1、获取竞争优势的人力资源管理 之七,Human resource management gaining a advantage competitiveness,Motivation and pay 激励和薪资报酬,1.Discuss the Maslow, the Herziberg and the Adams theories讨论马斯洛，赫兹伯格，亚当斯的激励理论 2.Describe the compensation and the bases for determining pay讨论薪资报酬和决定工资水平的因素 3.Explain how to establish a pay plan如
2、何制定工资计划 4. Discuss long-term and short-term plans长期和短期激励计划,1. Fundamentals of Motivation激励理论,1.1Maslow. 马斯洛需要层次论A distinguished psychologist who identified five basic categories of human needs, and indicated that each heed becomes active only after the need below it is satisfied.self-actualizationeg
3、osocial safety physiological,1.2 Herznerg and motivator-hygiene theory 赫兹伯格双因素理论,(1) 保健因素Hygiene factors. According to herziberg, hygiene factors include not only physiological needs such as hunger and thirst but also salary, working conditions, and supervision.offering more hygiene is not the best
4、way to strengthen motivation, in herzbergs view, since they just prevent dissatisfaction.保健因素不仅仅指饿，渴等生理需要，还包括工资，工作条件，领导监督等等因素，满足这些因素并不能带来动机，而只能起到防止员工不满的保健作用。,(2) 激励因素Motivator factors.,Opportunities for achievement, responsibility and more challenging jobs激励因素是指获得成就感，在工作中承担起更具责任更有挑战性的工作Hygiene Facto
5、rsDissatisfied Prevent Dissatisfiedmotivation factors No satisfy Satisfy,1.3 Adams Equity Theory亚当斯的公平理论,公平理论Equity theory of motivation assumes that people are strongly motivated to maintain a balance between what they perceive as their input, or contributions and what their output, or reward. 公平理论
6、指出人们通过将自己投入和收益之比和他人的投入收入指标做比较，以此判断是否得到公平对待。Op / Ip Or / IrOp / Ip Or / IrOp / Ip Or / Ir,2. Basic Aspects of Compensation 薪资报酬,2.1compensation at work 工作报酬Employee compensation means all forms of pay or rewards going to employees and arising from their employment.员工因工作而获得的各种报酬 Direct financial payme
7、nt直接报酬: wages salaries, incentives, commissions, and bonuses. 如工资薪水，奖金，佣金，红利 Indirect employment:financial fringe benefits like employer-paid insurance, vacations, and non-financial rewards like challenging jobs, flexible work hours, a more prestigious office.间接报酬，包括间接货币方式支付的福利，保险， 休假，以及非货币方式支付的报酬，如
8、挑战性工作，弹性工作时，豪华办公室等。,2.2.Basic consideration in determining pay 决定工资水平的因素,Legal consideration法律和法规 Union influences 工会的影响 Compensation policies报酬政策 Equity and its impact on pay 公平的影响 Labor Marketplace price劳动力市场价格 benchmark基准价格 inflation通货膨胀 Cost-of-living differentials 地区生活费用 profitability企业赢利能力,Spe
9、cification 任职资格 position职务因素 Enterprise culture企业文化 Labor cost in different countries 国家间劳动力成本差异 Skill level in different countries 国家间技能水平差异 GDP per person in different countries 国家间人均国内生产总值差异,Example:Enterprise culture 受企业文化因素影响的工资结构线,实 实 付 A 付 C 工 工 资 B 资 D 职务评价等级 职务评价等级,3.Establishing Pay Rates
10、确定工资结构,3.1 Step1.determine the worth of each job 确定每个职务的相对价值 job evolution is aimed at determining the relative worth of a job. It involves a formal and systematic comparison of jobs in order to determine the worth of on job relative to another.职务评价目的在于判定一个职务的相对价值，确定一个职务相对于其他职务的价值所做的正式系统的比较，以确定该职务的工
11、资等价。,(1) Job Evaluation Methods职务评价方法,排序法Ranking methodthe simplest method of job evaluation that involves ranking each job relative to all other jobs, usually based on overall difficulty.是最简单的职位评价方法，依据工作复杂程度等总体指标对每一个职位的相对价值予以排序,常青卫生院职位序列,医院院长 25，000 元 护士长 16，000 元 管理员 15，500 元 护士 10，000 元 勤杂工 7，000
12、元,(2) Point method要素计点法,Point method要素计点法 The point method is a more quantitative job evaluation technique. It involves identifying 1) several compassable factors, each having several degrees as well as 2) the degree to which each of these factors is present in the job 一种更为复杂的量化职位评价技术。 它要求确定多个报酬要素，
13、每个要素分成几等，这些因素的等级是工作的现实情况。,Three factors of job evaluation system 三要素工作评价系统举例,Step 2 conduct the salary survey 薪资调查,Salary survey is at determining prevailing wage rages. A good salty survey provides specific wage rates for specific jobs。市场薪资调查在确定员工报酬时起到决定作用，好的薪资调查为特定的职位提供特定的工资率。 The ways of the surv
14、ey调查方法途径 Written questioners问卷法 Telephone survey电话调查 Newspaper ads 报纸杂志 Commercial survey商业调查 Professional survey专业调查 Government survey政府调查,Step 3 Group Similar Jobs Into Pay grades 将类似职位归入同一工资等级,Pay grade. 工资等级A pay grade is comprised of jobs of approximately equal difficulty.通过比较将类似职位归入同一工资等级。,Ste
15、p 4 price each pay grade-wage curves 确定工资曲线,Step 5 fine tune pay rates对工资率进行微调,(1) develop rate ranges设计工资率系列 This will involved correcting out-of-line rates and developing rate ranges调整偏差工资率并设计一套新的工资率系列 (2)correcting out-line rates修正工资偏差率 This is to cope with the problem that the average pay for th
16、at job is currently too high or too low对过高和过低的工资率进行修正。,Wage Structure 工资率结构,工 资 率工资率结构,4. Bases for Determining Pay 工资制度,Pay on time 计时工资制 Piecework pay计件工资制 Skill-based pay技能工资制 Pay by Working age年功工资制 Position and skill pay岗位技能工资制 Structure pay结构工资制,5.Current Issues in Compensation Management 当前在报
17、酬管理上存在的争议,Determinants of Executive Pay高层管理人员的工资 Four compassable factors:4个决定高层管理人员工资水平的要素 Company size公司规模 Profitability 赢利能力 Number of employees 雇员数量 Work experience 工作经验,若干国家年销售额2。5亿美元以上公司CEO的报酬比较,6.financial incentives绩效工资,6.1 money and motivation金钱和动机 Talor. the father of the scientific manage
18、ment movement 科学管理之父。 Fair day. 公平工作日。The fair days work should depend on the a careful, formal, scientific process of inspection and observation公平工作日依赖于仔细，正规，科学的监察，观察过程上所做的工作分析， Scientific management. 科学管理Implies careful scientific study of all the factors that go into work and includes workerss mo
19、tivation,job satisfaction, and optimum production对提高劳动生产率进行的仔细科学的研究，包括动机，工作满意度，最优生产方法等。,7.Incentives for Production Employees生产工人激励计划,7.1 Piecework 计件工资制 Straight piecework plan直接计件工资制 Guaranteed piecework有保障计件工资制 7.2 Standard hour plan 标准工时制 7.3 Group incentive plans团队激励计划,8. Incentives for Manager
20、s and Executives中高层管理人员激励计划,8.1 Short-term incentives: the annul bonus短期激励， 年终分红 Eligibility资格条件 Found-size determination基金规模的确定 Individual awards 个人奖励额,8.2 long-term incentives长期激励计划,Capital accumulation programs.资本积累方案 Encourage executives to stay with the company by providing them with the opport
21、unity to accumulate capital based on the forms long-term success. 通过为高层管理人员积累财富，鼓励他们为完成长期目标与企业共同奋斗。,(1) Seven long-term incentive plans 管理人员七种长期激励形式：,Stock options 股票期权 Stock appreciation right股票增值计划 Performance achievement plans绩效达成计划 Restricted stock plans定量股票计划 Phantom stock plans影子股票计划 Book valu
22、e plans股票面值计划 Long-term cash performance incentives现金红利长期绩效计划,(2) Implementing Long-term Incentives 长期激励计划的实施,One study by consultants McKinsey and company麦肯锡咨询公司的研究 Risk of stock options股票期权的风险 Long-term incentives to managers and top executives长期激励计划对中层和高层管理人员的作用 3 conditions of successful plans成功
23、的长期激励计划的条件： The Measures of performance correlate with shareholder wealth creation , not earning per share growth绩效测量标准和持股人的财富增长相关，而不是和股息增长带来的收入相关 Establish valid target levels and communicate them clearly to participants建立明确的目标体系，并和计划参与者详细沟通 The performance can be modified if market conditions warr
24、ant it 根据市场环境变化，对绩效目标可以进行调整,9.incentives for salespeople 销售人员激励计划,Salary plan薪资计划 Commission plan佣金计划 Combination plan复合计划 Special rewards特殊奖励,10.rewarding key contributors 对关键有功人员的奖励,现金 股权 特殊津贴 非货币奖励奖励关键有功人员的方法,11. Oranizationwide Incentive Plans组织的整体激励计划,Profit-sharing plans利润分享计划 Employee stock o
25、wnership plan雇员持股计划 Gain-sharing plain收益分享计划 Risk salary plans浮动工资计划,12.Developing Effective Incentive Plans建立有效的激励计划,Ensure that effort and rewards are directly related .确信绩效同报酬挂钩 The plan must be understandable and easily calculable by the employees计划易于理解，收益容易计算 Set effective standards.制定绩效标准 Guarantee the standards确保标准能执行 Guarantee a base rate 确保基本工资,
