人力资源管理-外文翻译.doc

中文3090字 英文资料及译文姓 名 史蒂夫 专 业 工商管理 班 别 XXXXX 指导教师 X X X 日 期 二零一四年五月十二日 译文资料原文What is Compensation?An employees total compensation has three components. The relative proportion of each(known as the pay mix)varies extensively by firm. The first and(in most firms) largest element of total compensation is base compensation, the fixed pay an employee receives on a regular basis, either in the form of a salary (for example, a weekly or monthly paycheck) or as an hourly wage. The second component of total compensation is pay incentives, programs designed to reward employees for good performance. These incentives come in many forms(including bonuses and profit sharing) and are the focus of chapter 11. The last component of total compensation is benefits, sometimes called indirect compensation. Benefits encompass a wide variety of programs(for example, health insurance, vacations, and unemployment compensation), the costs of which approach 41 percent of workers compensation packages. A special category of benefits called perquisites, or perks, are available only to employees with some special status in the organization, usually upper-level managers. Common perks are a company car, a special parking place on company grounds, and company-paid country club memberships.Compensation is the single most important cost in most firms. Personnel costs are as high as 60 percent costs on certain types of manufacturing environments and even higher in some service organizations(for example, labor costs amount to approximately 80 percent of the U.S. Postal Services budget). This means that the effectiveness with which compensation is allocated can make a significant difference in gaining or losing a competitive edge. For instance, a high-tech firm that provides generous compensation to managerial and marketing personnel but underpays its research and development staff may lose its ability to innovate because competitors constantly pirate away its best talent. Thus ,how much is paid and who gets paid what are crucial strategic issues for the firm; they affect the cost side of all financial statements and determine the extent to which the firm realizes a low or high return on its payroll dollars.Balancing EquityIdeally, a firm should try to establish both internal and external pay equity, but these objectives are often at odds. For instance, universities sometimes pay new assistant professors more than senior faculty who have been with the institution for a decade or more, and firms sometimes pay recent engineering graduates more than engineers who have been on board for many years.You may wonder why the senior employees accept lower pay instead of leaving and competing for higher-paying positions elsewhere. Senior faculty are usually tenured, which means they would give up job security if they went to another university. Further-more, both college professors and engineers work in fields where the knowledge base is constantly changing, making recent graduates(who are more likely to be aware of new developments in their field) somewhat more valuable employees.In addition to balancing internal and external equity, many firms have to determine which employee groups pay will be adjusted upward to meet(or perhaps exceed)market rates and which groups pay will remain at or under market. This decision is generally based on each groups relative importance to the firm. For example, marketing employees tend to be paid more in firms that are trying to expand their market share and less in older firms that have a well-established product with high brand recognition. In general, emphasizing external equity is more appropriate for newer, smaller firms in a rapidly changing market. These firms often have a high need for innovation to remain competitive and are dependent on key individuals to achieve their business objectives. Much of the relatively new high-tech industry fits this description.For instance, with a sales growth rate of at least 40 percent annually during the last few years, Dell Computers CEO Michael Dell claims the number one priority for the company is hiring and retaining scarce talent. The CEO is not afraid to get in on the act, according to Dells HR Director Andy Esparza. Ill call Michael or e-mail him to say, Weve got a recruit who has a couple of competing offers. Would you call him? says Esparza. And hell pick up the phone right away, or use his car phone on his way homewhatever he needs to do to make the call. He is a great closer.Dell negotiates with each prospective employee to devise a compensation package that depends on the persons value to the company.A greater emphasis on internal equity is more appropriate for older, larger, well-established firms. These firms often have a mature product, employees who plan to spend most of their career with the firm, and jobs that do not change often. Much of the regulated utilities industry fits this description.fixed versus variable payFirms can choose to pay a high proportion of total compensation in the form of base pay(for example, a predictable monthly paycheck)or in the form of variable pay that fluctuates according to some preestablished criterion. For example, CitiBank pays its employees(except for those at the highest executive ranks)almost exclusively in the form of fixed compensation or base pay. In contrast, Anderson Windows pays its employees up to 50 percent of their total compensation in the form of a bonus based on company profits for the year.There is a great deal of variation in the way firms answer the fixed versus variable pay question. On average, 10 percent of an employees pay in the United States is variable. This compares to 20 percent in Japan. However, the range is huge in both countriesform 0 percent up to 70 percent. For select employee groups(such as sales), variable pay can be as high as 100 percent. In general, the proportion of variable pay increases as an employees base pay increases, indicating that those in higher-level positions earn more but their overall compensation is more subject to risk. For employees earning more than $750,000 a year in base pay, variable compensation is close to 90 percent of base pay. For those earning less than $25,000 a year in base pay, this percentage drops to less than 5 percent.As we discuss in Chapter 11, variable compensation takes many forms, including individual bonuses, team bonuses, profits sharing, and stock ownership programs. The higher the proportion of variable pay, the more risk sharing there is between the employee and the firm. This means a trade-off between income security and the potential for higher earnings.Fixed pay is the rule in the majority of U.S. organizations largely because it reduces the risk to both employer and employee. However, variable pay can be used advantageously in smaller companies, firms with a product that is not well established, companies with a young professional workforce that is willing to delay immediate gratification in hopes of greater future returns, firms supported by venture capital, organizations going through a prolonged period of cash shortages, and companies that would otherwise have to institute layoffs because their revenues are volatile.Apple Computer provides an excellent example of a firm that used variable pay to its own and its employees advantage. Employees were willing to work for low salaries for several years in exchange for company stock; many of those who persevered because millionaires after the value of Apples stock went sky high in the mid-1980s. Similarly, many Wall-mart store managers who worked for years at a low salary plus Wall-mall stock became wealthy when companys stock value soared.Not all variable pay plans work out well for employees, however. Employees at two airlines, People Express and America West, found that the stock they received in lieu of a higher salary was almost worthless when they tried to cash it in.Designing and Administering BenefitsAn overview of BenefitsEmployee benefits are group membership rewards that provide security for employees and family members. They are sometimes called indirect compensation because they are given to employees in the form of a plan(such as health insurance)rather than cash. A benefits package complements the base-compensation and pay-incentives components of total compensation. According to the U.S. Bureau of Labor Statistics, benefits cost U.S. companies about $11,586 per year for the average employee.Employee benefits protect employees from risks that could jeopardize their health and financial security. They provide coverage for sickness, injury, unemployment, and old age and death. They may also provide services or facilities that many employees find valuable, such as child-care services or an exercise center.In the U.S. the employer is the primary source of benefits coverage. The situation is quite different in other countries, where many benefits are sponsored by the government and funded with taxes. For example, in the U.S. employers voluntarily provide their employees with health insurance, while in Canada health insurance is a right bestowed on all citizens by the countrys national health system. For a brief summary of Canadas health-care policy, see the Issues and Applications feature on page 396 titled: Benefits across the border: A look at Canadas Health-Care system.The benefits package offered by a firm can support managements effect to attract employees. When a potential employee is choosing among multiple job offers with similar salaries, a firm offering an attractive benefits package will be ahead of the pack. For example, Swedish Medical Center, a hospital in Denver, Colorado, uses its on-site childcare center as a recruiting tool to attract high-quality staff. It is one of only two hospital in its region that offer this benefits.Benefits can also help management retain employees. Benefits that are designed to increase in value over time encourage employees to remain with their employer. For instance, many companies make contributions to employees retirement funds, but these funds are available only to employees who stay with the company for a certain number of years. For this reason, benefits are sometimes called golden handcuffs. An excellent example of the power of benefits to retain employees is the U.S. military, which provides early retirement benefits to personnel who put in 20 years of service. This 20 years and out retirement provision allows retired military people to start a second career at a fairly young age with the security of a lifelong retirement income to supplement their earnings. These generous benefits help the armed forces retain valuable officers and professionals who would otherwise be attracted to higher-paying civilian jobs.Type of benefitsBenefits can be organized into six categories. These categories, which we examine in detail in this chapter, are:1.Legally required benefits: U.S. law requires employers to give four benefits to all employees, with only a few exceptions: (1)Social Security; (2)workers compensation, (3)unemployment insurance, and (4)family and medical leave. All other benefits are provided by employers voluntarily2.Health insurance: Health insurance covers hospital costs, physician charges, and the costs of other medical services. 3.Retirement: Retirement benefits provide income to employees after they retire.4.Insurance: Insurance plans protect employees or their dependents from financial difficulties that can arise as a result of disability or death.5.Paid time off: Time-off plans give employees time off with or without pay, depending on the plan.6.Employee services: Employee services are tax-preferred services that enhance the quality of employees work or personal life.译文管理人力资源，2002年，北京大学出版社，第324325、327、395396、399页作者：Luis.R.Gomez-Mejia、David B.Balkin、Robert L. Cardy什么是薪酬员工的总薪酬有三个组成部分。每个的相对比例(即薪酬组合)适合广泛不同的公司。第一个和最大(在大多数公司)元素的总薪酬基本薪酬,员工定期接收固定工资,要么以工资的形式(例如,每周或每月的薪水)或每小时的工资。第二部分的总薪酬是薪酬激励措施,项目旨在奖励员工的良好表现。这些激励措施有许多形式(包括奖金和利润分享),第十一章的重点。总薪酬的最后一个组件是好处,有时被称为间接补偿。好处包括各种各样的程序(例如,医疗保险,假期,和失业补偿),哪一种方法的成本41%的工人的薪酬方案。一个特殊的类别称为额外津贴的福利,或津贴,只提供给员工一些组织中的特殊地位,通常上层管理人员。常见的津贴是公司的车,公司上一个特殊的停车位,公费乡村俱乐部会员。薪酬是大多数公司最重要的成本。某些类型的生产环境和更高的服务组织(例如,劳动力成本大约80%的美国邮政服务的预算)人员成本高达60%的成本。这意味着薪酬分配的有效性可以显著差异在获得或失去竞争优势。例如,高科技公司提供丰厚的薪酬管理和营销人员但采取研发人员可能失去创新能力,因为竞争对手不断海盗最好的人才。因此,支付多少钱,谁支付公司重要的战略问题是什么;他们在成本方面影响的财务报表并确定公司在多大程度上实现其工资美元低或高回报。平衡薪酬理想情况下,一个公司应该建立内部和外部的薪酬公平,但这些目标往往相悖。例如,大学有时候支付新助理教授以上机构的资深教员已经十多年来,企业有时支付工程毕业生超过工程师已经很多年了。你可能想知道为什么高级雇员接受更低的工资,而不是离开和竞争高薪职位。高级教师通常是终身的,这意味着如果他们去另一个大学他们将放弃工作保障。进而,大学教授和工程师工作在领域知识库是不断变化的,使应届毕业生(更可能是意识到字段)的新发展更有价值的员工。除了平衡内部和外部股权,许多公司必须确定哪些员工团体的薪酬将会向上调整以满足(或超过)市场利率和组的薪酬将保持在或在市场。这个决定通常是基于每个员工的相对重要性。例如,营销员工更倾向于支付公司,正试图扩大他们的市场份额和更少的老公司,有完善的产品与高品牌认知度。一般来说, 新的、小型企业在瞬息万变的市场更适合强调外部股权。这些公司通常有很高的需要创新来保持竞争力和依赖于关键人物来实现他们的商业目标。大部分的相对较新的高科技产业符合这一描述。例如,每年至少40%的销售增长率在过去的几年中,戴尔电脑的首席执行官迈克尔戴尔声称公司的首要任务是招聘和留住稀缺人才。根据戴尔的人力资源主管安迪指控,首席执行官不是害怕得到的行为。“我会打电话给迈克尔或电子邮件他说,“我们有一个招募几个相互竞争的报价。你打电话给他吗?”埃说。“他马上拿起电话,或者在回家的路上使用他的汽车电话无论途中他需要做什么来打这个电话。他是一个伟大的接近。”戴尔与公司每个潜在员工协商制定一个取决于人的价值的薪酬。更注重内部股票适合成立时间长的,更大的,更完善的公司。这些公司通常有一个成熟的产品,员工花大部分的职业生涯与公司的计划,和不经常更改的工作。大部分监管公用事业行业符合这种描述。固定和可变工资公司可以选择支付高比例的总薪酬基本工资的形式(例如, 每月一个可预测的薪水)或变量的形式支付,根据一些波动预先制定标准。例如,花旗银行支付员工(除了那些在最高管理层)几乎只在固定补偿或基本工资的形式。相比之下, Anderson Windows根据公司利润的形式付给其员工总薪酬50%的奖金。公司在回答固定和可变工资的问题时有一个很大的变化。平均有10%的员工的工资在美国是可变的。相比之下,日本的是20%。然而,在两个国家之间的差距是巨大的从0%到70%。对于员工团体(如销售)来说，浮动薪酬可以高达100%。一般来说,变量的比例加薪作为员工的基本工资增加,表明那些在更高级别的职位赚得更多,但他们的整体薪酬更危险。年基本工资收入超过750000美元的员工，接近90%的基本工资是可变薪酬。对于那些年基本工资收入低于25000美元的,这个比例下降到低于5%。在第十一章，我们讨论了可变薪酬拥有许多种形式,包括个人奖金,团队奖金