的创新视野摘要：最近，有关“企业人力资源管理中的有效激励”的问题吸引了许多产业界和学术界的学者的关注。
本文介绍了一种全新的方法来解决上述问题——基于绩效评估的宽带薪酬体系。
本文通过分析宽带薪酬体系的优势和目前的应用情况，探讨了宽带薪酬体系的设计流程，并指出了引入这个新系统需要注意的问题。
关键词：宽带薪酬体系人力资源管理薪酬1、绪言随着市场经济的发展和经济全球化的冲击，我国企业面临着日益严峻的挑战。
在所有这些挑战，如何吸引和留住员工尤其是核心员工已经成为最重要的问题之一，吸引和留住人才的最有效的方法是公平和合理的薪酬系统。
然而，传统薪酬体系的目标是建立内部一致性的分配制度，为缺乏长远积极性的员工提供货币支持，但这并不能激起员工的积极性。
2、宽带薪酬体系的概念和应用2.1 宽带薪酬体系的概念宽带薪酬是一种新兴的薪酬设计制度，是适合现代企业组织结构扁平化和基于绩效的管理模式。
根据美国薪酬管理协会的定义，宽带薪酬体系是指调整薪酬结构的数量和变动范围，从而建立一个薪酬等级相对较少而薪酬变动幅度较宽的薪酬体系。
一般来说，在这新的薪酬体系中薪酬等级最大值与最小之间的变化率应不低于100%。
一个典型的宽带薪酬结构可能只有不超过4个的工资等级，但是每个薪酬等级里的变动率可能是200%甚至是300%，然而在传统薪酬结构中，这个变动率通常只有40%到50%。
宽带薪酬体系最重要的特征是将多个薪酬级别压缩成少量的几个级别，并将每个级别对应的薪酬范围拉大，从而形成一个新的薪酬管理系统及操作流程，保持有市场竞争力的薪酬机会的同时，允许薪酬管理的灵活性。
例如,在20世纪90年代之前,IBM使用的是24个等级的薪酬体系,之后,将它们合并成了10个跨度更广的工资等级。
2.2 宽带薪酬体系的优点在传统的薪酬体系中，员工的收入总是与他的行政地位或他在组织中的等级高低相匹配的，地位越高工资就越高。
但是在组织结构扁平化浪潮的影响下，企业中的等级大大减少，因此，职位等级和晋升的机会是有限的，传统的薪酬制度无法再发挥有效的激励作用。
与传统的薪酬管理模式相比，宽带薪酬体系具有以下优点：首先，宽带薪酬体系支持组织结构扁平化。
从20世纪90年代起，很多企业开始用扁平化的组织结构逐渐替代传统的金字塔式的组织结构。
组织结构扁平化降低企业中职位的数量，并降低相应的晋升机会，影响力加薪的概率，而宽带薪酬体系打破了传统薪酬制度维持和加强严格等级制度的情况，已经了这个问题。
其次，宽带薪酬体系可以引导员工重视提高个人技能和提高自身能力。
宽带薪酬体系可以削弱其地位的重要性，强调个人的作用，强调绩效的现状。
员工可以在没有升职的情况下获得一个大的薪水上升空间。
例如，一个优秀的技术工人有可能比一个刚上任的经理获得更高的薪水。
再次，部门经理参与员工的薪酬决策是宽带薪酬体系的另一个优势。
在传统的薪酬结构中，出来人力资源部门的经理，没有人有权利决定工资标准；然而宽带薪酬体系很大程度上是基于个人绩效的，部门经理可以给本部门下属员工的工资提出更多的建议。
甚至做出最后的决策。
最后，宽带薪酬体系可以提高企业的团队精神。
因为宽带薪酬可以客观地削弱员工个人歧视和心理失衡导致的职位的不同，它在一定程度上有助于企业的稳定。
这对提高公司整体盈利能力是很重要的。
2.3 宽带薪酬体系的应用目前，宽带薪酬作为薪酬管理领域的有效工具被广泛应用于欧美地区。
以通用电气公司为例，通用电气使用宽带薪酬已经10几年，现在只有4个工资等级，包含了从高管到普通员工的所有职员的工资。
在中国，随着宽带薪酬体系在中国网通，西门子，北人富士印刷机械有限公司等一些知名公司的应用，宽带薪酬体系作为一种新型的薪酬管理模式受到广泛的关注。
以北人富士公司为例，扩大在同等级由原来的4年级至10年级水平的工资与各等级的宽度为300%。
3 宽带薪酬体系的设计基于宽带薪酬的基本原理和它在各个业务领域的实践，特别是外国公司的成功案例，总结了一些在宽带薪酬体系设计中有效的、可操作的程序。
3.1 工作分析和岗位评估宽带薪酬体系设计的第一步是工作分析和岗位评估。
一般来说，工作分析的目的是记录职位要求和工作的执行；岗位评估是系统地确定一个工作在所有组织中相对价值的过程。
这两道程序可以使企业内部的只为彼此区分，并为岗位的薪酬设计提供依据。
3.2 确定宽带数在这一步里，应该确定全部岗位的宽带数量。
这一步的目的是定义每个宽带合理的，明确的工作范围，这是对于后面设计的基础步骤。
3.3 建立每个宽带的薪酬结构在每一个工作跨度里，应该根据不同工作岗位的特点和不同层次的员工需求，建立每一个职位的薪酬结构；对于具体的的工作，由于不同的职位分类，薪酬结构可以相应的变动。
作为高级管理人员，他们的工作对企业的盈利能力有着全局性的影响，因此应该加强绩效工资的比例；作为企业人力资本的核心，中层管理者在企业中起到了非常重要的纽带作用，他们的收入应该是固定的；同时使用计件工资制并拉大奖金差距，可能有助于提高生产线上的工人的工作效率。
3.4 建立薪酬评估体系最后一步是建立一个包含硬性指标、软性指标和指标权重的薪酬评估体系。
硬性指标是指容易量化的部门绩效和个人绩效；软性指标的评价内容通常涉及工作行为，工作态度，工作成就等，只要依靠的是定性分析，由于软性指标很难建立一个客观、公正的评价标准，所以软性指标不可避免的带有主观性和不确定性；尝试设计出各种方法和公式，将定性的标准定量化，从而提高评估的准确性，是解决上述问题的一个很好的措施。
同时，上述薪酬评估标准应该是对全体员工公开的。
4 宽带薪酬体系实施过程中应注意的问题虽然宽带薪酬制度近几年在欧美国家很流行，与传统薪酬管理模式相比有很多优点，但它并不是适合所有类型的企业。
在引入宽带薪酬制度的过程中，有几个问题是需要注意的。
第一，企业要使用宽带薪酬体系需要分析自己行业的特点和自身的条件。
企业使用宽带薪酬体系应该具备几个条件，比如说一个完美的人力资源管理系统、有效的沟通机制、以详细的数据为基础为实现宽带薪酬体系提供必要的技术条件等。
第二，公司的管理人员要想引入这一新的薪酬体系，应该对绩效评估和宽带薪酬体系之间的关系有一个清醒的认识。
宽带薪酬体系的关键评价指标就是员工对组织贡献的大小，建立绩效评估体系对实施宽带薪酬体系是非常重要的。
如果企业内部的绩效评估系统本身就存在问题，它既不能全面准确的评估员工的绩效，也不能体现他们的价值，宽带薪酬体系就无法很好的运行。
企业在确定是否实施宽带薪酬体系之前，应先评估现有的绩效评估体系。
第三，宽带薪酬体系的激励功能不是万能的，很明显，它的理论和方法存在一些局限性，它只强调横向激励而忽视了纵向激励，这是它的推广变得更加困难。
在传统的薪酬管理模式下，岗位是多种多样的，因此员工的晋升是很容易的，但在宽带薪酬管理模式下，员工可能终身都没有晋升的机会。
众所周知，升职是激励员工的一种非常有效的手段，因此，在使用宽带薪酬体系后，员工可能会因为只加薪不升职而情绪低落。
如何处理那些优秀员工的晋升问题，建立一个全面的薪酬观念将成为一个值得进一步研究的课题。
最后，基本工资是这个系统的关键点。
然而，业内对此并没有一个统一的标准，一般的做法是根据不同企业的大小，盈利能力和员工的能力设置的不同的标准。
5.结论总之，随着管理环境的变化，以人为本的管理理念被越来越多的企业所接受。
这种趋势要求传统的以雇主为核心的薪酬管理模式向新的以企业员工为核心的薪酬管理模式转变，这就需要建立一个全面的符合企业和个人利益的能产生最积极的影响的激励体系。
宽带薪酬体系是一种逐渐被引入的全新的薪酬管理模式，它广泛应用与外国企业并取得了巨大的成功。
在扁平化的组织结构中，基于个人和组织绩效的宽带薪酬体系强调增强企业的活力，提升企业的价值，促进企业的良好发展。
通过本文全面的分析，我们认识到薪酬改革是一个系统的过程，仅仅改革薪酬体系是远远不够的，还需要建立一个系统化的思维模式，并且要与其他人力资源政策相符，只有这样企业的薪酬体系才能变得越来越有效和合理。
对于国内企业，应该根据企业的实际条件来推行宽带薪酬体系，否则将会浪费企业的资源。
宽带薪酬体系的运用将会引发企业薪酬制度的革命是毫无疑问的。
原文：Broadband Salary System：An Innovative Sight of Salary ModeLU Shengying，JIA FangfangCollege of Science & Technology，North China Electric PowerUniversity, PR．ChinaAbstract：The problem of“the effective motivation in enterprise’s human resource management”has recently attracted the attention of many researchers from industry and academia．This paper introduced completely innovative way to solve the above problem—the broadband salary system which based on performance evaluation．By analyzing the advantages and present application of the broadband salary system，this thesis explores the design flow of the broadband salary system，and then pointed out the problems needing attention in introducing this new system．Keywords：the broadband salary system，human resource management, performance1 IntroductionAlong with the development of market economy and the impact of economic globalization．The challenges that the enterprises in our country face are increasingly severe．Among all those challenges，how to attract and keep employees especially core employees has become one of the most important questions．The most effective method to attract and retain the talents is a fair and rational salary system．However, the traditional salary system of which goal is to build an inner consistence allotment system and offer the currency support for the company staff that lack the long—term motivation．And could not stir up the enthusiasm of the employees．Therefore，developing an innovative mode of salary System which can encourage the staff to keep working with high—performancehas become an essential subject for enterprises．The broadband salary system．which is a new kind of salary management mode．can be the improvement or substituting of the traditional vertical salary system and combine the interest of both the employees and the business together．2 Concept and Application of the Broadband Salary System2．1 Concept of the broadband salary systemBroadband salary is a newly—arising salary design system which is fit for the modem firms’flat organization structure and the management pattern based on performance．According to the definition of the American Salary Management Society, broadband salary system means reforming the number and changing range of the salary structure，so as to establish a salary system which contains relatively less salary grades and wider salary changing ranges．Generally speaking，the change rate between the maximum value and the minimum value of the salary grades in this new system should be no less than 100％．A typical structure of broadband salary might have not more than four salary grades meanwhile the change rate in every salary grades may be 200 or even 300 In the traditional structure however．the change rate usually is only 40％to 50％．The most important feature of the broadband salary system is to condense a large number of salary grades into a smaller number of bands with wider spans，thus form a new salary administrative system and operation flow。