会计公司研究出的薪酬激励.doc

毕业论文（设计）外文翻译一、外文原文原文：Research on Salary Incentive of Small-Medium Accounting FirmsHong Hong, Zhu LinSchool of Management, Wuhan University of Technology, Wuhan, P.R.China, 430070(E-mail: , )Abstract For a long time, most of the small and medium accounting firms are on the use of extensive human resources management, which result in lack of incentive mechanisms. This article is aimed at small and medium-sized accounting firms of our existing pay system, points out that its deficiencies lies in the four conflictions, including the confliction between service charge system and business related bonus system, the confliction between business -related bonus and job-related bonus, the confliction between the contradiction of the residual claim between partner and non-partner, the contradiction between pure material drive and long-term development of the firm. Based on this, this paper designs a new comprehensive incentive mode including material incentive and spiritual incentive to find the ways that help small and medium accounting firms stimulate the enthusiasm of staff.Key words small-medium accounting firms, salary incentive mode, material drive, spiritual drive1 IntroductionMajority of the Accounting firms in China are small and medium-sized accounting firms, most of which are located in municipal and prefecture-level cities. Since the system of Certified Public Accountants of China was restored and reconstructed in the year of 1980, the industry of Certified Public Accountants has been consistently developed. The number of accounting firms in China has reached 4900 by the end of 2004. But the accounting firms with more than 50 CPAs are less than 100, the proportion of which is merely 2%. Meanwhile, the accounting firms with less than 20 CPAs make up 84% of all. By the end of 2007, more than 7000 accounting firms are all over the country. However, most of those are small and medium-sizedAccounting firm is not an ordinary co-owned enterprises, but “co-labor” and“co-mental”business on the basis of “co-capital”. Institute of Certified Public Accountants is to determine the survival and development of its most important human capital factors. But, at present, Chinas small and medium-sized accounting firms are faced with a serious loss of Certified Public Accountants. In the current competitive market situation, the majority of small and medium-sized accounting firms in a hard situation of struggle and have the risk of being eliminated any time. How to integrate re sources, gather personnel, set up a good brand image, and make small and medium-sized accounting firms bigger and stronger, is an important subject which small and medium-sized accounting firms will be faced with.As a consequence, working out the countermeasures to the reason of the loss of Certified Public Accountants in the small and medium-sized accounting firms, is crucial to help these firms meet the requirements of the accounting services marketability, even to be more expansive and stronger.2 Analysis on Existing Incentive Model of Small-Medium Accounting Firms in ChinaTaking their small scale and less business into consideration, most small and medium Accounting firms in China adopt the distribution style of basic wages plus business lift, which means different employees wages are determined by their work contents:(1) PartnersTheir wages consist of managers basic wage and dividend payment. Though the managers are only responsible for ad ministration and dont take part in detailed jobs, they receive the largest payments.(2) High-level techniciansHigh-level technicians mainly include chief accountants, department managers, department vice managers and senior project managers. They are so good at business deals and public relations that make them the key persons and core competitive force. Their wages are composed of basic wages, business lift, business labor wages and special contribution bonus.(3) Ordinary techniciansOrdinary technicians, such as project managers, audit assistants and midshipmen, are main workers and are responsible for providing clients with resources. They have the largest amount of labor and get a pay of basic wages, business lift and business labor wages(4) Logistic service staffAll indirect participants in audit like ordinary managers and financial workers are logistic service staff. Their work includes daily business, file sorting, reception, providing clients with resources and so on. Their wages mainly consist of logistic basic wage and business lift 2.So one can see all the staff on different levels except partners have a pay from business lift, that is to say, all level of staff can accept business. Therefore, the business quality can not be guaranteed, and the Accounting firms are to have relatively high audit risks .3 Analysis on the Problems of Existing Incentive Model of Small-Medium Accounting Firms3.1 The contradiction between business charging system and salary incentive modeThe accounting firms have two methods in business charging. One is cost -plus method, the another is the market value. At first, cost-plus method is to calculate costs, coupled with the expected return, and that is the price. This is a cost to the price of homeopathy pricing. Market price method is based on market prices for their products, this is the price to the cost of the reverse pricing. The two pricing are mainly determined by the position of the supply-side, that is, when the supply-sides position is dominant, the cost-plus method is more likely selected. When the supply-side is in the inferior position, market value method is more likely to be selected. From the current view of the accounting services market, most of the accounting firms have less advantage, so market value method is used often. Because of their less competitiveness and low price, they have to reverse cost to ensure profits. The accounting firms generally adopt salary incentive mode. Under this system, business fees and charges are low, as well as the staff salaries. Under the rigid wage system, the reverse costs such as some travel expenses and the audit procedures cost have a heavy proportion, which will have a significant impact on the quality of service. First of all, some projects have a large workload, but may have low incomes, while the others have the opposite returns, that is, the workload is in inverse proportion to the incomes. This may lead to the contradiction among the distribution business. On the other hand, because there are basic pay of each item, the direct costs data is still inaccurate, in spite of royalty can be paid as the cost of the project, but the proceeds of each project is still only an estimate of value, such is not conducive to correct pricing and the evaluation of the project (or customers).3.2 Confliction between business -related bonus salary and job-related bonus salaryCustomers are the basis of firm, small and medium-sized firms dont have department or personnel to take charge of operations especially. On the contrary, every member of the firm has the right and obligation to undertake the business. This means that business and business to undertake the implementation is not the same person. The product of the implementation of the outcome is much larger than the undertaking. But they dont take business themselves which led to the deduction wage higher than the practitioners wage. Practitioners assume far greater risk of the business than those who take the business as a result of the audit report and the implementation of a signature system. Therefore,the firms employees focus on Mining and the pursuit of business in order to pursue their own interests, so that results in lower service quality and larger audit risk, because they make light of implement and control the business.3.3 Contradiction of the residual claim between partner and non-partnerAccounting firms is essentially a knowledge of employment of capital. As long as they have practical and related professionals, they will be able to conduct business. However, a considerable portion of the accounting firmss partners (investors) still hold the thinking of employment You work for me, Ill give you wages. The distribution system too much inclines to partners or investors, the majority of shares is grasped in the hands of several partners. Other non-partners (investor) ,for example, certified public accountants ,they does not have the right to share residual income or participate in management . They are only allowed to participate in the distribution of wages, can not possess of the remainder according to their distribution. Even if the individual makes a significant contribution, the firm only gives a certain bonus or cash bonus shares, and the ratio of participating in the distribution is small. This makes a number of non-partners (investors) who were certified public accountants feel unfair .The behavior seriously hurt their enthusiasm, intensifies discontent with the firm and some short-term behavior, decreases the working enthusiasm , enhances the willingness to the flow. Even the relatively small number of shares, but the high professional competence, performance highlights of the partners (investors) sometimes feel that their own human capital can not participate in the allocation of residual income is a regret .So they themselves also have a different sense of the extent, of the unfair.3.4 Contradictions between pure material drive and long -term developmentAt present the majority of small and medium-sized accounting firms are pure incentive mode, ignore the non-material incentives. The follow-up employee educational opportunities and channels are infrequent, the use of elitist with predatory. Most small and medium-sized accounting firms do not attach importance to the provision of learning opportunities. There is no mechanism for systematic training. For training is a mere formality and lacking of targeted training purpose, assistance staff have no enough training opportunities. Some Certified Public Accountants of accounting firms only participate in the annual training hold by Institute of Certified Public Accountants, there is no other training. As the training provided is far from to meet the business development and growth demand for employees, employees fail to update professional knowledge. On the other hand, it restricts the development of human resources and talent growth, potentially making future development of the accounting firms. This contradiction has also led to the increased short -term behavior of Certified Public Accountants and the decreased loyalty to firms.4 The Design of Comprehensive Salary Incentive Mode of Small-Medium Accounting Firms4.1 The characters of comprehensive salary incentive mode of small -medium accounting firmsThe staff of Comprehensive Salary Incentive mode of Small-Medium Accounting firms comes and goes very easily, especially for general technicians. At the same time, senior technicians play a very important role in the office. As a result, it should be handled differently when building a salary pattern being appropriate for middle and small accounting firms 3. The capital, scale and popularity of middle and small accounting firms cant be compared with large accounting firms, which decides that it cant draw on the experience of the salary pattern in the four international accounting firms and other large domestic accounting firms and it need to build a full-scale salary pattern including both material aspect and not in the material aspect. That is to say, regard its develop strategy as prerequisite combined with the flexibility of its management system, and adopt an encouraging salary strategy to general technicians and an long-term stable strategy to senior technicians. An effective salary strategy is very competitive, which can attract person of ability and integrity.4.2 The salary encouraging pattern in material aspectIn material aspect, its designed in order to satisfy the material demand of high salaries for Certified Public Accountant (CPA). Its the basic aspect and also the direct aspect in the salary pattern .It concludes wages, bonus, welfare, stockholders right and so on.The amount of money and wealth is not only the basics for CPA to survive and develop themselves, but the important sign of personal value and social state. In order to increase the staffs satisfactions in salaries, this article designs a basic pattern in material aspect, you can get it from the following figure 1.As a whole this new pattern system still adopt adding achievement salary to basic salary. The design of basic salary is aimed at reflecting that different positions have different contribution, mainly taking these basic element into account: the post grade of staff, the ages of a staffs work, the service achievement of staff. The design of achievement salary is aimed at reflecting that achievement salary is decided by the result of achievement evaluation.(1) PartnersSmall and medium-sized accounting firmss partners are the owner of physical assets is also the owner of the key human resources. They are mainly engaged in office-bearers of risk. For partner Capital goods, set the property stocks. FOR Institute of Certified Public Accountants of the signing of the partnership, set up job share in order to meet their income and property income needs and risk. For a partner with Customer resources, set up contribute Unit. Therefore, they can be used for basic salary + bonus + property shares + shares + contribution to job share.(2) High-level techniciansHigh-level technical personnel are the core of small and medium-sized accounting firms competitiveness. They who are scarce human resources are absorbed by other firms focus on the target. In general, they pay relatively low preference for cash, while generally they are more confident and have a higher preference on their long-term compensation plans4. Basic salary + bonus + stock + contributed to job share model are more suitable for them. So that the core of the management firm may keep stability, firms appear to reduce the chance of internal friction and division. Precipitation system can be implemented at the same time to pay and retain qualified personnel, to regulate its own acts of extraordinary job, to reduce the brain drain for the firm.(3) Ordinary techniciansGeneral technical staff is in office -based staff of engineers, and also is the basis of firms business development. They have a high professional space. The cause of their own future development direction remains greatly uncertain. Employees in this class have the needs of both the survival of the developmental needs. If their high-level needs are not met, then to meet the needs of low-level desire to be more strongly. Thus they prefer the interests of reality available. Basic salary + commission + practice business royalty model are suitable for them.(4) Logistic service staffThe rear-service workers, generally, are universal type of clerks who are required not high on the professional knowledge. So it is easy to recruit this kind of employees and they will be competent for the job after simple training. According to the principle of the Theory of Production Factors Economic Profit Incentive in the economics motivation, the market supply is adequate, their expected value for salary is low. What they expected is the stable salary income and satisfactory external working environment, office equipments, etc. When designing the salary structure, we can follow the equity theory, determine their salary referring to the average salary level of workers who has the equivalent education, work experience and job and implement the basic salary + bonus form. The rear-service workers do not participate in the execution of business. But, for the expansion of the traffic of firm, they can take the business as well, then, the bonus they enjoy is just the business lift. Therefore, the salary mode of rear-service could be subdivided into basic salary + business lift.4.2 The salary encouraging pattern in spiritual aspect(1) Creating brandThe organization structure of small and medium-sized firm is simple and clear and employees spaces of promotion is small. So the focus of employees working career should be transferred to changing them into brand CPA, cultivation it into the brand of industry of CPA5. To the employees, they will achieve identification in bigger range and get the appropriate social status. All of these make the employees feel that the firm is really concern about their occupational development future, then the firm can obtain its goal to motivating employees. Of course, the firm can also set up hierarchy system of partners, advanced technical personnel and common technical personnel ,giving different grade staff different authorities, making the excellent advanced technical personnel in a position of t rust , leaving everyone has the elevating space for struggle and arousing working power of all the staff. Through all above, we can develop and motivate the talent to make sure the sustainable development of firm.(2) Building a good partnership cultureIntegrity is a firms most valuable intangible assets. In the fierce market competition, small and medium-sized accountants create a good image. On the one hand, it is necessary to regard credibility as its life line and keep in good faith. Obeying and protecting laws are bases. On the other hand, it s also of vital importance to establish people-oriented culture of partnership, build team partners, provide staff with a variety of work and live space for learning stage. They should uphold integrity as the cornerstone to the external, develop the reputation of their brands with professional spirit, take serving the community as their ultimate purpos