薪资结构ppt课件

,Chapter,11,EstablishingAPayStructure建立薪资结构,WhatDoINeedtoKnow,1.Identifythekindsofdecisionsinvolvedinestablishingapaystructure.2.Summarizelegalrequirementsforpaypolicies.3.Discusshoweconomicforcesinfluencedecisionsaboutpay.4.Describehowemployeesevaluatethefairnessofapaystructure.5.Explainhoworganizationsdesignpaystructuresrelatedtojobs.6.Describealternativestojob-basedpay.7.Summarizehowtoensurethatpayisactuallyinlinewiththepaystructure.8.Discussissuesrelatedtopayingemployeesservinginthemilitaryandpayingexecutives.,Introduction,Fromtheemployerspointofview,payisapowerfultoolformeetingtheorganizationsgoals.从雇主的角度来看，工资是实现组织目标的一种强有力的工具。Payhasalargeimpactontheorganizationsuchas:Affectsemployeeattitudesandbehaviors工资对员工的态度和行为有很大影响。Influenceswhichkindsofemployeesareattractedtoandretainedbytheorganization它影响到哪些类型的员工被吸引到（或留在）组织中。Canalignemployeesinterestswithorganizationalgoals可以把员工的兴趣和组织的目标结合起来。Viewedasasignofstatusandsuccess把工资看成是地位和成功的象征。,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,2of22,DecisionsAboutPay有关工资的决策,Paystructureconsistsoftherelativepayfordifferentjobswithintheorganization.薪资结构：是指组织内不同工作的相对工资。Paylevelistheaverageamount,includingwages,salaries,andbonuses,theorganizationpaysforaparticularjob.薪资水平：是组织向某个特定工作支付的平均金额（包括工资、薪金和奖金）Paystructureandpaylevelshelptheorganizationachievegoalsrelatedtoemployeemotivation,costcontrol,andtheabilitytoattractandretaintalentedhumanresources.薪资结构和薪资水平帮助组织实现与员工激励、成本控制、吸引和留住人才有关的目标。,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,3of22,IssuesinDevelopingaPayStructure薪资结构设计的有关问题,4of22,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,LegalRequirementsforPay对工资的法律要求,Governmentregulationaffectspaystructureintheareasof:Equalemploymentopportunity公平就业机会Minimumwages最低工资Payforovertime加班工资,5of22,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,EqualEmploymentOpportunity公平就业机会,Employersmaynotbasedifferencesinpayonanemployeesage,race,orotherprotectedstatus.雇主不能根据员工的年龄、性别、种族或其他受保护的状态来决定工资的差异Anydifferencesinpaymustbetiedtobusiness-relatedconsiderationssuchasjobresponsibilitiesorperformance.任何工资差异必须与经营方面的问题有关，比如工作职责或绩效Jobdescriptions,jobstructures,andpaystructurescanhelporganizationsdemonstratethattheyareupholdingtheselaws.工作说明书、工作结构和薪资结构可以帮助组织证明它们维护了这些法律,6of22,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,OvertimePay加班工资,TheFairLaborStandardsActof1938indicatesthatemployeesmustbecompensatedbywagesthatequaloneandahalftimestheEstablishingAPayStructureusualhourlyrateforhoursworkedbeyond40perweek.Exemptemployees:employersarenotrequiredtopayovertimeNonexemptemployees:mostworkerspaidonanhourlybasisandarenotinoneoftheexemptcategories,7of22,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,ChildLabor童工,Childrenaged16and17maynotbeemployedinhazardousoccupations.Childrenaged14and15mayworkonlyoutsideschoolhoursinnonhazardousjobsforlimitedtimeperiods.Childrenunderage14maynotbeemployedinanyworkassociatedwithinterstatecommerce,exceptinanonhazardousjobforafamily-ownedbusiness.Manystatesrequireworkingpapersorworkpermitsforminors.,8of22,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,PrevailingWages通行工资,TheDavis-BaconActof1931andtheWalsh-HealyPublicContractsActof1936aretwofederallawsthatgovernpaypoliciesoffederalcontractors.TheDavis-BaconActcoversconstructioncontractorsthatreceivemorethan$2,000infederalmoney.TheWalsh-HealyActcoversallgovernmentscontractorsreceiving$10,000ormoreinfederalfunds.,9of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,ProductMarkets产品市场,Anorganizationsproductmarketincludesalltheorganizationsthatoffercompetinggoodsandservices.Animportantinfluenceonpriceisthecosttoproducethegoodsandservicesforsale.Thecostoflaborisasignificantpartofanorganizationscosts.Organizationsunderpressuretocutcostsmayrespondby:ReducingstafflevelsPostponinghiringdecisionsRequiringemployeestobearmoreofthecosts,10of22,McGraw-Hill,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,LaborMarkets,Organizationsmustcompetetoobtainhumanresourcesinlabormarkets.Competitorsincludescompanieswithsimilarproductsandcompaniesinotherindustriesthathiresimilaremployees.Aninfluenceonlabormarketsisthecostofliving.ConsumerPriceIndex(CPI),11of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,EmployeeJudgmentsAboutPayFairness员工对公平性的判断,Indevelopingapaystructure,itisimportanttokeepinmindemployeesopinionsaboutfairness.在设计薪资结构时，记住员工对公平性的看法是非常重要的。Employeesevaluatetheirpayrelativetothatofotheremployees.员工对照其他员工的工资来评价他们自己的工资。Accordingtoequitytheory,peoplemeasureoutcomessuchaspayintermsoftheirinputs.根据公平理论，人们根据他们的投入对收入等结果进行衡量。Thewayemployeesrespondtotheirimpressionaboutequitycanhaveagreatimpactontheorganization:员工对公平与否形成印象后，就会做出反应。他们的反应方式会对组织产生很大的影响。Behaviorscontinueunchanged行为保持不变（认为公平时）Rethinkthesituation重新思考（认为自己占了便宜时）Makeupthedifferenceinoneofthreeways:用以下三种方式弥补差异（认为不公平时）Lesseffort投入较少的努力Findwaystoincreaseoutcomes寻找方法增加他们的产出（如偷盗）Withdrawalfromtheorganization撤出组织,12of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,OpinionsAboutFairness:PayEquity对于公平的看法工资平衡法,13of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,JobStructure:RelativeValueofJobs工作结构：工作的相对价值,Alongwithmarketforcesandprinciplesoffairness,organizationsconsidertherelativecontributioneachjobshouldmaketotheorganizationsoverallperformance.除了市场力量和公平原则，组织还要考虑每个工作对组织整体绩效的相对贡献。Jobevaluation:anadministrativeprocedureformeasuringtherelativeworthoftheorganizationsjobs.工作评价：衡量组织中各个工作的相对价值的管理程序Usuallytheorganizationdoesjobevaluationbyassemblingandtrainingacommitteeconsistingofindividualsfamiliarwiththejobstobeevaluated.通常组织为此要组建一个评估委员会并进行培训，委员会的成员由熟悉被评估工作的人组成。TheHayGuide-Profilemethodisawayfororganizationstoevaluatemanagerialandprofessionaljobsseparately.TheHayplancreatesaprofileforeachpositionbasedonthreevariables:Hay定向表格是组织对它的管理工作和专业工作分别进行评估的方法，它根据三个变量对每个职务建立一个简要描述：Know-how技术知识Problemsolving解决问题Accountability责任,14of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,PayStructure:PuttingItAllTogether薪资结构：把各个因素组合起来,Organizationsmaystatepayintermsof:组织可以从以下几个角度来对工资进行描述Hourlywage小时工资Pieceworkrate计件工资Salary薪金,15of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,PayRates,PayGradesandPayRanges工资额、薪资等级、薪资区间,Iftheorganizationsmainconcernistomatchwhatpeopleareearningincomparablejobs,itcanbasepaydirectlyonmarketresearchintoasmanyofitskeyjobsaspossible.如果组织主要关心的问题是如何使做同等工作的人工资相当，那么组织就应当尽可能地直接以市场调查结果为基础制定关键工作的工资。Paypolicylineisagraphedlineshowingthemathematicalrelationshipbetweenjobevaluationandpayrate.从数学意义上讲，薪资政策线显示了工作评价和工资额之间的关系。Organizationsmustweighalltheobjectivesoftheirpaystructuretoarriveatsuitablerates.组织必须权衡其薪资结构的所有目标，以确定合适的薪资水平。Paygrades:setsofjobshavingsimilarworthorcontent,groupedtogethertoestablishratesofpay.薪资等级：具有相同价值或内容的一系列工作被组合在一起以建立薪资水平。Payrange:minimum,maximum,andmidpointofpayforemployeesholdingaparticularjobwithinaparticularpaygrade.薪资区间：组织对处于某个特定工作，或者某个特定薪资等级中工作的员工制定最低、最高和中间工资。Red-circlerates红圈工资Green-circlerates绿圈工资,16of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,SamplePayGradeStructure薪资等级结构的例子,17of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,AlternativestoJob-BasedPay以工作为基础制定工资的替代方法,Thetraditionalandmostwidelyusedapproachtodevelopingpaystructurefocusesonsettingpayforjobsorgroupsofjobs.在制定薪资结构时，传统的、最广泛使用的方法是围绕职位或职位类别来设定工资。Delayeringreferstoreducingthenumberoflevelsintheorganizationsjobstructure.扁平化：减少组织工作结构中的层次。Broadbandsarebroadergroupingsofjobs.范围更宽的分组被称为工资带Skill-basedpaysystemsarepaystructuresthatsetpayaccordingtotheemployeeslevelofknowledgeandwhattheyarecapableofdoing.技能薪资体系：是根据员工的技能或知识水平，以及他们做事的能力来制定工资的薪资结构。Disadvantagesofskill-basedpaysystems,18of22,2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill,PayStructureandActualPay薪资结构和实际工资,Usuallythehumanresourcedepartmentisresponsibleforestablishingtheorganizationspaystructure.通常，人力资源部负责建立组织的薪资结构。Thestructurerepresentstheorganizationspolicy,butwhattheorganizationactuallydoesmaybedifferent.结构代表了组织的政策，但组织实际怎么做却可能不同。TheHRde