薪酬管理毕业论文外文翻译资料.doc

薪酬管理毕业论文外文翻译资料 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 and performance evaluation Abstract Any 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 bee the core of the enterprise recognized goal. The pensation 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, design 1 Introduction Human capital to the enterprise wealth maximization, the greatest degree of retaining key talent, attract potential talent, the basic principals and suessful is perfect petitive pensation system. With the concept of human capital is more and more people Heart, attract, retain and motivate key talent, has bee the core of enterprise determine target, pensation 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 review Early in the traditional pensation 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, Quesnays minimum wage theory is that wages and other modities, 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 employers subjective desire, but the result of the petition 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 cant 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 plete tasks rewarded system to perfect the incentive measures. Represented by American economist Beckers 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 pensation phase, the contents of the pensation has been changed, increased a lot of different pensation models, and more and more pay attention to employees personal feelings and development, employees can even aording to individual condition choose different salary portfolio model. Employees can be paid off on surface of the material and spiritual. 3 Pay system overview In 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 pensation 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 western developed economies in the enterprise owners and managers try to change the traditional form of pensation, relocation pensation system, the importance of also constantly try to innovate salary system of design and diversification. Performance pay system is established in aordance with the enterprise organization structure based on the results of the individual or team performance appraisal for salary distribution system. Total pensation is generally associated with individual or team performance. Now the enterprise model is used to bine 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 pensation 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 plete 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 pensation system can be very skillful professionals to make up for in terms of pensation. But with technical pensation system with the 毕业论文材料：英文文献及译文 课题名称：薪酬体系 专 业 工 商 管 理 学 生 姓 名 班 级 B 工 商 072 学 号 指 导 教 师 专业系主任 完 成 日 期二零一一年三月 The Changing Pattern of Pay and Benefits Tudor, Thomas R, Trumble, Robert R Journal of Compensation & Benefits/May/xx Today, many panies still base their reward systems on the 1950s pensation model made popular during the brief period when U.S. panies dominated the world. With todays increasingly petitive environment, however, panies must look more closely at the cost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the pany. Most importantly, panies must also attract and retain high performers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new pensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems. Traditional pensation approaches are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global petition being an increasingly prominent issue, panies need reward systems that match their movement to decentralized structures. Larger numbers of panies are also being very aware that they cannot just pass additional pensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by being more flexible instead of remaining fixed. This adjustment involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job. In todays most suessful panies, employee rewards and benefits are increasingly incorporated into an organizations strategic planning. Why? The rationale is that employee pensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organizations strategic requirements and should match organizational goals. Compensation strategic planning should involve:consideration of the internal and external environment; and creation of an organizations pensation statement, pensation goals, and the development of pensation policies. Today, one strategic pensation trend is the use of pay incentives instead of the traditional, annual “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to pensation. We can group the changing pattern of pensation into two general areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these changing trends and determine the plan that is most suitable for their organization. PAY METHOD TRENDS There are a number of pay methods available for use by employers, including general pay increases, cost-of-living increases, merit pay, bonuses, skill-based pay, petence-based pay, CEO pensation, gainsharing, and various types of incentive pay. General Pay Increase A general pay increase is a pay increase given to everyone in a pany. It can be a lump-sum payment, but it is more likely to be a percentage increase in base salary. The employers rationale for the pay increase may have been the result of a market survey, job evaluation, or just a profitable year. The trend, however, is for general increases to decline as pay-for-performance systems bee increasingly dominant. In addition, giving everyone the same raise sometimes decreases morale because high-performing employees see poor performers getting the same reward. Cost-of-Living Increase Cost-of-living increases are general pay increases triggered by a rise in an inflation-sensitive index, such as the consumer price index or the producer price index. As with general pay increases, the use of cost-of-living pay increases is decreasing among panies. The rationale for this decrease is that with lower inflation (thus little change in prices), ines are more stable and the need for inflation adjustments is not as great as it was in the past. In addition, collective bargaining agreements are now less likely to include provisions for cost-of-living increases, so nonunion firms are not under as much pressure to provide them in an attempt to match union-negotiated pensation. Their decline can also be attributed to the fact that employers are moving away from pay systems that are nonperformance related. Merit Pay Merit pay is another generic term in which pay incentives are given for overall job performance.2 Some problems frequently encountered with merit pay plans include: ? the use of subjective criteria when measuring employee performance; ? a lack of uniform standards for rating individual employees; ? differences among managers in how to make individual ratings. Merit pay was the first attempt by firms to create a pay-for-performance system. However, due to employer (and employee) dissatisfaction with merit pay plans, the trend is to eliminate them and instead use pay-for-performance plans that are more objective (such as bonus plans), and that use specific performance measuring criteria that aid in the performance appraisal process.3 This trend includes both the private and public sectors, because the merit pay system in the federal sector has also been inadequate. Bonus A bonus is a generic term involving a type of pay-for-performance plan. Managers can give a bonus for individual or group performance, and for meeting objectives such as MBO (management by objectives). Researchers and practitioners have given these plans high marks for motivating employees, for creating loyalty, and for meeting performance objectives. In addition, bonuses reduce the turnover of high-performing employees and increase the turnover of low performers, who do not get bonuses. If the bonus system is well-designed, they also create internal equity. As such, bonus systems (pay-for-performance) are the current trend in pensation. Skill-Based Pay Skill-based pay emphasizes a panys desire to increase the skills and knowledge of its workforce. It may involve classes, voluntary job rotation, or tests. Its benefits are many, including having trained people available to do a job if someone is absent. Skill-based pay also works well with quality circles because: ? it provides employees with a better understanding of the jobs their coworkers perform; ? it reduces resistance to restructuring or other needed changes; ? it leads to a more flexible workforce that can better adapt to new technologies or processes; and it encourages a learning environment.It does, however, require a large investment in training which can be expensive. Competence-Based Pay Competence-based pay (the grid system) is very new and does vary from plan-to-plan. The idea is not only to reward employees for how well they do a job, but for how they do the job. For example, a petence-based pay plan can be used to persuade workers to use the puters that are sitting on their desks, or to adapt to other changes that e along. The rationale behind a petence-based pay plan is to keep employee skills current. CEO Compensation The pensation of CEOs (and other top executives) has also been changing, and now includes more pay incentivessuch as stock optionsto better link performance with pensation. Plans linking executive pay with performance may include stock options, cash bonuses, phantom stock, or deferred pensation, all of which are ways of making top management more aountable for pany performance. Today, performance considerations are a larger part of executive pensation. The Securities and Exchange Commission also requires corporations to explain the rationale behind their executive pensation programs to shareholders. Gainsharing Gainsharing is a pay-for-performance plan in which “gains” are shared with employees for improvements in profitability or productivity.Gainsharing plans are designed to create a partnership with employees so that both management and labor are working toward the same goals and that both groups are benefiting from the results. Gainsharing is a growing trend, and it fits well with other trends, such as participatory management, worker empowerment, and teamwork. It is also being used in many service businesses, such as banking and insurance. Gainsharing encourages employee involvement and aeptance of change, and aligns employee goals with pany goals. Five Types of Pay Incentives While all pay incentives can be generically coined as “gainsharing,” we will briefly mention five types: 1. ESOPs. Employee Stock Ownership Plans allow the sharing of gains through dividends and any increase in the value of pany stock. ESOPs do create ownership in the pany for employees that may result in additional motivation, but they do not necessarily have a participative-management ponent. 2. Profit-Sharing Plans. Profit-sharing plans allow employees to share in the revenue they helped generate. This sharing can be either deferred or immediate. Some observers argue that associating rewards and performance is difficult if managers only give rewards annually, and that perhaps employees should not share in the profits because they do not share in the risks. However, panies such as Lincoln Electric and Ford feel that profit sharing is a strong inducement to increase performance. The current rate of growth of these plans is significant. For best motivational results, panies should use a system that is based on some criteria that employees understand, instead of just an arbitrary amount. The advantage of profitsharing plans is that employers do not have to pay a large sum of money if the profit target is not met. 3. Scanlon Plans. Scanlon plans allow employees to share in any savings in labor cost (using a ratio) that is due to their increased performance. The rationale for ScanIon plans is to help employees identify with and participate in the pany. Employees participating in such plans may have aess to suggestion programs, brainstorming sessions, or mittees to solve production problems. The employer and the employees then share in the savings that result. 4. Rucker Plans. Rucker plans allow employees to share in any improvement in the ratio of employee costs to the valued added in manufacturing. This is the most plex gainsharing plan, because it deals with four variables: labor costs, sales value of production (changes in equipment, or work methods, for example), purchases of outside services such as subcontracting, or utilities, and purchases of outside materials, involving “inventory, theft, and so on”. Rucker plans are designed to give employees a stake in areas such as reducing labor costs, using raw materials, and outsourcing decisions. As such, everyone shares in the savings. 5. Improshare Plans. Improshare plans allow employees to share in productivity gains that our because of their efforts.sup5 Following the Improshare approach, managers give bonuses when the actual hours for a specific amount of productivity are less than the standard that they created using a formula. The savings are split between the pany and the workers, in a ratio such as 50?50. CHANGES IN BENEFIT PLANS Changes in benefit plans have ourred as a result of efforts to keep up with trends, to contain costs, and to meet government regulations. Employees often view benefits as an entitlement, and their costwhich has steadily increasednow averages 36 percent of total wages. The trend is to get the most out of benefits, while keeping costs down. For example, employers do not want to pay for any overlap of coverage, or t